scholarly journals Team dimension of relational competence of organisation – psychological perspective

Management ◽  
2015 ◽  
Vol 19 (2) ◽  
pp. 7-20
Author(s):  
Barbara Kożusznik ◽  
Małgorzata Chrupała-Pniak ◽  
Monika Sulimowska-Formowicz
Keyword(s):  
Work Engagement ◽  
Autonomous Motivation ◽  
Psychological Variables ◽  
Relational Competence ◽  
Psychological Theories ◽  
Management Leadership ◽  
Organizational Relations ◽  
Effectiveness And Efficiency ◽  
Collaboration Readiness ◽  
Organizational Cooperation

SummaryThis article is a part of theoretical model for the research project titled “Relational competence as a determinant of effectiveness and efficiency of inter-organizational relations”. The authors deliberate upon team-level determinants of relational competence of organizations involved in inter-organizational cooperation in the light of classic and modern psychological theories and concepts. The aim of this article is to present authors’ own approach used in research on relational competence of organizations and based on multilevel analysis of influence regulation in teams (individual-, team- and organizational levels) together with motivation and work engagement. We search for correlations between psychological variables and relational competence and relation’s results. We assume that on individual- as well as on team-level preexist some features determining relation’s success, such as: open and effective collaboration, readiness to take responsibility for management, leadership division, autonomous motivation and work engagement.

Identification of Values Shaping Inter-Organizational Relations on the Example of the Project The Metropolitan Theatres Night

2021 ◽  
Vol 5 (2) ◽  
pp. 127-144
Author(s):  
Joanna Kurowska-Pysz ◽  
Dominika Wienchor ◽  
Jacek Woźnikowski
Keyword(s):  
Research Problem ◽  
Research Process ◽  
Secondary Importance ◽  
Joint Project ◽  
Financial Benefits ◽  
Organizational Relations ◽  
Cultural Sphere ◽  
Organizational Cooperation ◽  
Depth Interviews

Inter-organizational cooperation is based on the development of relationships between partners who have attractive tangible or intangible values which may be the subject of exchange. In inter-organizatio-nal cooperation, at least two key stages of relationship development can be distinguished. The first con-cern is initiating ties between potential partners; the second, strengthening, expanding and deepening these ties. The authors attempted to identify the values that affect the relations between organizations cooperating on a joint project in the cultural sphere. The research process was based on the assump-tions of grounded theory. The incomplete induction method was used. In order to solve this research problem, the authors analysed a case study of a network project led by the Górnośląsko-Zagłębiowska Metropolis, entitled Metropolitan Theatres Night, and in addition, conducted qualitative research (in-dividual in-depth interviews and written surveys), amongst organizations cooperating on this project. The research proved that the assessment of key values to project partners at the stage of initiating and developing cooperation is varied. At the stage of initiating relations, the financial benefits of coopera-tion and the prestige associated with it are most important. In contrast, at the stage of cooperation development financial benefits come first, while other elements are of secondary importance. The rese-arch results show that the partnership does not use many opportunities resulting from the synergy of resources or joint learning during the long period of cooperation. In connection with the above, the authors defined recommendations that may serve to improve inter-organizational cooperation in this type of project and in other partnerships.

Influence of inter-organizational relations on methods of calculating the cost of production of agricultural organizations

2020 ◽  
pp. 13-20 ◽  
Author(s):  
Anastasiya Alekseevna Romanova
Keyword(s):  
Theoretical Analysis ◽  
Cost Calculation ◽  
Interorganizational Cooperation ◽  
Organizational Relations ◽  
Interorganizational Management ◽  
Calculation System ◽  
Analytical System ◽  
Definition Of ◽  
The Cost ◽  
Organizational Cooperation

The author’s definition of inter-organizational cooperation, interorganizational management accounting and inter-organizational accounting and analytical system and cost calculation system in the framework of inter-organizational relations is given in the article on the basis of theoretical analysis. The features of calculating the cost of interorganizational cooperation are defined, new accounting practices are described, the advantages of implementing this type of accounting are identified, and possible problem areas are identified.

