scholarly journals FORMATION OF СREATIVE ORGANIZATION IN THE GLOBAL INFORMATION ENVIRONMENT

2017 ◽  
Vol 16 (2 (2017)) ◽  
pp. 184-196
Author(s):  
Vitalina Kurylyak ◽  
Bogdan Litovchenko
Keyword(s):  
Organizational Culture ◽  
Business Models ◽  
Virtual Organizations ◽  
Creative Economy ◽  
Risk Modeling ◽  
Business Units ◽  
Creativity Support ◽  
High Level ◽  
Strategic Perspective ◽  
Risk Managers

The concept of organization as an organistical system facing the challenges of the creative economy is considered. It is grounded that the ideal creative organization with a high level of information will represent a certain symbiosis between organic and anarchic culture in the future. It is identified that with the emergence of virtual organizations, traditional elements of the organizational culture lose their value, while the informational technologies create opportunities for communication and collaboration, regardless of distance and borders. Thus, the basis for the virtual organizations creates their adaptability and transferability. Key requirements regarding the creative industry management organization are singled out as following: proactivity, strategic perspective, innovation, initiation of risk, modeling, experimentation and creativity, support of the independent business units’ coordination. The model of organizations’ types, which should reflect their organistical nature, strategic perspective and attitude to risk is presented. The main barriers that limit the ability of organizations to creativity – the lack of the innovative organizational culture as well as the lack of professional risk managers and analysts are outlined. However, these features have not yet organically become peculiar by creative organizations, requiring the development of the appropriate business models culture.

Digital Transformation

2021 ◽  
pp. 16-31
Author(s):  
Chandra Sekhar Patro ◽  
K. Madhu Kishore Raghunath
Keyword(s):  
Business Models ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Product Reviews ◽  
Business Units ◽  
New Business ◽  
Modern Business ◽  
Business Enterprises ◽  
High Level ◽  
Effective Use

Digital transformation and innovative business models are enabling a high level of competition among business enterprises. The worldwide adoption of the internet and an increasing number of associated technologies have strengthened the digital transformation. Digital technologies allow the customers to co-create value by designing and customizing products, perform last-mile distribution activities, and help other customers by sharing product reviews. Digital transformation is an enterprise-wide phenomenon that leads to the development of new business. This is intrinsically linked to strategic changes in the business model as a result of the implementation of digital technologies models, which may be new to the focal business units or industry. The chapter articulates the influence of digital transformation on the performance of business enterprises in the competitive environment. It analyzes the barriers to the effective use of digital technologies and also the digital transference initiatives of modern business enterprises.

Risk Management

2021 ◽  
pp. 206-225
Author(s):  
Eman A. Zabalawi ◽  
Abderazak Bakhouche ◽  
Randa El Chaar
Keyword(s):  
Risk Management ◽  
Organizational Culture ◽  
Business Processes ◽  
Financial Risks ◽  
Legal Compliance ◽  
Planning Stage ◽  
Operational Risks ◽  
External Events ◽  
High Level ◽  
Risk Managers

The chapter covers practical risk managers' points during the planning stage of entrepreneurship to integrate into decision making and core business processes. The chapter includes three risks and how to improve the integration of risk management into organizational culture grouped into three high-level objectives. First, strategic risks include the study of competitors, macroeconomics with its industry changes. Second, financial risks such as the business return of investment and forecasting, customer payments, loan interest charges, and liquidity. Access to finance featured prominently in several studies as a constraint on SME development. The third is the operational risks and internal analysis that includes legal compliance, breakdown of essential equipment, employee mismatch, partnership, information technology, external events, and supply chain reliability. It is vital to establish an organizational culture where risk management is a daily component activity.

Industry 4.0 initiatives in EU countries: experience for Ukraine

2020 ◽  
pp. 65-70
Author(s):  
Nataliya Ryvak ◽  
Anna Kernytska
Keyword(s):  
Industry 4.0 ◽  
Business Models ◽  
Industrial Revolution ◽  
Successful Implementation ◽  
Industrial Complex ◽  
Interconnected System ◽  
Industrial Transformation ◽  
Eu Countries ◽  
European Experience ◽  
High Level

