scholarly journals Exploring the Impact of a Telehealth Care System on Organizational Capabilities and Organizational Performance from a Resource-Based Perspective

2019 ◽  
Vol 16 (20) ◽  
pp. 3988
Author(s):  
Chun-Hsun Chen ◽  
Yu-Li Lan ◽  
Wei-Pang Yang ◽  
Fang-Ming Hsu ◽  
Chin-Lon Lin ◽  
...  
Keyword(s):  
Financial Performance ◽  
Organizational Performance ◽  
Service Performance ◽  
Mediating Effect ◽  
Organizational Capabilities ◽  
It Infrastructure ◽  
Organizational Resources ◽  
It Resources ◽  
The Impact ◽  
The Relationship

This study explored the effects of information technology (IT) resources—in conjunction with IT infrastructure and organizational resources—on organizational capabilities and performance. The study further analyzed the mediating effect of organizational capabilities on the relationship between IT resources and organizational performance. A cross-sectional research design was adopted, and questionnaire copies were administered to senior care supervisors of Taiwanese day care centers, care institutions, and hospitals. In total, 328 valid questionnaire responses were obtained. The study results are summarized as follows: (1) A direct effect analysis revealed that IT infrastructure significantly affected service performance and financial performance; organizational resources significantly affected service performance but did not significantly affect financial performance. (2) A mediation model analysis indicated that organizational capabilities exerted a mediating effect on the relationship between IT resources and organizational performance. These results can serve as a reference for medical care organizations in developing strategies for reviewing internal IT resources, integrating internal and external capabilities, creating a competitive advantage, and boosting their performance.

scholarly journals Meningkatkan Produktivitas Industri Kecil Menengah Kota Batam Melalui Kompetensi Inti dan Daya Saing

2018 ◽  
Vol 5 (2) ◽  
pp. 230-247
Author(s):  
Yuddy Giovanna Priscilla
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Core Competencies ◽  
Shared Vision ◽  
Organizational Capabilities ◽  
Company Performance ◽  
Organizational Resources ◽  
Organizational Capability ◽  
The Impact

The purpose of this study is to measure the influence of core competencies consisting of organizational resources (shared vision, cooperation and empowerment) and organizational capabilities (knowledge management capabilities and dynamic capabilities) on the company's performance through competitive advantage in Small and Medium Industries in Batam to be able to face competition business is getting tighter due to the impact of the Asean Economic Community (AEC). The sample was taken from 105 top-level management as owners or managers of 105 Small and Medium Industries companies that have characteristics in accordance with Law No. 3 of 2014 concerning the regulation of small and medium industries using Purposive Sampling method. This study uses a comparative causal approach. The results of this study indicate that organizational resources have no significant effect on competitive advantage, but organizational resources have a significant impact on company performance. While the ability of the organization, by using the mediating role of competitive advantage has a significant effect on the performance of the company, but the ability of the organization does not have a significant direct effect on the company's performance. And for the mediation itself (competitive advantage) has a significant influence on the dependent variable (organizational performance).   Keywords: Core Competence; Competitive Advantage;Organizational Resources; Organizational Capability; Organizational Performance

scholarly journals Measuring the Impact of Learning Organization on Employee Retention, Competitive Advantage and Financial Performance in the BPO industry

2019 ◽  
Vol 8 (3S) ◽  
pp. 546-553 ◽  
Keyword(s):  
Financial Performance ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Learning Organization ◽  
Employee Retention ◽  
Mediating Effect ◽  
Shared Service ◽  
Organization Framework ◽  
Knowledge Intensive ◽  
The Impact

