scholarly journals Inclusive Organisational Culture – A Competing Strategy for Business Success

2019 ◽  
Vol 8 (4) ◽  
pp. 5155-5159
Keyword(s):  
Problem Solving ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Organisational Culture ◽  
Business Success ◽  
Work Culture ◽  
Diversity And Inclusion ◽  
Success Stories ◽  
Culture Strategies ◽  
Better Than

In today’s global competitive arena, every business entity urges for creating core competencies to withstand in the competition. Most of the flourishing companies capitalize diversity and inclusion as a source of competitive advantage. Creating and regulating an inclusive work culture is more complex and challenging. Far from being a challenge, it can create competitive advantage by increasing innovation, flexibility and problem-solving capacity. Organisations’ with inclusive culture seems to meet its target far better than planned and expected. Yet many organisations are aspiring to cultivate an inclusive culture. This article spreads light over the components and benefits of inclusive work culture, strategies to create and regulate the inclusive culture and the success stories of organisations with inclusive work culture

scholarly journals COMPETENCY: DEVELOPMENT, INTEGRATION, AND APPLICATION

2017 ◽  
Vol 2 (2) ◽  
Author(s):  
Steven Moulton ◽  
Oki Sunardi ◽  
Gino Ambrosini
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Cross Section ◽  
Shared Leadership ◽  
Core Competencies ◽  
Business Success ◽  
Competency Development ◽  
Bottom Line ◽  
Strategic Direction ◽  
Organizational Competencies

<p>Many companies and organizations are increasingly focusing on human capital as a competitive advantage in a rapidly changing environment. To achieve business success, companies are expecting their employees to perform at higher levels, to be more customer-responsive, more process-oriented, more involved in shared leadership and more responsible for creating the knowledge that adds value to an organization’s distinguishing capabilities. When embarking on the path of selecting and defining competencies, an organization needs to pause for an introspective review. Linking competencies to the organization’s purpose, goals and values is the key to positively affect the organization’s direction and bottom line. Competencies can be categorized into one of four groups, organization-based, individual-based, technical and behavioral. From a strategic direction approach, the organization that knows and understands its core competencies and capabilities can use them to attain a strategic advantage. In addition, the organization understands that there is a diverse cross section of organizational competencies that are necessary for fulfilling its mission. Successful application of competencies lies in how they are defined. Simplicity and measurability are keys for competencies to be accepted and measured throughout an organization.</p><p>Keywords: competencies, core competencies, organizational competencies, simplicity and measurability</p>

Critical Success Factors and Core Competencies

2011 ◽  
pp. 364-368 ◽  
Author(s):  
Helena Santos Rodrigues ◽  
Pedro Figueroa Dorrego
Keyword(s):  
Competitive Advantage ◽  
Success Factors ◽  
Core Competencies ◽  
Virtual Organizations ◽  
Key Success Factors ◽  
Intangible Resources ◽  
Critical Success ◽  
Core Competences ◽  
Internal Core ◽  
Better Than

To effectively compete, the company needs to adjust their internal strengths to the environmental opportunities. Considering the “intangible” support of virtual organizations, it point out the importance of intangible resources. So, managers need to identify, combine, recombine, and manage their resources, competencies and capability to explore their potential and perform better than the competitors on the costumer needs, preferences, and desires satisfaction. So, the advantage of an organization consists in the identification of the internal: core competences, mainly based on knowledge assets and intellectual capital, that align with the key success factors of the market gives: competitive advantage, better performance and better market position.

