A Study of Factors that Influence Organizational Performance in Local Public Corporations: A Focus on CEO Leadership, Organization Culture, Empowerment

2019 ◽  
Vol 57 (4) ◽  
pp. 197-220
Author(s):  
Geon-Young Park ◽  
In-Sub Han
Keyword(s):  
Organizational Performance ◽  
Organization Culture ◽  
Public Corporations ◽  
Ceo Leadership

Employee Surveys and Sensing

2020 ◽  
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
Computational Linguistics ◽  
Full Range ◽  
Organization Culture ◽  
Employee Survey ◽  
Passive Data ◽  
Individual Contributions ◽  
Action Taking ◽  
The Individual

This volume comprises 27 chapters focused on the design and execution of employee survey programs. These chapters reflect the latest advances in technology and analytics and a pervasive emphasis on driving organizational performance and effectiveness. The individual chapters represent the full range of survey-related topics, including design, administration, analysis, feedback, and action-taking. The latest methodological trends and capabilities are discussed including computational linguistics, applications of artificial intelligence, and the use of qualitative methods such as focus groups. Extending beyond traditional employee surveys, contributions include the role of passive data collection as an alternative or supplement in a comprehensive employee listening system. Unique contextual factors are discussed including the use of surveys in a unionized environment. Individual contributions also reflect increasing stakeholder concerns for the protection of privacy among other ethical considerations. Finally, significant clarifications to the literature are provided on the use of surveys for measuring organization culture, strategic climate, and employee engagement.

scholarly journals Cultural Entrepreneurship: Between-Organization Cultural Isomorphism and Within-Organization Culture Shaping

SAGE Open ◽  
2020 ◽  
Vol 10 (3) ◽  
pp. 215824402093954
Author(s):  
Seungdoe Lee ◽  
Goo Hyeok Chung
Keyword(s):  
Organizational Performance ◽  
Organization Culture ◽  
Cultural Resources ◽  
Entrepreneurial Culture ◽  
Entrepreneurial Organization ◽  
Cultural Entrepreneurship ◽  
Cultural Constraints

Cultural entrepreneurship is a process that focuses on entrepreneurial resources, identifies and legitimates new startups, and improves organizational performance. Although scholars of this subject have viewed entrepreneurs as cultural agents, for example, who either strike a balance between cultural resources and constraints or decouple their ventures from cultural constraints while coupling them with cultural resources, they have overlooked another possible behavior that cultural agents might display. In the present study, the authors attempt to uncover another facet of cultural entrepreneurship and conduct a case study focusing on a new entrepreneurial organization (subcontractor) that became a parts supplier for an automaker (user company). Our findings show that the subcontractor’s entrepreneurs shaped its culture by drawing on the external cultural constraints coded by the user company’s culture ( between-organization cultural isomorphism), and they also used internal cultural resources to foster an entrepreneurial culture and to stimulate exploratory innovations ( within-organization culture shaping).

PENGARUH MANAJEMEN PENGETAHUAN, BUDAYA ORGANISASI TERHADAP KINERJA ORGANISASI

2018 ◽  
Vol 15 (1) ◽  
pp. 26
Author(s):  
ROFIKOTUL ARFATI
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Data Analysis ◽  
Organizational Performance ◽  
Organization Culture ◽  
Partial Least Square ◽  
Least Square ◽  
Analysis Techniques ◽  
Culture Performance ◽  
Questionnaire Method

This study aims to examine and analyze the influence of knowledge management and organizational culture on organizational performance. This study uses theory of Resources Based View. The study conducted by the Agency for Assessment and Application of Technology (BPPT), with 62 respondents on engineering positions. Data collected using questionnaire method that is by giving list question or questionnaire which submitted directly to respondent and also by email. Data analysis techniques in this study using Partial Least Square (PLS) with WarpPLS 3.0. The results showed that knowledge management and organizational culture have positive and significant influence on organizational performance. Keywords : Knowledge Management, Organization Culture, Performance Organization

Ownership and Performance of Professional Service Firms

2006 ◽  
Vol 28 (2) ◽  
pp. 219-238 ◽  
Author(s):  
Royston Greenwood ◽  
David L. Deephouse ◽  
Stan Xiao Li
Keyword(s):  
Organizational Performance ◽  
Organization Theory ◽  
Professional Service ◽  
Service Firms ◽  
Professional Service Firms ◽  
Organizational Complexity ◽  
Public Corporations ◽  
Professional Workers ◽  
Private Corporations ◽  
And Performance

Understanding the effects of ownership upon organizational performance is a well-established theme in organization theory, but comparison across ownership forms has been neglected. We develop hypotheses comparing public corporations, private corporations and partnerships and test them in a sample of large management consultancies. We find that private corporations and partnerships outperform public corporations. We attribute this difference to increased monitoring by owners and greater motivation by professional workers seeking ownership stakes. Contrary to Durand and Vargas (2003), we find that organizational complexity has neither a direct nor a moderating effect.