In knowledge intensive industries such as the Business process Outsourcing and the Offshoring or shared service centres, the approach to learning has a significant role to play in deriving competitive advantage from domain experts who have had exposure to multiple clients who may have had a presence across the globe. The organizational experience gathered over a period of time is most relevant when redesigning processes, leveraging automation and driving business impact through higher revenue for the clients. The BPO industry is at a point of inflection where retaining top performers to showcase deep domain expertise, access to technology and a learning culture can be a huge differentiator that influences client’s choice of vendor partners. The current paper provides a Learning organization framework and establishes a link with indicators of organizational performance – employee retention, competitive advantage and financial performance. A questionnaire survey of managers from the BPO sector in India has been conducted. The findings indicate a that a robust learning organization is critical to retaining talent and gaining competitive advantage both of which have a mediating effect on the financial performance of the organization. Conclusions have been drawn from the statistical analysis and implications for the industry have been recommended.

scholarly journals Does Chief Executive Officer (CEO) Leadership Style Matter? An Empirical Analysis of the Relationship among CEO Leadership Style, Job Satisfaction and Profitability in Nepali Financial Institutions

2016 ◽  
Vol 1 (2) ◽  
pp. 1-16 ◽  
Author(s):  
Raju Uprety
Keyword(s):  
Job Satisfaction ◽  
Organizational Performance ◽  
Leadership Style ◽  
Chief Executive Officer ◽  
Research Work ◽  
Chief Executive ◽  
Mediating Effect ◽  
Ceo Leadership ◽  
The Impact ◽  
The Relationship

The impact of Chief Executive Officer (CEO) leadership style on the profitability of an organization has been a major concern of much academic research work in the past. However, there seems to be no consensus on this issue. It is generally believed that leaders influence organizational performance through those they lead. Therefore, employee job satisfaction is hypothesized to have a mediating effect on the relationship between the CEO leadership style and the profitability of an organization. This study, conducted among 136 employees of 17 finance companies in Nepal during December 2013, found a very weak relationship between the CEO leadership style and the profitability of an organization. The study also refuted the mediating effect of job satisfaction on the relationship between the CEO leadership style and the profitability of an organization. The findings support the contextualists view on the leadership-performance debate. The probable reasons and implications of the findings are discussed.Journal of Business and Management Research Vol.1(2) 2016, pp.1-16

IT Resources, Organizational Capabilities, and Value Creation in Public-Sector Organizations: A Public-Value Management Perspective

2014 ◽  
Vol 29 (3) ◽  
pp. 187-205 ◽  
Author(s):  
Min-Seok Pang ◽  
Gwanhoo Lee ◽  
William H DeLone
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Organizational Capabilities ◽  
Value Management ◽  
Public Value ◽  
The Public ◽  
Public Managers ◽  
Public Sector Organizations ◽  
It Resources ◽  
The Relationship

What value does information technology (IT) create in governments and how does it do so? While business value of IT has been extensively studied in the information systems field, this has not been the case for public value. This is in part due to a lack of theoretical bases for investigating IT value in the public sector. To address this issue, we present a conceptual model on the mechanism by which IT resources contribute to value creation in the public-sector organizations. We propose that the relationship between IT resources and organizational performance in governments is mediated by organizational capabilities and develop a theoretical model that delineates the paths from IT resources to organizational performance, drawing upon public-value management theory. This theory asserts that public managers, on behalf of the public, should actively strive to generate greater public value, as managers in the private sector seek to achieve greater private business value. On the basis of the review of public-value management literature, we suggest that the following five organizational capabilities mediate the relationship between IT resources and public value - public service delivery capability, public engagement capability, co-production capability, resource-building capability, and public-sector innovation capability. We argue that IT resources in public organizations can enable public managers to advance public-value frontiers by cultivating these five organizational capabilities and to overcome conflicts among competing values.

scholarly journals Human Capital and SME Performance: Mediating Effect of Entrepreneurial Leadership

2020 ◽  
Vol 25 (3) ◽  
pp. 23
Author(s):  
Marijana Simić ◽  
Marko Slavković ◽  
Vesna Stojanović Aleksić
Keyword(s):  
Human Capital ◽  
Organizational Performance ◽  
Leadership Style ◽  
Research Question ◽  
Business Environment ◽  
Mediating Effect ◽  
Entrepreneurial Leadership ◽  
The Impact ◽  
The Relationship

