scholarly journals Cultural Dynamics and Organizational Performance of Small and Medium Scale Enterprises in Bayelsa State

2020 ◽  
Vol 10 (1) ◽  
Author(s):  
Jasmine Okponanabofa Tamunosiki-Amadi ◽  
Adias Lolo Teddy ◽  
Augusta Ekeuwe
Keyword(s):  
Organizational Performance ◽  
Cultural Dynamics ◽  
Medium Scale

The Role of Cultural Dynamics in the Digital Age

2017 ◽  
pp. 1144-1162
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Material Culture ◽  
Organizational Performance ◽  
Cultural Values ◽  
Communication Systems ◽  
Cultural Influences ◽  
Digital Age ◽  
Cultural Dynamics ◽  
Business Environments ◽  
Modern Business

This chapter introduces the role of cultural dynamics in the digital age, thus explaining the theoretical and practical concepts of organizational culture, cultural values and belief systems, material culture and artifacts, language and communication systems, cultural interpenetration, deterritorialization, cultural pluralism, and hybridization; the categorization of cultural dimensions; and the application of cultural dynamics in the modern business world. Cultural influences are changing dramatically as cultures are no longer dependent on local resources to formulate their characteristic tastes, preferences, and behavior and are increasingly linked across vast geographic distances by modern communication media. Membership in a culture adapts to new cultural contexts while transporting elements of one culture to another. As membership in a culture becomes increasingly transitional, unique elements are less clearly demarcated or distinctive. Understanding the role of cultural dynamics in the digital age will significantly enhance organizational performance and achieve business goals in global business environments.

The Role of Cultural Dynamics in the Digital Age

2015 ◽  
pp. 295-312 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Material Culture ◽  
Organizational Performance ◽  
Cultural Values ◽  
Communication Systems ◽  
Cultural Influences ◽  
Digital Age ◽  
Cultural Dynamics ◽  
Business Environments ◽  
Modern Business

This chapter introduces the role of cultural dynamics in the digital age, thus explaining the theoretical and practical concepts of organizational culture, cultural values and belief systems, material culture and artifacts, language and communication systems, cultural interpenetration, deterritorialization, cultural pluralism, and hybridization; the categorization of cultural dimensions; and the application of cultural dynamics in the modern business world. Cultural influences are changing dramatically as cultures are no longer dependent on local resources to formulate their characteristic tastes, preferences, and behavior and are increasingly linked across vast geographic distances by modern communication media. Membership in a culture adapts to new cultural contexts while transporting elements of one culture to another. As membership in a culture becomes increasingly transitional, unique elements are less clearly demarcated or distinctive. Understanding the role of cultural dynamics in the digital age will significantly enhance organizational performance and achieve business goals in global business environments.

scholarly journals Accounting Practices and Organizational Performance: Evidence from Small and Medium Scale Enterprises in Sri Lanka

2020 ◽  
Vol 4 (1) ◽  
pp. 69-75
Author(s):  
Saseela Balagobei
Keyword(s):  
Sri Lanka ◽  
Organizational Performance ◽  
Small And Medium Enterprises ◽  
Sampling Technique ◽  
Developed Countries ◽  
Positive Influence ◽  
Jel Classification ◽  
Primary Data ◽  
Record Keeping ◽  
Medium Scale

Over the past few decades, the researchers demonstrate consistent effort in investigating the Small and Medium scale Enterprises (SMEs). This sector plays a crucial role in the economic growth in both developing and developed countries. The research investigated how accounting practices influence the organizational performance of small and medium scale enterprises in Sri Lanka. Accounting practices consists of record keeping, budgeting practices and payroll accounting whereas organizational performance is measured by organizational goal achievement, organizational effectiveness and organizational efficiency records. A structured questionnaire was used to collect the primary data from 75 SMEs which were selected by means of the random sampling technique. The results revealed that among the accounting practices, only record keeping and budgeting practices have significant positive influence on organizational performance of Small and medium enterprises in Sri Lanka. It can be recommended that academic institutions and other bodies which are responsible for SMEs should organize training programmes for those operators who do not have the technical knowhow in the field of accounting to come to grips with it and also provide some SME-specific accounting guidelines and template forms for capturing accounting practices for the operators to use. JEL Classification: M41.

