scholarly journals A Systematic Review of Eco-Innovation and Performance from the Resource-Based and Stakeholder Perspectives

2019 ◽  
Vol 11 (21) ◽  
pp. 6067 ◽  
Author(s):  
Russell Tatenda Munodawafa ◽  
Satirenjit Kaur Johl
Keyword(s):  
Systematic Review ◽  
Organizational Performance ◽  
Theoretical Perspective ◽  
Organizational Factors ◽  
Stakeholder Group ◽  
Best Interests ◽  
Environmental Pressures ◽  
Resource Based View ◽  
And Performance ◽  
Performance Literature

The growing concerns surrounding the precarious state of the biosphere have triggered organizations to develop and implement innovations that curb environmental degradation (eco-innovation). However, eco-innovation is a risky proposition for organizations and their stakeholders, due to uncertainty of outcome. Despite the high investment risk of eco-innovation, the literature that assesses eco-innovation outcomes from an organizational performance perspective is scant. Thus, this paper uses a systematic approach to review eco-innovation and performance literature. The eco-innovation and performance literature reviewed in this paper is sourced from the Scopus and Web of Science (WoS) scientific databases. Results from this systematic review suggest that the capital market stakeholder group—an essential stakeholder group—has received little attention in the eco-innovation and performance literature. This is alarming, as this stakeholder group is expected to act in the best interests of the organization—as well as the other stakeholders—especially during strategy formulation and implementation. This paper also finds that the resource-based view and stakeholder theory are frequently utilized in explaining eco-innovation. However, the natural resource-based view is least utilized, despite growing environmental pressures. A multi-theoretical perspective can help to overcome the limitations of one theory, as well as help to unearth additional organizational factors which could potentially catalyze the eco-innovation and performance relationship.

scholarly journals Organizational control and performance: An empirical study of financial institutions

2017 ◽  
Vol 14 (3) ◽  
pp. 51-63 ◽  
Author(s):  
Lilis Sulistyani ◽  
Imam Ghozali ◽  
Jaka Isgiyarta
Keyword(s):  
Control System ◽  
Organizational Performance ◽  
Financial Institutions ◽  
Structural Equation ◽  
Equation Model ◽  
Organizational Control ◽  
Organizational Capability ◽  
Resource Based View ◽  
Interactive Control ◽  
And Performance

The aim of this research was to examine the effect of diagnostic control system and interactive control system on organizational performance with organizational capability as intervening variable. Resource-based view theory was used for underlying the association between the variables. The respondents were 84 Financial Institutions in Indonesia. The data were analyzed using Structural Equation Model with Warp PLS 3.0. The results show that the diagnostic control system has positive significant effect on organizational capability but no significant effect on organizational performance. Interactive control system is proven to have positive significant effect on organizational capability and organizational performance. Organizational capability is proven not to mediate the association between diagnostic control system and organizational performance, but it mediates partially the association between interactive control system and organizational performance partially.

Exploring the Determinants of Malaysia’s Biomass Industry Performance: A Systematic Review

2021 ◽  
Vol 8 (2) ◽  
pp. 102-106
Author(s):  
Heng Wei Lee ◽  
Ming Fang Teoh ◽  
Noor Hazlina Ahmad
Keyword(s):  
Systematic Review ◽  
Organizational Culture ◽  
Human Resources ◽  
Organizational Performance ◽  
Circular Economy ◽  
Dynamic Capabilities ◽  
Wealth Creation ◽  
Resource Based View ◽  
Industry Performance ◽  
The Impact

Malaysia's biomass industry has a great potential to contribute to the national circular economy that offers a new stream of wealth creation to the nation. Nevertheless, there appears to be a scarcity of research that dwells into the organizational performance in the biomass industry. Therefore, the present study examined the impact of organizational culture, innovation resources, and human resources on organizational performance. The pivotal contribution of this study is to highlight how these factors/resources influence organizational performance. This study delves into organizational performance in the biomass industry through dynamic capabilities theory and resource-based view (RBV) theory.

scholarly journals Considerations on control processes in aeronautical organizations in the context of improving safety and efficiency

2019 ◽  
Vol 11 (1) ◽  
pp. 207-215
Author(s):  
Valentin-Marian IORDACHE ◽  
Casandra Venera PIETREANU
Keyword(s):  
Organizational Performance ◽  
Technological Development ◽  
Continuous Process ◽  
Organizational Factors ◽  
Organizational Management ◽  
Control Processes ◽  
Flight Operations ◽  
Management Processes ◽  
Operational Safety ◽  
And Performance

In modern aeronautical systems, one of the biggest challenges for the management structures is to maintain the control at all levels. Operational safety and efficiency impose the need to control all the associated risks and hazards; thus, in order to achieve organizational performance, a very important aspect is to establish and develop a strong organization with respect to operations and objectives. Nevertheless, performance cannot be achieved without control; the continuous technological development and the environmental variabilities have a great impact on the organizational management processes. Organizations are very complex and they will continue to expand due to the increasing demands of flight operations. The capacity to adapt, considering the permanent transformations in the society, represents a continuous process that needs to be carefully carried in order to diminish or eliminate the errors that may occur due to organizational factors. Controlling each operational step from the beginning represents the premises for obtaining stability and performance.

