scholarly journals AN ANALYSIS OF INNOVATION AND CULTURAL DIVERSITY IN THE CHALLENGES AND PERSPECTIVES OF LOCAL COMPANIES' DEVELOPMENT: AN EXAMPLE OF AZERBAIJAN

10.26458/1945 ◽  
2019 ◽  
Vol 19 (4) ◽  
pp. 127-139
Author(s):  
Mahammad JABRAYILOV
Keyword(s):  
Organizational Culture ◽  
Cultural Diversity ◽  
Competitive Advantage ◽  
Research Work ◽  
Good Source ◽  
Comprehensive Overview ◽  
Comprehensive Review ◽  
Competitive Process ◽  
Local Companies

The role of innovation is crucial for countries and businesses to gain competitive advantage. The key to success in the competitive process is to have a culture of innovation. The purpose of this study is to identify the link between innovation and cultural diversity in company management, which is one of the most important sources of competitive advantage, and to explore the role they play in company management. In this regards, a comprehensive review of innovation, cultural diversity and organizational culture has been conducted and links are established. The study concludes that innovation and cultural diversity have a major impact on innovation in companies and services.This study seeks to provide a comprehensive overview of the role of local innovation companies in the development challenges and perspectives, while providing insights into the concepts of innovation and cultural diversity. Research work can be considered as a good source for experts, researchers, and scientists working in this field.

scholarly journals A Proposed Framework Model of the Relationship between Organizational Culture, Work Engagement, and Employee Performance at Airasia Berhad

2019 ◽  
Vol 9 (4) ◽  
pp. 69
Author(s):  
Murad Miah ◽  
Nor Intan Adha Hafit
Keyword(s):  
Organizational Culture ◽  
Competitive Advantage ◽  
Work Engagement ◽  
Employee Performance ◽  
Secondary Data ◽  
Framework Model ◽  
Mediator Role ◽  
Prior Literature ◽  
The Relationship

The aim of this research to determine the relationship between organizational culture (OC) and employee performance (EP) mediated by work engagement (WE); and to make the proposed conceptual model on these three variables based on the prior literature review. In addition, this research focuses on airline business (AirAsia Berhad) which is one of the most famous and affordable airline companies in the Asia region. From the secondary data of AirAsia Berhad, it is demonstrated that for AirAsia succeed and to be a leading airline organization in Asia, employees are the main asset and contributor for succeed goal with a competitive advantage. Research has shown that AirAsia Berhad comes to this position due to the supported of leadership, organizational culture, employee’s engagement and overall relay on employee’s performance. However, the contribution of this study is two way explainable; one is theoretically – first of all, this research is proven the relationship among these three variables (OC, WE, EP) and determined the mediator role of work engagement between organizational culture and employee performance. Secondly, this research is developed the conceptual framework supported the previous literature that will facilitate the researcher for further study on this field. Another way is practical- this research will help the superior manager to induce plan to manage employees to succeed their goal with a competitive advantage. Secondly, it will help the manager to understood with concern; why employees have to be compelled to engage and, why solid organizational culture is vital for work engagement and employee performance. Hence, this research is not out of limitation, which is described in the conclusion paragraph, consequently, these gaps need to fulfil by the future study.

Managing Culture as a Competitive Resource: An Identity-Based View of Sustainable Competitive Advantage

1991 ◽  
Vol 17 (1) ◽  
pp. 191-211 ◽  
Author(s):  
C. Marlene Fiol
Keyword(s):  
Organizational Culture ◽  
Competitive Advantage ◽  
Cognitive Processes ◽  
Social Meaning ◽  
Sustainable Competitive Advantage ◽  
Identity Based ◽  
Critical Links ◽  
And Behaviors ◽  
Cultural Linguistics

How can organizations manage the cognitive processes by which a firm invests in resources for competitive advantage? Studies of organizational culture, as currently framed, have not provided adequate answers to this question. By focusing either on culture as underlying beliefs or on culture as behavioral manifestations, these studies have overlooked the critical links between beliefs and behaviors that are at the very core of managing cognitive processes for sustained advantage. This article reframes the culture concept to highlight the role of contextual identities in linking behaviors and their social meaning in organizations. Drawing on theories from cultural linguistics and structural anthropology, it argues that cognitive processes in organizations do not directly reflect either behaviors or underlying beliefs. Rather, they represent the interface between the two. To manage cognitive processes for competitive advantage requires that we attend to the identities by which people make sense of what they do in relation to a larger set of organizational norms.

