Creating a Climate for Long-term Ecological and Organizational Sustainability

2008 ◽  
pp. 149-160
Keyword(s):  
Organizational Sustainability

A culture of employee engagement: a strategic perspective for global managers

2015 ◽  
Vol 36 (3) ◽  
pp. 46-56 ◽  
Author(s):  
Sonia Taneja ◽  
Scott S. Sewell ◽  
Randall Y. Odom
Keyword(s):  
Employee Engagement ◽  
International Markets ◽  
Global Strategy ◽  
Organizational Sustainability ◽  
Organizational Leaders ◽  
Employee Communication ◽  
Content Type ◽  
Business Results ◽  
Strategic Perspective

Purpose – The purpose of this paper is to develop a model that identifies the strategies that have the ability to create a culture of employee engagement for global managers in making the tactical adaptations necessary to develop and implement global strategy in an increasingly complex and dynamic marketplace. Design/methodology/approach – The authors focused on the global managers charged with the responsibilities of developing and creating a culture of employee engagement as an important strategy for the competitive advantage of organizations. Findings – Employee engagement should be viewed as a long-term commitment between the employees and the organization, each supporting the other in an era of increasing international operations. In fact, employee engagement is an important strategy for long-term organizational sustainability in international markets. Practical implications – Employee engagement is critical to the management and retention of talented employees in the organization. It can be achieved by managing global mobility in increasingly complex global workplaces; talent so that it enhances business results; training and development; rewards, recognitions and engagement; manager/employee communication and interaction; and leadership and development. Originality/value – In today’s global society, it is critical for organizational leaders to focus on creating a culture of employee engagement to attract and retain quality employees in an increasingly competitive market. Engaged employees are more committed to their work and feel connected to the success of their organization. In addition, they are more likely to believe in their organization’s values, mission and vision. The increasing utilization of boundary less organizations poses a challenge for leaders who strive to create and maintain employee engagement within an organization.

Sustainable Business Transformation Through Ambidextrous Practices

2019 ◽  
pp. 274-291
Author(s):  
Dipak Kumar Bhattacharyya
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Development ◽  
Human Resource ◽  
Organizational Sustainability ◽  
Sustainable Business ◽  
Hrm Practices ◽  
Oil And Natural Gas

This chapter explores how an innovative organization can ensure sustainable development by embracing ambidextrous human resource management (HRM) practices. The chapter at the outset examines the debate on business innovation and business invention, and delineates the role of organization from business invention, which fits well for those who are engaged in fundamental and so also creative research. Thereafter the chapter details the importance of innovation for organizational development for long term organizational sustainability. The next phase of the chapter raises the debate how such sustainable organizational development can be achieved through ambidextrous human resource management (HRM) practices. To validate the arguments, the chapter examines the literatures in the context of one of the largest Central Public Sector Enterprises of India, i.e., Oil and Natural Gas Corporation (ONGC).

scholarly journals Comparative Review and Analysis of Organizational (In)Efficiency Indicators in Qatar

2019 ◽  
Vol 11 (23) ◽  
pp. 6566 ◽  
Author(s):  
Abdulla S. Al-Shaiba ◽  
Sami G. Al-Ghamdi ◽  
Muammer Koc
Keyword(s):  
Best Practices ◽  
Performance Indicators ◽  
Organizational Context ◽  
Key Performance Indicators ◽  
Retail Banking ◽  
Public Utility ◽  
Organizational Efficiency ◽  
Organizational Sustainability ◽  
Comparative Review

Organization efficiency is a pivotal paradigm for an organization’s profitability in short-term cycles and long-term sustainability as a responsible stakeholder of a society. Measurement of organizational efficiency primarily depends on tracking the performance of the organization based on key performance indicators established commonly and differently by sectors. Literature on measuring organizational efficiency is limited in quantity and qualitatively poor, specifically on organizations operating in the Middle East and the Arabian Gulf where specific culture and traditions take precedence. This paper brings about a comparative review on organizational efficiency models, measurements, and indicators based on international best practices and conduct a comparative analysis from the Qatari organizational context. The methodology involved in measuring and benchmarking organizational sustainability identify the “as is” state of organizational sustainability and efficiency in the organization. Identifying the best sustainability practices across peer organizations and equipping organizations with the appropriate tools and skills to implement the identified best practices to fill the efficiency gap is essential. Defining and benchmarking indicators with peer organizations help the management to understand the “as is” state of the organization and is the impetus for the advancement of short- and long-term sustainability goals. The key performance indicators and focal themes for air transport, electricity–public utility, oil and gas, retail banking, and steel manufacturing are compared and identified.