Modern tools for deep cost analysis in the cost management system in the inter-organizational relations of agricultural formations

2021 ◽  
pp. 6-14
Author(s):  
L. I. Khoruzhy ◽  
Y. N. Katkov ◽  
Anastasiya Alekseevna Romanova
Keyword(s):  
Theoretical Analysis ◽  
Cost Analysis ◽  
Management System ◽  
Business Processes ◽  
Cost Management ◽  
Management Accounting ◽  
Organizational Relations ◽  
The Cost ◽  
Organizational Cooperation

The article, based on the theoretical analysis and study of the forms of setting up management accounting of inter-organizational agricultural formations, presents the place and role of digital doubles as tools for implementing the system of management accounting of interorganizational interaction of agricultural partner companies. The advantages of using digital doubles in agricultural companies, which have a significant impact on the inter-organizational cooperation of agricultural companies, are revealed. The complexity of the implementation and use of modern management accounting methods in identifying deviations in business processes is revealed.

An Examination of Mentors’ Interpersonal Behaviors and Mentees’ Motivation, Turnover Intentions, Engagement, and Well-Being

2021 ◽  
pp. 089484532110392
Author(s):  
Najat Firzly ◽  
Melodie Chamandy ◽  
Luc Pelletier ◽  
Martine Lagacé
Keyword(s):  
Work Engagement ◽  
Turnover Intentions ◽  
Autonomous Motivation ◽  
Well Being ◽  
Cross Sectional Study ◽  
Cross Sectional ◽  
Work Related ◽  
Mentoring Relationship ◽  
Interpersonal Behaviors ◽  
The Impact

Using self-determination theory among a sample of student employees, the present cross-sectional study ( N = 358) examines how mentors’ interpersonal behaviors relate to both motivation at work and motivation for a mentoring relationship and how these two contexts of motivation can differentially relate to mentees’ work outcomes. Results revealed that mentors’ need-supportive interpersonal behaviors were associated with greater autonomous motivation at work and in the mentoring relationship and, in turn, to greater well-being and work engagement, and to lower turnover intentions. In contrast, need-thwarting interpersonal behaviors were associated with greater controlled motivation at work and in the mentoring relationship and, in turn, to lower well-being and work engagement, and to greater turnover intentions. Overall, this study illustrates the impact of the mentor–mentee relationship on motivation for work and for the mentoring relationship and provided support for the contribution of both motivational contexts in the work-related outcomes of employees in the workplace.

scholarly journals Effectiveness of Instruments Supporting Inter-Organizational Cooperation in the RES Market in Europe. Case Study of Enterprise Europe Network

Energies ◽  
2020 ◽  
Vol 13 (23) ◽  
pp. 6443
Author(s):  
Zofia Gródek-Szostak ◽  
Marcin Suder ◽  
Rafał Kusa ◽  
Jakub Sikora ◽  
Marcin Niemiec
Keyword(s):  
Statistical Tests ◽  
Market Development ◽  
Business Networks ◽  
Event Type ◽  
Organizational Relations ◽  
Business Events ◽  
Public Versus Private ◽  
The Impact ◽  
Organizational Cooperation

In the renewable energy source (RES) market, which is highly atomized, business events play an important role in supporting inter-organizational cooperation. The aim of this paper was to examine the impact of three characteristics of the events, namely, the location of the event, type of event (brokerage event versus company mission), and type of leading partner (public versus private), on the effectiveness of the business events (expressed by the number of meetings during an event and the number of partnerships initiated as a result of these meetings). We analyzed 304 promotional events organized in the European RES market. We employed basic statistical tests to verify our hypotheses. Our findings suggest that (1) the numbers of meetings and partnerships differ depending on the event’s location (country and region of Europe), (2) the type of the event (brokerage event versus company mission) affects the numbers of meetings and partnerships (in particular, during brokerage events (BEs), significantly more meetings take place than during company meetings (CMs)), and (3) the type of an event’s leading partner (public versus private) has no impact on the numbers of meetings and partnerships. With its findings, this paper contributes to RES market development and the theory of inter-organizational relations. It presents meaningful implications and recommendations for enterprises, business networks, and event managers operating in RES markets.