Research Question: The paper investigates the relationships between human capital and SME performance, introducing into the analysis the mediating effect of entrepreneurial leadership in the specific context of a transitional economy. Motivation: The research of the mediating effect of entrepreneurial leadership contributes to a better understanding of the relationships between human capital and SME performance. As there is a small number of studies that have examined the role of entrepreneurial leadership in SMEs, the need for investigation is obvious. In addition, empirical evidence of the impact of human capital on SME performance is limited. Idea: Since leadership is considered to be a key determent of organisation growth, it is relevant to identify the relevance of entrepreneur’s leadership style and characteristics, as well as its role in the relationship between human capital components and success of SMEs in Serbia. Data: The study included 110 employees in Serbian small and medium-sized enterprises with up to 50 employees. A questionnaire was used to measure the employees’ attitude towards human capital, entrepreneurial leadership, and organizational performance, as well as socio-demographic variables. Tools: The data were prepared and analysed using statistical software IBM SPSS 24.0. Statistical data processing methods used in this paper are descriptive statistics, reliability analysis and regression analysis. Findings: The results of the analysis indicate that human capital has an indirect impact on organisational performance through the mediating effect of entrepreneurial leadership. Contribution: The results can be used in making future decisions, measures and standards related to human resource management in the context of transitional economies, as well as to help entrepreneurs to lead their employees effectively and ‚‚‚‚survive in today’s turbulent business environment.

scholarly journals Exploring the Mediating Effect of KMPC on PM and OP in the Education Sector

sjesr ◽  
2020 ◽  
Vol 3 (3) ◽  
pp. 345-353
Author(s):  
Mahwash Ghafoor Chaudhry ◽  
Dr. Samina Nawab ◽  
Dr. Khuram Shafi
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Performance Management ◽  
Education Sector ◽  
Mediating Effect ◽  
Impact Performance ◽  
Overall Performance ◽  
Improved Performance ◽  
The Impact ◽  
The Relationship

The basic objective of this research study is to determine the impact Performance Management (PM) has on the overall performance of the organizations in the education sector of Pakistan. The study also seeks to explore the role of Knowledge Management Process Capabilities (KMPC) by Gold, Malhotra, & Segars (2001) acting as a mediator on the relationship between Performance Management (PM) and Organizational Performance (OP). Research methodology based on the quantitative approach uses a multi-itemed questionnaire to collect the data. The data reliability is tested using Cronbach Alpha and in addition to the regression, correlation analysis, and the Baron and Kenny mediation procedure. The result of the study indicates the presence of a relationship between PM and OP being partially mediated by KMPC. Knowledge management (KM) needs to focus and be linked with PM when positive results are expected to be delivered by the organization in the form of improved performance. KM process seeks to identify and explain the mechanism or process underlies the relationship between PM and OP and hence needs to be embedded within the PM cycle which applies to the overall performance of the organization.

scholarly journals Does Competitively Distinct Operation Enable Performance in Turbulent Business Environment? A Study on Finnish SMEs

2016 ◽  
Vol 7 (3) ◽  
pp. 94-104
Author(s):  
Binod Timilsina
Keyword(s):  
Financial Performance ◽  
Organizational Performance ◽  
High Efficiency ◽  
Negative Impact ◽  
Business Environment ◽  
Operational Performance ◽  
Medium Size ◽  
Research Model ◽  
The Impact ◽  
The Relationship

Abstract Aligning resource choice and operations decision in the value chain (input-process-output) is one of the most important functions of a firm not only to make its operations to be competitively distinct but also very important for the firm’s growth and survival. However, the role of competitively distinct operations in maintaining better performance in dynamic and changing business environment has remained unclear. Therefore, this paper examined the relationship between competitively distinct operations, high efficiency operations and operational performance (research model one). In the similar manner the relationship between turbulent business environments, operational performance and financial performance were also examined (research model two). The study was conducted considering survey responses from 61 small and medium size enterprises from Finland. Correlation test and structural path modelling was used to test and validate the proposed hypothesis and research model. The results showed that competitively distinct operation enables high efficiency operations, which influences operational performance positively and significantly. In the similar manner, operational performance influences financial performance positively and significantly. Likewise, turbulent business environment was found to have a negative impact on operational and financial performance. The research findings are found to be adequate enough to highlight the importance of aligning resource choice and operations decisions in reducing the impact of turbulent business environment on organizational performance.