Organizational Sustainability

2014 ◽  
Vol 5 (2) ◽  
pp. 17-38
Author(s):  
Hakikur Rahman
Keyword(s):  
Information And Communication Technology ◽  
Communication Technology ◽  
Business Intelligence ◽  
Value Chain ◽  
Organizational Sustainability ◽  
Long Term Effect ◽  
The Social ◽  
Gain Margin ◽  
Information And Communication

An organization with its capacity to endure, add value and promote value chain could be seen as a sustainable organization. Sustainability could be in the form of short-medium-and-long term effect to an entity. To an organization, in this global economic crisis and increased competition, long term sustainability means to be able to compete, gain margin, and add knowledge, notwithstanding mere survival. Through the utilization of the information and communication technology, organizations are now can adopt various business techniques to tackle or minimize risks, reduce costs, and make profit. Among many such techniques, this particular research looks into the aspects of agility within organizations that may lead to sustained business platform. This paper tries to argue that an organization with this characteristic, in the longer run, can lead to sustainability and elevate the business intelligence. In discourse, through a vertical literature review, this study has tried to construct a framework of sustainability with this aspect of an organization and thereby proposed a business model for ideation and future implementation. The research intends to add values to operational capability of an organization, especially considering challenging situations, such as lack of awareness, low financial capability, and high risk of investment within the social and organizational eco-systems.

Sustainable Business Transformation through Ambidextrous Practices

2015 ◽  
pp. 258-275
Author(s):  
Dipak Kumar Bhattacharyya
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Development ◽  
Human Resource ◽  
Organizational Sustainability ◽  
Sustainable Business ◽  
Hrm Practices ◽  
Oil And Natural Gas

This chapter explores how an innovative organization can ensure sustainable development by embracing ambidextrous human resource management (HRM) practices. The chapter at the outset examines the debate on business innovation and business invention, and delineates the role of organization from business invention, which fits well for those who are engaged in fundamental and so also creative research. Thereafter the chapter details the importance of innovation for organizational development for long term organizational sustainability. The next phase of the chapter raises the debate how such sustainable organizational development can be achieved through ambidextrous human resource management (HRM) practices. To validate the arguments, the chapter examines the literatures in the context of one of the largest Central Public Sector Enterprises of India, i.e., Oil and Natural Gas Corporation (ONGC).

Organizational Sustainability

2022 ◽  
pp. 72-102
Author(s):  
Hakikur Rahman
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Communication Technology ◽  
Business Intelligence ◽  
Value Chain ◽  
Term Effect ◽  
Organizational Sustainability ◽  
Long Term Effect ◽  
Information And Communication

An organization with its capacity to endure, add up value, and promote value chain could be seen as a sustainable organization. Sustainability could be in the form of short-, medium-, and long-term effect to an entity. Through the utilization of the information and communication technology, organizations now can adopt various business techniques to tackle or minimize risks, reduce costs, and make profit. Among many such techniques, this particular research looks into the aspects of agility within organizations that may lead to sustained business platform. This chapter tries to argue that an organization with this characteristic, in the longer run, can lead to sustainability and elevate the business intelligence. In this discourse, through a vertical literature review, this study has tried to construct a framework of sustainability with the aspect of an organization and thereby proposed a business model for ideation and future implementation.

After the disclosure: measuring the short-term and long-term impacts of data breach disclosures on the financial performance of organizations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Atiya Avery
Keyword(s):  
Financial Performance ◽  
Intangible Assets ◽  
Theory Development ◽  
Organizational Sustainability ◽  
Short Term ◽  
Data Breach ◽  
Content Type ◽  
Data Breaches ◽  
The Impact

Purpose This study aims to evaluate changes to the financial performance of organizations in the 1–4 quarters following a data breach event. The study introduces two new variables, “intangible assets” and “extraordinary losses” to the discussion on the impact of data breaches on an organization’s financial performance. Intangible assets allow us to gauge the data breach’s impact on the organization’s brand reputation and intellectual capital reserves. Extraordinary losses allow us to gauge if organizations considered data breaches truly detrimental to their operations that they rose to the level of “extraordinary” and not an event that could be incorporated into its usual operating expenses. Design/methodology/approach This study uses a matched sample comparison analysis of 47 organizations to understand the short-term and long-term impacts of data breach events on an organization’s financial performance. Findings Data breach events have some negative impacts on the organization’s profitability more than likely leading to a depletion of the organization’s assets. However, organizations do not perform better or worse in the short-term or long-term due to a data breach event; the organizations can be considered financially sustainable in the 1–4 quarters following a data breach disclosure. Originality/value This study takes two approaches to theory development. The first approach extends the current literature on data breach events as negative, value declining events to the organization’s performance, which is referred to as the “traditional view.” The second view posits that a data breach event may be a catalyst for enhanced long-term organization performance; this is referred to as the organizational sustainability and resiliency view.

Therapy and prevention for mental health: What if mental diseases are mostly not brain disorders?

2019 ◽  
Vol 42 ◽  
Author(s):  
John P. A. Ioannidis
Keyword(s):  
Mental Health ◽  
Mental Disease ◽  
Brain Disorders ◽  
Social Stressors ◽  
Labor Education ◽  
Mental Diseases ◽  
Long Term Follow Up ◽  
Political Decisions

AbstractNeurobiology-based interventions for mental diseases and searches for useful biomarkers of treatment response have largely failed. Clinical trials should assess interventions related to environmental and social stressors, with long-term follow-up; social rather than biological endpoints; personalized outcomes; and suitable cluster, adaptive, and n-of-1 designs. Labor, education, financial, and other social/political decisions should be evaluated for their impacts on mental disease.

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