scholarly journals The Ripple Effects of Performance Management on Employees’Perceptions and Affective Commitment among Small and Medium Scale Enterprises (SMEs)

2017 ◽  
Vol 9 (1) ◽  
pp. 55 ◽  
Author(s):  
Anita Asamany ◽  
Sun Shaorong
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Affective Commitment ◽  
Empirical Studies ◽  
Management Systems ◽  
Ripple Effects ◽  
Performance Management Systems ◽  
Medium Scale ◽  
Mediating Role ◽  
Microsoft Word

Management literature acknowledges the important role played by performance management systems (PMS) in business organization, however, a little empirical studies exist in the Ghanaian context.Using a sample data of 180 from managements and staffs of thirty-eight (38) Small and Medium Scale Enterprises (SMEs), the current study presents the effects of performance management systems on employees perception and organizational commitment (affective) among Small and Medium Scale Enterprises (SMEs) located in the Greater Accra region of Ghana.Statistical Package for Social Sciences 20.0 version (SPSS) and Microsoft Word 2010 were employed for the data analysis. From the result, performance management had a positive significant relationship with employees’ perceptions and affective organizational commitment.The study further examined the mediating role of both employees’ perceptions and affective commitment on performance management towards operational performance, it was revealed that both variables positively mediate the relationship between performance management and organizational performance of the SMEs in Ghana. This indicates that SMEs in Ghana have seen the need for implementing proper performance management systems based on their own capabilities to ensure effectiveness in meeting the organizational objectives.

scholarly journals Impact of External Business Environment on Organisational Performance of Small and Medium Scale Enterprises in Osun State, Nigeria

2016 ◽  
Vol 3 (10) ◽  
pp. 155
Author(s):  
Ajayi Adeola
Keyword(s):  
Organizational Performance ◽  
Business Environment ◽  
Cultural Environment ◽  
Organisational Performance ◽  
Medium Scale ◽  
Secondary Sources ◽  
The Impact ◽  
Financial Environment ◽  
Organizational Performances

The paper examined the impact of external business environment on organizational performance of Micro, Small and Medium Scale Enterprises in Nigeria. It also reviewed literature on MSMEs, business environment and organizational performances. Secondary sources of data were utilized for the study. The findings from reviewed literature showed that the external business environment (economic, political, legal, socio-cultural environment, demographic, natural, technological, global and financial environment) have influence on MSMEs operators in Nigeria. It was also discovered that there exists relationship between SMEs and the environment in which it occurs. The study concluded that SME operators should understand all these types of external business environment and their implications on organizational performance of their business activities in order to identify opportunities and threats to their businesses and update their knowledge, understanding and skills to meet the predicted changes in realm of their enterprises.

scholarly journals The Capability of the Riau Malay Customary Institution (LAM) in realizing the Riau 2020 Vision

2019 ◽  
Vol 32 (2) ◽  
pp. 196
Author(s):  
Syed Agung Afandi ◽  
Ulung Pribadi
Keyword(s):  
Organizational Performance ◽  
Organizational Development ◽  
Qualitative Method ◽  
Community Organization ◽  
Organizational Structures ◽  
Provincial Government ◽  
Cultural Dynamics ◽  
Inhibiting Factor ◽  
The Government ◽  
Written Assignments

Riau LAM is a community organization that was present in the midst of the decline in the existence of Malay culture in Riau Province and became the only Malay community organization that was made a partner of the government. This research was conducted in Riau Province in 2018. This study aims to determine the capabilities of Riau LAM in realizing the vision of Riau 2020. The research method used is a qualitative method. The results showed that Riau LAM was unable to carry out planning so that it did not have goals, objectives, and strategies in running the organization. Compilation of organizational structures is not in accordance with existing rules, including the absence of written assignments. Placement of members of the organization is carried out with full interest, the absence of organizational development and oversight functions are ignored. Supporting factors for organizational performance are the possession of financial and physical resources derived from the Riau Provincial Government. The inhibiting factor of organizational performance is not qualified human resources, the lack of cooperation with the Riau Provincial Government, the attitude of the organization is not consistent in dealing with cultural dynamics, and the organization’s bad reputation for performance is not optimal. Thus, it was concluded that Riau LAM did not have the ability to support the government’s performance in realizing the vision of Riau 2020.