scholarly journals Pathophysiology of Cerebral Edema—A Comprehensive Review

2020 ◽  
Author(s):  
Tara Dalby ◽  
Elyana Wohl ◽  
Michael Dinsmore ◽  
Zoe Unger ◽  
Tumul Chowdhury ◽  
...  
Keyword(s):  
Ion Channels ◽  
Cerebral Edema ◽  
Clinical Manifestations ◽  
Comprehensive Overview ◽  
Comprehensive Review ◽  
Molecular Pathophysiology ◽  
Neurological Insult ◽  
Disease Specific

AbstractCerebral edema is a condition where an excess of cerebral water accumulates due to primary neurological or non-neurological causes. Cerebral edema complicates many brain pathologies causing additional injury often in excess of the original neurological insult. Classic descriptions divide cerebral edema into cytotoxic, vasogenic, interstitial, and osmotic subtypes. The interplay of different mechanisms is important in the clinical manifestations. Recent research has advanced our understanding of the molecular pathophysiology of cerebral edema, exposing the central role of aquaporins and specific ion channels. The aim of this review is to provide a comprehensive overview of the molecular pathophysiology of cerebral edema including unique disease specific mechanisms.

scholarly journals Explaining the Mediating Role of Knowledge Management between Organisation’s Characteristics and Employee’s Performance: A Public Sector Perspective

2020 ◽  
Vol 15 (12) ◽  
pp. 132
Author(s):  
Adnan A. S. Al-Ali ◽  
Jarrah F. Al-Mansour
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Social Practice ◽  
Management Practices ◽  
Research Work ◽  
Integrative Framework ◽  
Mediating Role ◽  
Significant Research ◽  
The Impact

This paper aims to investigate the mediating role of knowledge management between organizational culture, structure, strategy, and employee and organisational performance. There is a significant research work on Knowledge Management (KM) globally; however, there is a dearth of research in contextualizing the concept in the Middle East. Therefore, adopting a multiple case-based approach, this paper conducted 478 surveys in five public organizations in Kuwait. The results suggested that KM could mediate the impact of organizational strategy and HRD structure. Surprisingly, organizational culture emerged as the only construct that remained uninfluenced by knowledge management practices. This research makes a vital contribution to the under-researched knowledge management concept in the region and the relevant cognitive understanding of social practice in relation to the HRD. It, therefore, proposes an integrative framework which specifies the conceptual linkages between organization characteristics and potential performance.

scholarly journals Shaping Corporate Social Responsibility in the Conditions of Cultural Differences Between the Cooperating Institutions

Equilibrium ◽  
2011 ◽  
Vol 6 (4) ◽  
pp. 79-96
Author(s):  
Anna Adamik
Keyword(s):  
Organizational Culture ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Cultural Diversity ◽  
Competitive Advantage ◽  
Cultural Differences ◽  
Significant Influence ◽  
Social Features ◽  
Corporate Social ◽  
Empirical Demonstration

Corporate social responsibility (CSR) is not only a philosophy of acting for many companies, but a basic strategy for building a competitive advantage. Unfortunately, in the conditions when as a result of globalization the bonds of international cooperation are becoming stronger and stronger, it is increasingly difficult to shape. The factor of significant influence here is the partners’ cultural diversity. Understanding the foundations of this diversity provides an opportunity to make more conscious decisions concerning the choice of partners and forms of cooperation. It also facilitates project-making and implementing CSR tools. The key issue here is the identification and evaluation of pro-social features of the partners’ culture. Choosing the partners from the culture suitable for implementing CSR allows to maximize its benefits. The aim of this paper is to demonstrate the influence of national and organizational culture on the way of shaping CSR. In order to study the issue, the foundations of the topic, the nature of national and organizational culture, have been characterized. In addition, the underlying cultural differences and basic problems of shaping CSR have been signalled. The empirical demonstration of the issue are the results of CSR research in selected companies from different EU countries, but belonging to the same capital groups.

Knowledge Management Proponents or Opponents

2017 ◽  
Vol 13 (2) ◽  
pp. 35-48 ◽  
Author(s):  
Aries Heru Prasetyo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Competitive Advantage ◽  
Multiple Linear Regressions ◽  
Technology Infrastructure ◽  
The Impact ◽  
Linear Regressions ◽  
The Ideal

This study tried to explore hidden power of knowledge management in contributing to a better competitive advantage for society-based organization. Using Indonesia micro finance organization, the test deployed four major drivers: technology infrastructure, organizational structure, culture and people. By addressing multiple linear regressions on 184 questionnaires, the study succeeded in uncovering the impact of proper KM-technology, organizational culture and people to the creation of competitive advantage, thus valid proponents for micro finance sector. However, failures to prove the role of the second drivers showed potential obstacle while preserving knowledge. Elements such as leaderships, adaptability, communication and bureaucracy might become the ideal moderator for future agenda.