Driving performance of higher education industry: an Indian scenario

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sumant Kumar Tewari ◽  
Madhvendra Misra
Keyword(s):  
Organizational Performance ◽  
Organization Culture ◽  
Relational Model ◽  
Extensive Literature ◽  
Content Type ◽  
Hierarchical Relationship ◽  
Education Industry ◽  
Information And Communication ◽  
Fuzzy Micmac ◽  
Higher Education Industry

PurposeThe purpose of this paper is to identify the information and communication technology management enablers (ICTMEs) and establish the hierarchical relationship among them using interpretive structural modelling (ISM) and analyse their driving and dependence power, using integrated ISM fuzzy-MICMAC analyses.Design/methodology/approachFor identifying the ICTMEs, along with extensive literature review a large number of academicians and practitioners of repute are consulted. The contextual relationships between ICTMEs are established with the help of a well-established ISM methodology and further ICTMEs are analysed on the basis of their driving and dependence power and classified them into four different clusters by using fuzzy-MICMAC.FindingsThis paper has identified 25 key ICTMEs related to human resource, organization culture, technology, strategic planning, ICTM practices and organizational performance measurement and created a diagraph representing hierarchical relationship among them. Further these enablers are analysed and classified into four clusters on the basis of their driving and dependence power.Research limitations/implicationsThe developed relational model is based on the inputs of academicians and practitioners and any biasing from the person judging the ICTM enablers might influence the power of this model.Practical implicationsTop management of the organization could formulate and execute their strategies keeping in mind these identified critical enablers and relationship among them which will finally result into higher performance of ICTM.Originality/valueThis is the first kind of study which has identified 25 key enablers of ICTM, established hierarchical relationship among them and analysed them on the basis of their driving and dependence power using integrative ISM fuzzy-MICMAC analysis.

Succession Planning for Enhanced Performance in State-Owned Enterprises

2021 ◽  
Vol 13 (3) ◽  
pp. 106-132
Author(s):  
Neeta Baporikar
Keyword(s):  
Organizational Performance ◽  
Succession Planning ◽  
Research Method ◽  
Survey Design ◽  
Organization Culture ◽  
Smooth Transition ◽  
Age Diversity ◽  
And Performance ◽  
Performance Research

Age diversity plays an important role and as a tool can transform the organization, culture, and performance. Research indicates a need to have a balance between the older and the younger generation to foster creativity, innovativeness, and better decision making. Apart from that, age diversity also ensures a smooth transition of power and positions across all organizational thereby leading to enhanced performance. Literature emphasizes that skills and information as a result of age diversity contribute to the quality of the team and overall organizational performance while succession planning ensures consistency and leadership continuity. Adopting a qualitative research method, descriptive in nature with survey design, the objective of this study is to identify age diversity role in succession planning and how effective it is as a tool in succession planning for improving performance in state-owned enterprises (SOEs). Findings reveal a strong correlation between age diversity, succession planning, and the performances of state-owned enterprises.

scholarly journals Effect of Organization Culture on organization performance on Public Universities in Kenya

2018 ◽  
Vol 14 (19) ◽  
pp. 15
Author(s):  
Gulali Donald Indiya ◽  
Johnmark Obura ◽  
J.K Mise
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Public Universities ◽  
Organization Culture ◽  
Primary Data ◽  
Organization Performance ◽  
Unique Contribution ◽  
Individual Values ◽  
Holding Companies ◽  
Theory Of Organization

Organizational culture is the adhesive holding companies together in a country and is characterized by stability processes, collectivity and predictability, and is a source of recreation, of new opportunities as well as of conflicts and of dynamics. Recent studies on organization culture have anchored organization culture on individualism, uncertainty avoidance power distance, masculinity and long term orientation, employee longevity, adhocracy culture and clan culture. This contradictions reveal that it remains unknown of organization culture based on individual values, assumptions, values and artifacts influence organization performance. This study seeked to establish the effects of organization culture on organization performance in public universities in Kenya. Guided by Contingency Theory of organization structure, a correlation research design and a population of 215 management personal were used from 11 public universities in Kenya certified by Kenya Bureau of Standards. The study adopted a census survey with response at 94.4 %. Primary data was collected using questionnaires. Using Pearson Product Moment Correlation the study indicates that there was a strong positive significant correlation between organizational culture and organizational performance (r=.804, p<.05). Regression analyses revealed that organizational values had the strongest unique contribution to the organizational performance (β=.394, p=.000), followed by organizational artifacts (β=.347, p=.000) and finally individual believes (β=.155, p=.001). The overall form of organizational culture had a unique significant contribution on organizational performance (β=.804, p=.000), and accounted for 64.6% variance in organizational performance. The study recommends that universities should work on ensuring that there are positive believes that can enhance organizational performance through improving and maintaining quality management systems basing on the existing culture.

scholarly journals The Association of Knowledge Management, Organization Culture, and Innovation with Organizational Performance: A Case at Study Institute Research XYZ

2018 ◽  
Vol 20 (1) ◽  
pp. 39
Author(s):  
Navik Puryantini ◽  
Rofikotul A. ◽  
Dian Shinta P. ◽  
Bambang Tjahjadi
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Small Sample ◽  
Organization Culture ◽  
The Individual ◽  
Questionnaire Method ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship

The purpose of this study was to analyze the impact of variable mediation knowledge management innovation in relation to organizational performance and analyze the impact of innovation on the relationship mediating variables of organizational culture on an organi­zation. Population performers in this study were employees of XYZ. Collecting data in this study was conducted using the questionnaire method. Data analysis method used in this study is Partial Least Squares is a powerful method of analysis because it does not assume the data must use a certain scale and can use a small sample. The results showed that (1) knowledge management influence on innovation; (2) The effect on the organizational culture of innovation; (3) Knowledge Management of an effect on the performance of the organi­zation; (4) The organizational culture influence on organizational performance (5) innovation does not affect the performance of the organization, (6) the innovation did not mediate the relationship of knowledge management to organizational performance; (5) innovation does not mediate the relationship of organizational culture on organizational performance. Results obtained interviews innovation does not affect the performance of the organization for their gaps and differences in perception between the authority and powers of innovation, so that innovation is always dependent on the individual who is willing to turn these innovations.

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