Relationships between Market and Entrepreneurial Orientation and Organizational Performance: Empirical Evidence from Small and Medium Scale Garment Manufacturers in Sri Lanka

2016 ◽  
Vol 24 (01) ◽  
pp. 37-53 ◽  
Author(s):  
W. A. D. S. Wijesekara ◽  
P. A. P. Samantha Kumara ◽  
T. S. L. W. Gunawardana
Keyword(s):  
Sri Lanka ◽  
Organizational Performance ◽  
Entrepreneurial Orientation ◽  
Business Practices ◽  
Organisational Performance ◽  
Path Modeling ◽  
Medium Scale ◽  
Southern Province ◽  
The Relationship ◽  
Structured Questionnaire

The literature indicates that small and medium scale firms are quite different with respect to their utilization of business practices. Thus, the study endeavours to address the relationships between the market and entrepreneurial orientation, and organizational performance. The study derived two hypotheses in relation to the relationship between market orientation and entrepreneurial orientation, and organisational performance in the attempt to examine how both the orientations contribute to the organizational performance of small and medium entrepreneurs in garment industry at Southern province, Sri Lanka. The sample of the study consisted of 175 respondents representing small and medium scale entrepreneurs in the Southern Province Sri Lanka. A structured questionnaire was administered to the sample respondents to collect data. The data were analyzed with Partial Least Squares path modeling (PLS) to test the hypotheses of the study. The results indicated that the hypotheses were statistically significant and all effects were in the expected direction.

Cultural Perspectives and Cultural Dynamics

2016 ◽  
Vol 5 (1) ◽  
pp. 35-47 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Cultural Competence ◽  
Literature Review ◽  
Organizational Performance ◽  
Cultural Awareness ◽  
Cultural Orientation ◽  
Cultural Dimensions ◽  
Cultural Value ◽  
Cultural Dynamics ◽  
Cultural Perspectives

The purpose of this article is to summarize the insights from the literature review focusing on the advanced issues and approaches of cultural perspectives and cultural dynamics. The literature review includes various issues of organizational culture, cultural intelligence (CQ), cultural awareness, cultural competence, cultural value, cultural orientation, cultural dimensions, and cultural dynamics. Belonging to a culture can provide individuals with an easy way to connect with others who share the same mindset and values. Culture offers a chance to connect and share the individual's history and beliefs toward business growth and economic development. It is important that individuals should understand the importance of organizational culture, CQ, cultural awareness, cultural competence, cultural value, cultural orientation, cultural dimensions, and cultural dynamics toward gaining improved organizational performance and reaching strategic goals in the digital age.

scholarly journals Power Distance Culture and Organizational Performance of Small and Medium Scale Enterprises in Bayelsa State

2019 ◽  
Vol 13 (2) ◽  
pp. 1956-1964
Author(s):  
Jasmine Okponanabofa Tamunosiki-Amadi ◽  
Ene Ezekiel Diwerinepre
Keyword(s):  
Organizational Performance ◽  
Rank Order ◽  
Power Distance ◽  
Organizational Structures ◽  
Internal Reliability ◽  
Medium Scale ◽  
Multi Stage ◽  
Study Population ◽  
Expected Benefits ◽  
Significant Effort

Abstract-This study examined Power Distance Culture and Organizational performance of small and medium scale enterprises in Bayelsa State. The study was necessitated by the fact that, SMEs are considered as engines for economic growth and development. Although, government has made significant effort in the establishment and development of the sector, there is still much to be desired in meeting and reaping the expected benefits. The study population consisted of officially registered SMEs in Bayelsa State, numbering 1450. The sample size of 313 respondents was selected using multi-stage sampling techniques. The internal reliability of the items was determined using Cronbach Alpha and reliability coefficient of 0.71 was obtained.  Quantitative data were analyzed using statistical package for social sciences (SPSS). Descriptive and inferential statistics were used to describe and interpret the data. The research hypotheses were tested using Spearman Rank Order correlation coefficient (Rho). With 217 questionnaires that was retrieved out of 313 questionnaires distributed, findings were made and following conclusions drawn. The study shows that, there is positive relationship between power distance culture and the measures of performance. Therefore, the following recommendations were made: SMEs should put in place organizational structures. It recommends that rules and regulations should be put in place in organizations and decision making should be sole responsibility of management in order to enhance the performance of SMEs.

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