Formation of a hybrid cost calculation system for the purposes of inter-organizational management accounting of agricultural enterprises

2020 ◽  
pp. 52-61
Author(s):  
Anastasiya Alekseevna Romanova
Keyword(s):  
Theoretical Analysis ◽  
Management Accounting ◽  
Organizational Management ◽  
Cost Calculation ◽  
Agricultural Enterprises ◽  
Organizational Relations ◽  
Calculation System ◽  
The Cost ◽  
Organizational Cooperation

Based on theoretical analysis, the author defines inter-organizational cooperation, inter-organizational management accounting, and the cost calculation system in the framework of inter-organizational relations. The features of calculating the cost of inter-organizational cooperation are defined, new accounting practices are described, the advantages of implementing this type of accounting are identified, and possible problem areas are identified.

scholarly journals Influence of Self-Efficacy and Motivation to Follow a Healthy Diet on Life Satisfaction of Patients with Cardiovascular Disease: A Longitudinal Study

Nutrients ◽  
2020 ◽  
Vol 12 (7) ◽  
pp. 1903
Author(s):  
Rosario Castillo-Mayén ◽  
Cristina Cano-Espejo ◽  
Bárbara Luque ◽  
Esther Cuadrado ◽  
Tamara Gutiérrez-Domingo ◽  
...  
Keyword(s):  
Cardiovascular Disease ◽  
Life Satisfaction ◽  
Self Efficacy ◽  
Autonomous Motivation ◽  
Health Condition ◽  
Healthy Diet ◽  
Psychological Variables ◽  
Path Analyses ◽  
Cardiovascular Patients ◽  
High Prevalence

Today, cardiovascular disease has a great impact on the global population due to its high prevalence. One challenge that cardiovascular patients face to achieve a better prognosis is to follow a healthy diet. This study focused on psychological factors linked to adaptation to a healthy diet in these patients. The main objective was to analyze the interrelationship between motivation to follow a healthy diet and self-efficacy to adhere to the Mediterranean diet with life satisfaction over time. The sample consisted of cardiovascular patients who were assessed at three measurement moments (NT1 = 755; NT2 = 593; NT3 = 323, average interval time: nine months). Correlation analyses showed that self-efficacy, motivation, and life satisfaction followed a pattern of positive relations across the three measurements. A time effect over the study variables was also observed. The results of path analyses showed that self-efficacy positively predicted autonomous motivation, which in turn was associated with patients’ life satisfaction. This interrelation was stable over a period of 18 months. Moreover, life satisfaction predicted self-efficacy nine months later. Psychological interventions might be a positive resource for cardiovascular patients, since psychological variables influence their life satisfaction and their subsequent quality of life in their new health condition.

scholarly journals The Theory Crisis in Psychology: How to Move Forward

2021 ◽  
pp. 174569162097058
Author(s):  
Markus I. Eronen ◽  
Laura F. Bringmann
Keyword(s):  
Philosophy Of Science ◽  
Theory Building ◽  
Causal Relationships ◽  
Psychological Variables ◽  
Relative Lack ◽  
Psychological Constructs ◽  
Root Cause ◽  
Psychological Theories ◽  
Crisis In Psychology

Meehl argued in 1978 that theories in psychology come and go, with little cumulative progress. We believe that this assessment still holds, as also evidenced by increasingly common claims that psychology is facing a “theory crisis” and that psychologists should invest more in theory building. In this article, we argue that the root cause of the theory crisis is that developing good psychological theories is extremely difficult and that understanding the reasons why it is so difficult is crucial for moving forward in the theory crisis. We discuss three key reasons based on philosophy of science for why developing good psychological theories is so hard: the relative lack of robust phenomena that impose constraints on possible theories, problems of validity of psychological constructs, and obstacles to discovering causal relationships between psychological variables. We conclude with recommendations on how to move past the theory crisis.

Differences in Business Process Management Leadership and Deployment

2013 ◽  
Vol 26 (2) ◽  
pp. 43-63 ◽  
Author(s):  
Richard J. Goeke ◽  
Yvonne Lederer Antonucci
Keyword(s):  
Organizational Effectiveness ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Boundary Spanning ◽  
Industry Sector ◽  
Organizational Infrastructure ◽  
Management Leadership ◽  
Service Sectors ◽  
Effectiveness And Efficiency

Business Process Management (BPM) can improve organizational effectiveness and efficiency by optimizing the performance of cross-functional processes. Despite its potential, BPM deployment success has been mixed, due in part to the substantial changes required within the organization. Three changes considered necessary for BPM deployment success include a properly defined business process organizational infrastructure (complete with formal positions and competencies), boundary-spanning process ownership, and boundary-spanning process governance. However, given that BPM has largely been driven by practitioners, deployment details often vary by company. The present research examined the extent that these deployment details were industry related, and found significant differences between the manufacturing and service sectors in terms of organizational infrastructure and process ownership. These findings provide further evidence that a ‘one-size-fits-all’ approach to BPM does not exist, and that differences in BPM deployment decisions can be related to industry sector.

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