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

Effect of leadership styles on organizational commitment and performance in small- and medium-sized enterprises in Iraqi Kurdistan

2020 ◽  
Vol 48 (9) ◽  
pp. 1-12
Author(s):  
Karwan Hamasalih Qadir ◽  
Mehmet Yeşiltaş
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Mediating Effect ◽  
Positive Effects ◽  
Iraqi Kurdistan ◽  
And Performance ◽  
Executive Officers

Since 2003 the number of small- and medium-sized enterprises (SMEs) has increased exponentially in Iraqi Kurdistan. To facilitate further growth the owners and chief executive officers of these enterprises have sought to improve their leadership skills. This study examined the effect of transactional and transformational leadership styles on organizational commitment and performance in Iraqi Kurdistan SMEs, and the mediating effect of organizational commitment in these relationships. We distributed 530 questionnaires and collected 400 valid responses (75% response rate) from 115 SME owners/chief executive officers and 285 employees. The results demonstrate there were positive effects of both types of leadership style on organizational performance. Further, the significant mediating effect of organizational commitment in both relationships shows the importance of this variable for leader effectiveness among entrepreneurs in Iraqi Kurdistan, and foreign entrepreneurs engaging in new businesses in the region.

https://imsciences.edu.pk/files/journals/vol12_2/New%201%20MA.864.pdf

2020 ◽  
Vol 12 (2) ◽  
pp. 19-50 ◽  
Author(s):  
Muhammad Siddique ◽  
Shandana Shoaib ◽  
Zahoor Jan
Keyword(s):  
Organizational Performance ◽  
Structural Equation ◽  
High Performance ◽  
Service Sector ◽  
Performance Outcomes ◽  
Theory And Practice ◽  
Relational Coordination ◽  
Multiple Sources ◽  
And Performance ◽  
High Level

A key aspect of work processes in service sector firms is the interconnection between tasks and performance. Relational coordination can play an important role in addressing the issues of coordinating organizational activities due to high level of interdependence complexity in service sector firms. Research has primarily supported the aspect that well devised high performance work systems (HPWS) can intensify organizational performance. There is a growing debate, however, with regard to understanding the “mechanism” linking HPWS and performance outcomes. Using relational coordination theory, this study examines a model that examine the effects of subsets of HPWS, such as motivation, skills and opportunity enhancing HR practices on relational coordination among employees working in reciprocal interdependent job settings. Data were gathered from multiple sources including managers and employees at individual, functional and unit levels to know their understanding in relation to HPWS and relational coordination (RC) in 218 bank branches in Pakistan. Data analysis via structural equation modelling, results suggest that HPWS predicted RC among officers at the unit level. The findings of the study have contributions to both, theory and practice.

scholarly journals A systematic review of definitions of motor vehicle headways in driver behaviour and performance studies

2021 ◽  
Vol 77 ◽  
pp. 38-54
Author(s):  
Raaj Kishore Biswas ◽  
Rena Friswell ◽  
Jake Olivier ◽  
Ann Williamson ◽  
Teresa Senserrick
Keyword(s):  
Systematic Review ◽  
Performance Studies ◽  
Motor Vehicle ◽  
Driver Behaviour ◽  
And Performance

Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures

2021 ◽  
pp. 014920632110031
Author(s):  
Robert E. Ployhart
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Research Needs ◽  
Resource Based View ◽  
Strategic Human Capital ◽  
Specific Performance ◽  
Collective Performance ◽  
And Performance ◽  
Performance Behavior ◽  
Management Scholarship

Barney’s presentation of the resource-based view (RBV) profoundly shaped the trajectory of management scholarship. This article considers the RBV’s impact specifically on the field of strategic human capital resources. Although Barney is still highly relevant, I suggest that research has not sufficiently appreciated the role that individual and collective performance behavior and outcomes play in linking human capital resources to competitive advantage. An alternative, what might be called RBV2.0, posits that research needs to recognize that human capital resources are distinct from performance behavior and outcomes. Such an observation raises the question, “Resources for what?” Answering this question leads to several important insights. First, a given type of human capital resource is only important to the extent it is related to performance behavior and outcomes that contribute to competitive advantage. Second, performance behavior is largely strategy-specific and thus firm-specific. Third, firm specificity is not a characteristic of human capital resources but rather a function of the proximity of the resource to firm-specific performance behavior and outcomes. Consequently, “Performance” is the answer to the question, “Resources for what?” This emphasis on understanding human capital resource-performance relationships adds considerable precision into the RBV, helps resolve puzzles in the strategic human capital literature relating to firm specificity and performance mobility, and promotes a deeper understanding hiding latent within Barney’s original view.

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