TECHNOLOGICAL COMPETENCIES AND COMPETITIVE ADVANTAGE IN THE SPANISH ELECTRICITY INDUSTRY: NEW CHALLENGES, NEW TOOLS

2001 ◽  
Vol 05 (04) ◽  
pp. 457-485 ◽  
Author(s):  
JESÚS RODRÍGUEZ POMEDA ◽  
PATRICIO MORCILLO ORTEGA ◽  
FERNANDO CASANI FERNÁNDEZ DE NAVARRETE ◽  
JOSÉ MIGUEL RODRÍGUEZ ANTÓN
Keyword(s):  
Competitive Advantage ◽  
Electricity Market ◽  
Regional Integration ◽  
Core Competencies ◽  
Electricity Industry ◽  
Organisational Learning ◽  
Competitive Environment ◽  
Business Success ◽  
Technological Competencies ◽  
Total Turnover

Recently, the electricity industry in Spain has experienced a deep transformation, aimed to improve the degree of concurrence between the operating firms. This change must be explained in the framework of the regional integration of markets with an European scale. The European Union is shaped as a relevant region in the world energy (and specifically, in electricity) market. Facing this change, the Spanish electricity firms must adopt a wider business vision, to cope with all the aspects of the new competitive environment in order to obtain business success. Firms, following the resource-based view, must generate and strengthen the competitive advantage derived from its core competencies. Those competencies, that constitutes the base for the inter-firm heterogeneity, are created (and evolve) from several mechanisms of organisational learning. Our research tries to show what the business vision of the Spanish electricity firms is, based on the efficient management of its personal, technological and organisational competencies. We have focused on technological competencies, because, in a more competitive scheme, they can support the sustained competitive advantage of the firm. So, we develop a model based on the Strategic Matrix of Technological Competencies (SMTC). The model is tested with a sample of 20 Spanish electricity firms (representing 71.25% of the industry total turnover in 1996). That matrix combines, in a dynamic sense, several scenarios and strategic business units in order to determine the critical technological competencies that the firm must master in each economic situation. The empirical analysis developed concludes (for the firms in the sample), among other issues, the existence of statistical relationships between certain technological competencies (as "Clean Use of Coal", "Advanced Technologies for Control and Communication", and "Electricity Transmission Technologies"), and several sources of competitive advantage (as the "The firm must difficult its resources' imitability"). In conclusion, facing the new competitive environment (in Spain and in the EU), technological competencies are considered by those firms as sources of competitive advantage. These competencies evolves using several organisational learning systems adopted by the firm. In this changing environment, the SMTC can be a relevant tool for the strategic management of the firms in the electricity industry.

PENGGUNAAN MODEL KOOPERATIF TIPE TEAM GAMES TOURNAMENT UNTUK MENINGKATKAN KEMAMPUAN SISWA SEKOLAH DASAR

2018 ◽  
Vol 1 (1) ◽  
Author(s):  
Muhammad Noor
Keyword(s):  
Problem Solving ◽  
Sampling Technique ◽  
Control Group ◽  
Control Group Design ◽  
Team Games ◽  
Conventional Models ◽  
Grade Material ◽  
Normalized Gain ◽  
Cooperative Models ◽  
Better Than

The purpose of this study was to obtain empirical evidence about the use of cooperative models of Team Games Tournament to increase the ability of students on solving problems with the summation material fractions. To achieve these objectives, the research carried out in the form of an experiment by comparing the problem solving ability of students to the material sum of fractions through the use cooperative model of TGT and students who received conventional learning. The design is a pretest-posttest control group design. The sampling technique used is purposive sampling technique. The instrument used is to use tests that pretest and posttest. The data were analyzed quantitatively for the results of the pretest, posttest, and normalized gain value. Based on data analysis in this study we concluded that there are differences in problem solving ability of students to the material sum of fractions through the use of cooperative models of Team Games Tournament with students who studied with conventional models, and improved problem solving abilities of students in the material that follows the fractional summation cooperative learning of TGT better than students who take the conventional learning model. Therefore, the ability of solving problems of students at grade material fractions summation cooperative modeled of TGT has increased quite good.