The impact of soft TQM on financial performance

2018 ◽  
Vol 35 (7) ◽  
pp. 1360-1379 ◽  
Author(s):  
Ahmad Musbah Albuhisi ◽  
Ayman Bahjat Abdallah
Keyword(s):  
Financial Performance ◽  
Organizational Performance ◽  
Pharmaceutical Manufacturing ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Total Quality ◽  
Content Type ◽  
Customer Perspective ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to explore the effect of soft total quality management (TQM) on organizational performance in the Jordanian pharmaceutical manufacturing sector using the balanced scorecard (BSC) perspective. It also examines the indirect effect of soft TQM on financial performance through BSC non-financial perspectives. Design/methodology/approach The study is based on survey data collected from 197 employees in managerial and non-managerial positions working in Jordanian pharmaceutical manufacturing companies. Validity and reliability analyses were performed, and the study hypotheses were tested using structural equation modeling. Findings The results indicated that soft TQM positively affected all BSC perspectives. Customer perspective positively affected financial performance while innovation and learning perspective and internal business process perspective did not. In addition, only customer perspective significantly mediated the relationship between soft TQM and financial performance. Originality/value This is one of the first papers to examine the effect of soft TQM on organizational performance in terms of BSC perspective in the pharmaceutical sector. In addition, this paper is the first to examine the mediating effects of the BSC non-financial perspectives on the relationship between soft TQM and financial performance.

Mediating Effect of Organizational Commitment Between Islamic Human Resource Practices and Organizational Performance Among Islamic Banks of Bangladesh

2018 ◽  
Vol 15 (2) ◽  
pp. 54-65
Author(s):  
Bablu Kumar Dhar ◽  
Rosnia Masruki ◽  
Mahazan Mutalib ◽  
Hatem Mohammed Rahouma ◽  
Farid A. Sobhani ◽  
...  
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Human Resource ◽  
Structural Equation ◽  
Stock Exchange ◽  
Reliability And Validity ◽  
Mediating Effect ◽  
Islamic Banks ◽  
Hr Practices ◽  
The Impact

This paper aims at exploring the impact of Islamic human resource (HR) practices on organizational performance though organizational commitment. Data were collected from randomly selected 170 branch managers of six Islamic Banks listed on Dhaka Stock Exchange of Bangladesh. After collecting data, descriptive analysis and structural equation model were done to examine reliability and validity of the model. By analysis, the study finds that Islamic HR practices have more significant impact on organizational performance though organizational commitment rather than the direct effect of Islamic HR practices to organizational performance. The findings of the study advocate that Islamic banks should emphasize more on Islamic HR practices and organizational commitment to uphold their organizational performance.

The Impact of Bar Service Operation Practices on Organizational Performance in Indian Hotel Industry

2015 ◽  
Vol 8 (1) ◽  
Author(s):  
Mohinder C. Dhiman ◽  
Abhishek Ghai
Keyword(s):  
Organizational Performance ◽  
Hotel Industry ◽  
Demographic Variables ◽  
Study Results ◽  
Service Operation ◽  
Managerial Implications ◽  
Overall Performance ◽  
The Impact ◽  
The Relationship ◽  
Bivariate Test

The paper has a two fold purpose - examine the impact of bar service operation practices (BSOP) on organizational performance (OP) and study the relationship between organizational performance and demographic variables. Based on a survey of 362 bar managers perceptions on the impact of bar service operation practices on organizational performance were assessed by 59 practices and 6 demographic variables. Bivariate test and ANOVA were employed to test the working hypothesis in the study. Results indicated that there is a positive relationship between the bar service operation practices and organizational performance. Further, the results indicate some practical and managerial implications to improve organizational overall performance.

Sign in / Sign up

Export Citation Format

Share Document