In this paper, digital technologies development was analyzed as the basis for the so-called “fourth industrial revolution” with the potential for the qualitative transformation of the Ukrainian economy based on EU countries’ experience. Industry 4.0 is a new control chain over the entire chain of creating value throughout the product lifecycle. When developing an economic policy, it is important to pay attention to Industry 4.0. It increases productivity, produces new, better, and individualized products, and implements new business models based on “undermining” innovations. A comparative analysis of national initiatives I4.0 with their characteristics according to the main dimensions, including funding, focus, direction, was conducted. Particular attention was paid to considering deterrents to the successful implementation and enforcement of the I4.0 initiative in European countries. The factors of successful implementation of I4.0 initiatives in the EU countries were analyzed. Drawing on the analysis of the European experience of digital transformations in industry and national economies in general, the necessity of critical focus of such transformations in Ukraine was highlighted, and the need for state support of industrial transformation was substantiated. The emphasis was placed on the cooperation development between stakeholders within the implementation of Industry 4.0 – it is necessary to create national and regional 4.0 platforms, following the example of EU countries, which would bring together government institutions, businesses, and academics. The successful positioning of the Ukrainian modern industrial complex on the world markets depends on the high level of the interconnected system providing factors that characterize its development process. Considering the influence of a list of inhibiting factors on implementing the country’s industry accelerated development, a set of measures needed to transform Ukraine’s industry based on European experience was substantiated.

Arts, Culture and the City: An Overview

2020 ◽  
Vol 46 (2) ◽  
pp. 10-21
Author(s):  
Charles Landry
Keyword(s):  
Business Models ◽  
Creative Economy ◽  
City Development ◽  
The Arts ◽  
Industrial Buildings ◽  
Social Innovations ◽  
New Business ◽  
Culture Heritage ◽  
Physical Assets ◽  
Social Importance

More people, more organizations, more towns, cities, regions and countries for more reasons have found that over the last 30 years the arts, their broader culture and overall creativity has something in it for them in renewal and revitalization. Over the last decade there have been over a hundred studies of the economic and social importance or impact of the arts, culture, heritage, the recycling of buildings for cultural purposes, creative quarters and the creative economy across the world. Yet there is much more to the arts, culture and creativity in city development. Places in transition urgently need to develop an overall culture of creativity cu ing across all domains within which the arts can be significant. This can be a painful exercise as old certainties crumble and systems, like education, need rethinking. Yet this can unleash new social innovations, new business models and new forms of citizen engagement. Renewal and transformation together are a cultural project involving a shift in mindset and perspective. Creativity is a primary resource as it creates the conditions from which innovations can emerge. Within this the creative economy sectors, especially when aligned to the dramatic digitization dynamic, play a significant role in developing new products and services, generating jobs, anchoring identity and helping expression. Cultural activities and programming and the physical assets of places, their heritage and older industrial buildings are significant elements in the renewal repertoire.

Budaya Organisasi dan Komitmen Guru Dalam Pelaksanaan Pengurusan Kualiti Menyeluruh di Sekolah–sekolah Menengah Zon Bukit Mertajam

2012 ◽  
Author(s):  
Keow Ngang Tang ◽  
Abdul Ghani Kanesan Abdullah
Keyword(s):  
Organizational Culture ◽  
Quality Management ◽  
Secondary Schools ◽  
Total Quality Management ◽  
Simple Random Sampling ◽  
Total Quality ◽  
Significant Relationships ◽  
Level Ii ◽  
Research Findings ◽  
High Level

Kajian ini bertujuan untuk mengkaji faktor–faktor berkaitan Pengurusan Kualiti Menyeluruh (PKM) di sekolah–sekolah menengah zon Bukit Mertajam. Faktor–faktor yang dikaji ialah budaya organisasi dan komitmen guru. Kajian yang berbentuk tinjauan korelasi ini merangkumi sejumlah 300 orang guru dari 19 buah sekolah menengah zon Bukit Mertajam yang telah dipilih dengan menggunakan kaedah persampelan rawak mudah. Satu set instrumen kajian yang terdiri daripada tiga bahagian iaitu PKM, budaya organisasi, dan komitmen guru dengan nilai alfa Cronbach masing–masing 0.881, 0.921, dan 0.852 telah digunakan dalam kajian ini. Secara deskriptifnya, dapatan kajian ini menunjukkan: (i) Kebanyakan responden iaitu 65.6 peratus mempunyai persepsi bahawa amalan PKM di sekolah mereka adalah pada tahap yang sederhana manakala persepsi 30.4 peratus responden berada pada tahap tinggi; (ii) Sebanyak 67.3 peratus responden mempunyai persepsi bahawa budaya organisasi mereka berada pada tahap yang sederhana positif; (iii) Kesemua responden berkomitmen sederhana dan tinggi. Di samping itu, penganalisisan data menunjukkan terdapat hubungan yang positif dan signifikan antara budaya organisasi (r = 0.725) dan komitmen guru (r = 0.901) dengan tahap PKM pada aras signifikan 0.01. Hasil kajian daripada analisis regresi pelbagai kaedah ‘Forward’ pula menunjukkan budaya organisasi dan komitmen guru merupakan peramal yang telah berjaya menyumbang sebanyak 81.7 peratus dalam pelaksanaan PKM ini. Kata kunci: Pengurusan kualiti menyeluruh, budaya organisasi, komitmen guru The aim of this research was to study factors associated with Total Quality Management (TQM) in secondary schools Bukit Mertajam zone. Factors that were studied are organizational culture and teachers’ commitment. This descriptive correlational survey research involved a total of 300 teachers from 19 secondary schools in Bukit Mertajam zone that were selected using the simple random sampling method. A set of research instrument comprising of the three section, namely TQM, organizational culture and teachers’ commitment with Cronbach Alpha value 0.881, 0.921 and 0.852 respectively has been used in this research. In descriptive terms, the research findings showed that: (i) Most of the respondents, 65.6 percent perceived the practice of TQM in their schools was at the moderate level while 30.4 percent respondents perceived the practice of TQM was at the high level; (ii) A total of 67.3 percent respondents perceived their organizational culture as moderate positive level; (iii) All respondents were at the moderate and high commitment. In addition, the data analysis showed that there were positive and significant relationships between the organizational culture (r = 0.725) and teachers’ commitment (r = 0.901) with the level of TQM at significent level = 0.01. Findings of the “Forward” method of multiple regression showed that organizational culture and teachers’ commitment were the predictors in which have successfully contributed 81.7 percent to the practice of TQM. Key words: Total Quality Management, organizational culture, teachers’ commitment