Organizational Culture and Organizational Performance

2019 ◽  
pp. 1378-1393
Author(s):  
Anas M. Bashayreh
Keyword(s):  
Organizational Culture ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Insurance Companies ◽  
Organization Performance ◽  
Organizational Cultures ◽  
Organizational Goals ◽  
Different Cultures

Organizational cultures can have varying impacts on organization performance. Oftentimes, employees work harder to achieve organizational goals if they consider themselves to be part of the corporate culture. Different cultures operating in one company can also impact organization performance. Organizational culture is an important part to be considered by dynamic organizations in order to develop some competitive advantage to ensure enhanced organizational performance. This chapter aims to close the gap between understanding the role of organizational culture and the effect on organizational performance among the employees in insurance companies.

scholarly journals The Role of Strategic Talent Management (STM) to Enhance Jobs Performances in Oil & Gas Companies in the UAE: A Conceptual Framework

2019 ◽  
Vol 8 (6S4) ◽  
pp. 749-756
Keyword(s):  
Job Performance ◽  
Competitive Advantage ◽  
Conceptual Framework ◽  
Oil And Gas ◽  
Talent Management ◽  
Initial Stage ◽  
Job Motivation ◽  
Local Companies ◽  
Oil And Gas Companies

Workforce related issues have sustained to fuel the war for talent in Oil & Gas sector, in which the UAE is one of the main players in this industry globally. Most of the local companies are heavily depending on the knowledge and skills of foreign experts for its competitive advantage. In this case, jobs roles localization (Emiratization) has become an imperative and efforts need to be done to lure the local workforce to be part of the local companies. Therefore, there is a need to propose a Strategic Talent Management (STM) so that the local employees can contribute productively to the economic growth of the country. This study aims to address the issues of the shortage of the skilled domestic workforce by proposing a STM practices to enhance job performance among local employees for achieving the competitive advantage of the Oil & Gas companies in the UAE. As the initial stage of the investigation, this paper presents the conceptual framework, highlighting the constructs of the variables to be investigated in this study. Drawn from the analysis of the existing literature, this study is framed by four concepts, which are the STM, job motivation, job retention and job performance. Positioned within a positivist paradigm, eight hypotheses have been formulated in the study. It is expected that the development of the conceptual framework of this study will guide the investigation of the role of strategic talent management that can enhance the job performance of the local employees in the oil and gas companies at the UAE.

scholarly journals Organizational culture and cultural diversity: an explorative study of international skilled migrants in Swedish firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ali Farashah ◽  
Tomas Blomqusit
Keyword(s):  
Organizational Culture ◽  
Cultural Diversity ◽  
Migrant Workers ◽  
Content Type ◽  
Explorative Study ◽  
Adoption And Implementation ◽  
Diversity Strategy ◽  
Selection Of ◽  
Skilled Migrant

PurposeThis paper empirically explores the types and extent of cultural diversity strategies in Sweden, a developed economy with many migrant workers. The role of organizational culture as the context and the association with diversity strategy and the selection of international skilled migrant workers are examined.Design/methodology/approachEmpirical data are collected by surveying 249 Swedish large or medium-sized firms. Cluster analysis is used to explore the configuration of organizational culture, cultural diversity strategy (CDS) and selection and development criteria.FindingsThe authors identify five clusters of organizations. Organizational culture is the main contextual factor that influences the CDS and human resource (HR) approaches for selecting skilled migrant workers. The profile of the clusters including organizational culture, diversity strategies, the selection criteria and firm demographics is presented. The empirical results indicate that organizational culture and demographics are associated with the choice of diversity strategy and, consequently, HR processes.Originality/valueThis study's main focus is on international skilled migrants, which is among empirically less-studied areas in global mobility literature. Furthermore, until now more attention has been directed toward studying the consequences of diversity than toward understanding the factors that influence choice of diversity strategies and practices. This study focuses on antecedents of diversity and attempts to understand the factors that influence adoption and implementation of different cultural diversity strategies.

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