Organisational Correlates to Staff Attitudes about Behavioural Programs

2001 ◽  
Vol 18 (2) ◽  
pp. 114-123 ◽  
Author(s):  
Patrick W. Corrigan ◽  
Sarah Lickey Diwan ◽  
Stanley G. McCracken ◽  
Kelvin Oliver ◽  
Annette Backs ◽  
...  
Keyword(s):  
Team Leadership ◽  
Organisational Culture ◽  
Treatment Programs ◽  
Institutional Constraints ◽  
Staff Attitudes ◽  
Collegial Support ◽  
Staff Burnout ◽  
Adults And Children ◽  
Team Functioning ◽  
Culture Strategies

AbstractIn an attempt to facilitate the dissemination and regular implementation of behaviour treatments in real-world settings, research has examined staff attitudes that may pose barriers to these treatments. The purpose of the study reported in this paper is to examine the construct validity of perceived organisational barriers to behavioural programs. One hundred and eighteen staff working in community-based treatment programs for adults and children with severe mental illness completed the Barriers to the Implementation of Behavior Therapy Test. An analysis from a previous study (Corrigan, Kwartarini, & Pramana, 1992) identified two reliable and valid factors that suggested perceived organisational barriers: institutional constraints and insufficient collegial support. Results of a confirmatory factor analysis on data from this study supported the earlier factor structure. Research participants also completed team functioning measures of individual staff burnout, collegial network satisfaction, organisational culture, and team leadership. Attitudes about institutional constraints and insufficient collegial support were found to be associated with burnout, collegial network satisfaction, and organisational culture. Strategies for disseminating behavioural programs must target organisational barriers too.

Non-Verbal Rigidity, Creativity, and Problem Solving

1969 ◽  
Vol 29 (3) ◽  
pp. 715-718 ◽  
Author(s):  
Bernard S. Gorman ◽  
Stephen Breskin
Keyword(s):  
Problem Solving ◽  
Inductive Reasoning ◽  
Verbal Test ◽  
Better Than ◽  
Fluency Test

Rigidity vs flexibility has often been mentioned in discussions of creativity and problem solving. The present study investigated the relation of a non-verbal test of rigidity (Breskin Rigidity Test) to tests of semantic redefinition, associational fluency, inductive reasoning, and drawing completion. The performance of flexible Ss was significantly better than the performance of rigid Ss on all tests but the associational fluency test.

Agile ascension

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Learning Strategies ◽  
Design Methodology ◽  
Reading Time ◽  
Core Competencies ◽  
Content Type ◽  
Agile Learning ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Agile learning strategies and agile core competencies are crucial to the success of organizations in the digital economy. These principles can be adopted by others to gain and maintain competitive advantage. 10; 10; Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Creating better humans towards sustainable competitive advantage for small and medium-sized accounting firms in Malaysia

2018 ◽  
Vol 56 ◽  
pp. 04006
Author(s):  
Louis Lim Vui Han ◽  
Vijayesvaran Arumugam ◽  
Lawrence Arokiasamy
Keyword(s):  
Competitive Advantage ◽  
Core Competencies ◽  
Superior Performance ◽  
Sustainable Competitive Advantage ◽  
Contributing Factors ◽  
Accounting Firms ◽  
Accounting Scandals ◽  
The World ◽  
Long Term Impact ◽  
Almost All

This study will be a bit different than others in the sense that it pierces directly into the human hearts. The world current economy is full of mysterious and uncertainty. There are plenty of different perspectives, but who can guarantee that they are right? The root of the problems of all issues generally come from the human heart or action. If we able to deal with human issues, it sorts out almost all the problems. The purpose of this study is to determine the contributing factors towards the sustainable competitive advantage (SCA) of small and medium-sized accounting firms (SMPs) in Malaysia. It aims to have a long-term impact on the prospects for the practitioners and the accounting professions. It becomes an attention to the world when numerous accounting scandals being published, and they jeopardized the accounting professions’ reputations. There are a few undisclosed cases especially it dealt with compliance, corporate tax, GST, money laundering and other issues, not only in Malaysia but in other countries as well. As such, the study focuses on creating better humans. Key findings from the literature highlighted the deficiencies in the core competencies of the firms. They are related to human capital and most of the researchers pinpointed the importance of knowledge, skills, capabilities in which it links to competencies in the corporate environment. The resource-based view of the firm is a common theory used by researchers as a mean of explaining competitive advantage and superior performance amongst the firms. And most of them stress the necessity to meet customer needs and expectation to create a sustainable competitive advantage.

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