scholarly journals Organizational culture and its impact on the behavior and performance of employees: الثقافة التنظيمية و أثرها على سلوك و أداء الموظفين

2017 ◽  
Vol 1 (9) ◽  
Author(s):  
Iman Ahmed Bakthir
Keyword(s):  
Organizational Culture ◽  
Team Work ◽  
Working Environment ◽  
Open Door Policy ◽  
Administrative Authority ◽  
Pressure Groups ◽  
Employees Satisfaction ◽  
And Performance ◽  
High Level ◽  
High Degree

The study aimed to identify the type of organizational culture among managers and department heads of United Sugar Company in Jeddah and its impact on the performance of employees. In addition to diagnose the staff and management understanding of the organizational culture role in improving the overall performance of the company. The study sample consisted of (17) managers and (141) employees from all departments within the United Sugar Company. The researcher used the study tool represented by two questioners, one for managers and the other for staff. Answers samples were treated statistically using the statistical analysis software SPSS. Approach that the researcher used was descriptive analytical approach, which describes the nature of the theoretical and field study. The researcher was able to reach managers’ answers results, represented by the diversity of the study sample in terms of organisational rank, qualifications, experience and age. Results indicated the presence of a degree of neutrality in giving managers a mandate administrative authority over employees. It was shown in the study the presence of margin of freedom for employees to express their opinions, however it was not in the required level. The study also shown that the administration involves staff in the development of current and future plans for the company with a high degree, also managers encourage staff to propose alternatives and scientific solutions to problems they face. Awareness demonstrated by staff and managers towards work policies and regulations indicates a good organizational culture. It was found also that managers contribute to modernizing the working environment and identify their needs in modern scientific ways and they encourage team work spirit within employees to create a healthy organizational culture while not afraid of pressure groups since they have a high level of organizational culture. Interest in transferring expertise from outside the company is evidence on the capacity of their organizational culture. The high degree employees’ satisfaction represents the drive to believe in the culture of the organization. The study recommended the need to raise the degree of mangers involving staff in the authorities delegation and the need to adopt open-door policy also for staff to participate in decision-making process. Also it was recommended by the research to direct the attention towards training on the job and make it a gateway to the company's culture. It was urged on the need for transferring a lot of successful experiences to other companies in support of spreading the organization's culture. It was recommended to care about the importance of the development of policies and administrative regulations and make them more flexible to allow for a wide organizational culture. And to follow global corporate developments and investigate the reasons for its success and the role of organizational culture in it and adopt accordingly. It was pointed the need to honor the contributions of outstanding efforts to encourage science and organizational culture. It also recommended holding periodic contests where workers highlight the performance and awareness degree of organizational culture, also holding seminars, lectures and exhibitions inside and outside the company to spread the organizational culture of the company to other parties.

scholarly journals Organizational culture of the Public Service and features of its change

2019 ◽  
pp. 114-122
Author(s):  
Nataliіa Sorokina
Keyword(s):  
Organizational Culture ◽  
Public Relations ◽  
Public Service ◽  
High Performance ◽  
Psychological Climate ◽  
Public Servants ◽  
Public Authorities ◽  
The Public ◽  
High Level ◽  
Motivation To Work

The article is devoted to the study of organizational culture in public service. The essence of the concept of organizational culture is considered. It has been determined that organizational culture is an interdisciplinary phenomenon which concern several fields. Therefore, there is no single approach to understanding of this concept. It is indicated that organizational culture is a distinguishing feature of every organization and is a decisive factor in the success / the failure of the whole group. In the article, the author conducted a sociological survey among public servants. The purpose of the survey was to find out what major changes have occurred in the organizational culture of public service in recent years. Based on empirical data, it has been found that changes in organizational culture are very slow. Respondents noted that the majority of elements of organizational culture remained constant, such as: the culture of appearance; the individual independence and the responsibility; the interaction of members of the organization with each other; the physical and psychological comfort; the motivation to work. It is proved that a favorable socio-psychological climate in public authorities is very important. So, the high performance indicators of the authorities, the low staff turnover, the high level of labor discipline, and the absence of tension and conflicts in the group depend on it. The important elements of organizational culture, such as the motivation to work, the culture of appearance, the communication links both within the organization (between public servants) and outside (public relations) are analyzed. It is indicated that the leader plays a key role in communication. He must directly participate in the formation of a favorable moral and psychological climate in the group. It has been established that the process of changing organizational culture is quite complicated, requires time and effort, and high level of professionalism of leader. Changes very often cause discontent of the group, they are often perceived painfully. A strong organizational culture generates a positive image of the public service, which in is turn an important factor in raising confidence in public authorities. Therefore, it is necessary to continue to studied organizational culture, to monitor its formation, to improve and to regulate its changes.  

The assistance of Village-Owned Enterprises (BUMDes) as a support of the Jembayan Tengah tourism village

2021 ◽  
Vol 6 (11) ◽  
pp. 2129-2134
Author(s):  
Eman Sukmana ◽  
M. Fauzan Noor ◽  
I Wayan Lanang Nala ◽  
Bhanu Rizfa Hakim ◽  
Rizky Sulvika Puspa Rinda ◽  
...  
Keyword(s):  
Management Training ◽  
Creative Economy ◽  
Governance System ◽  
Service Program ◽  
Organizational Governance ◽  
Business Units ◽  
Organizational Activities ◽  
The Creation ◽  
The Village

Preparation of Jembayan Tengah Village towards an agro-tourism area based on agriculture and a creative economy is one of the priorities. BUMDes DJT Berjaya in collaboration with the Tourism Awareness Group (POKDARWIS) Kampong Seraong to create a sustainable Jembayan Tengah Tourism Village. In terms of organizational governance, BUMDes DJT Berjaya is in crisis, but this organization is open to restructuring management by the community who are committed to advancing the village. This service program is focused on BUMDes management training to improve the governance system and classify business units. In addition, training on the creation and management of village websites was carried out as a first step in digitizing which will work together with kutaicoding.com. The results are an increase in the quality of organizational governance for BUMDes and POKDARWIS as well as the creation of a website that contains profiles, organizational activities and complaint features.

Seeing Information Strategies

2021 ◽  
pp. 58-80
Keyword(s):  
Knowledge Economy ◽  
Information Science ◽  
Business Value ◽  
Business Strategies ◽  
High Level Synthesis ◽  
Science Literature ◽  
Organization Level ◽  
Business Units ◽  
Information Strategies ◽  
High Level

In the knowledge economy, we must manage information as a strategic business asset. Information must be an essential component of our business strategies, and the information strategy must speak to the business value of information. Information strategies are often formulated and issued only at the organization level. The authors stress the importance of developing information strategies that pertain to business units, teams, and individuals. The authors present an integrated view of information strategies to mirror and support business strategies. The integrated view is a high-level synthesis of the information science literature and practice.

A Two-Tier Approach to Elicit Enterprise Portal User Requirements

2008 ◽  
pp. 1812-1821
Author(s):  
Eric Tsui
Keyword(s):  
Business Processes ◽  
Knowledge Work ◽  
Critical Issue ◽  
Content Management ◽  
User Requirements ◽  
Technical Problems ◽  
Business Units ◽  
Governance Model ◽  
Selection Decisions ◽  
High Level

Organizations are increasingly turning to enterprise portals to support knowledge work. Portal deployment can be intradepartmental across several business units in one organization or even inter-organizational. Currently in the industry, most of these portals are purchased solutions (e.g., collaboration and smart enterprise suites) and many of these purchasing and selection decisions are primarily driven by the interest of a small group of stakeholders with strong influence from IT vendors. The true requirements for the portal as well as the strategy for its medium- to long-term phased deployment are, in general, poorly addressed. This, together with other reasons, has lead to many failures or to a low adoption rate of the enterprise portal by staff at various levels of an organization. Common problems that hinder portal adoption include lack of an overall governance model, mis-alignment with business processes, poor or non-existent content management (process, tools, and governance), and technical problems associated with the development and configuration of portlets. This article focuses on one critical issue that directly influences the success of an enterprise portal deployment, namely the correct elicitation of user requirements (which in turn lead to the chosen portal’s features and to the style of the portal interface). Taking into consideration the advancement and landscape of commercial portal vendors in the market, this article discusses a bottom-up approach to the identification of high-level drivers for portal usages for its users.

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