Constructing a Unified Framework and a Causal Model of Occupational Satisfaction, Trainee Reactions, Perception of Learning, and Perceived Training Transfer

2014 ◽  
pp. 28-52 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Causal Model ◽  
Training Transfer ◽  
Unified Framework ◽  
Occupational Satisfaction ◽  
Trainee Reactions ◽  
Positive Effect

This chapter introduces the framework and causal model of occupational satisfaction, trainee reactions, perception of learning, and perceived training transfer. It argues that dimensions of occupational satisfaction, trainee reactions, and perception of learning have mediated positive effect on perceived training transfer. Perception of learning positively mediates the relationships between occupational satisfaction and perceived training transfer and between trainee reactions and perceived training transfer. Furthermore, the author hopes that understanding the theoretical constructs of occupational satisfaction, trainee reactions, perception of learning, and perceived training transfer through the use of the framework and causal model will not only inform researchers of a better design for studying occupational satisfaction, trainee reactions, perception of learning, and perceived training transfer, but also assist in the understanding of intricate relationships between different factors.

A Unified Framework of Organizational Perspectives and Knowledge Management and Their Impact on Job Performance

2016 ◽  
pp. 267-297 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Job Performance ◽  
Organizational Climate ◽  
Business Process ◽  
Causal Model ◽  
Unified Framework ◽  
Process Orientation ◽  
Climate Knowledge ◽  
Positive Effect

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.

A Unified Framework of Organizational Perspectives and Knowledge Management and Their Impact on Job Performance

2017 ◽  
pp. 189-220
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Job Performance ◽  
Organizational Climate ◽  
Business Process ◽  
Causal Model ◽  
Unified Framework ◽  
Process Orientation ◽  
Climate Knowledge ◽  
Positive Effect

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.

A Unified Framework of Organizational Perspectives and Knowledge Management and Their Impact on Job Performance

2017 ◽  
pp. 102-133
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Job Performance ◽  
Organizational Climate ◽  
Business Process ◽  
Causal Model ◽  
Unified Framework ◽  
Process Orientation ◽  
Climate Knowledge ◽  
Positive Effect

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.

A Unified Framework of Organizational Perspectives and Knowledge Management and Their Impact on Job Performance

2018 ◽  
pp. 281-312
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Job Performance ◽  
Organizational Climate ◽  
Business Process ◽  
Causal Model ◽  
Unified Framework ◽  
Process Orientation ◽  
Climate Knowledge ◽  
Positive Effect

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.

Developing a Unified Framework and a Causal Model of Transformational Leadership, Empowerment, Innovation Support, and Organizational Innovation

2017 ◽  
pp. 381-406
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Transformational Leadership ◽  
Causal Model ◽  
Organizational Innovation ◽  
Unified Framework ◽  
Innovation Support ◽  
Positive Effect

The research objective in the study described in this chapter was to develop a unified framework and a causal model of transformational leadership, empowerment, innovation support, and organizational innovation for leather company employees in Thailand. The chapter argues that dimensions of transformational leadership, empowerment, and innovation support have mediated positive effect on organizational innovation. Innovation support positively mediates the relationships between transformational leadership and organizational innovation and between empowerment and organizational innovation. Transformational leadership is positively correlated with empowerment. Furthermore, the author hopes that understanding the theoretical constructs of transformational leadership, empowerment, innovation support, and organizational innovation through the use of this framework and causal model will not only inform researchers of a better design for studying transformational leadership, empowerment, innovation support, and organizational innovation, but also assist in the understanding of intricate relationships between different factors.

Developing a Unified Framework and a Causal Model of Transformational Leadership, Empowerment, Innovation Support, and Organizational Innovation

2014 ◽  
pp. 280-303 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Transformational Leadership ◽  
Causal Model ◽  
Organizational Innovation ◽  
Unified Framework ◽  
Innovation Support ◽  
Positive Effect

The research objective in the study described in this chapter was to develop a unified framework and a causal model of transformational leadership, empowerment, innovation support, and organizational innovation for leather company employees in Thailand. The chapter argues that dimensions of transformational leadership, empowerment, and innovation support have mediated positive effect on organizational innovation. Innovation support positively mediates the relationships between transformational leadership and organizational innovation and between empowerment and organizational innovation. Transformational leadership is positively correlated with empowerment. Furthermore, the author hopes that understanding the theoretical constructs of transformational leadership, empowerment, innovation support, and organizational innovation through the use of this framework and causal model will not only inform researchers of a better design for studying transformational leadership, empowerment, innovation support, and organizational innovation, but also assist in the understanding of intricate relationships between different factors.

Dropouts from Higher Education: Path Analysis of a National Sample

1981 ◽  
Vol 18 (2) ◽  
pp. 133-141 ◽  
Author(s):  
Barbara Hazard Munro
Keyword(s):  
Path Analysis ◽  
Causal Model ◽  
National Sample ◽  
College Completion ◽  
School Class ◽  
College Dropout ◽  
National Longitudinal Study ◽  
High School Class ◽  
The Social ◽  
Positive Effect

Path analysis was used to test the Tinto model of college dropout using a sample drawn from the National Longitudinal Study of the High School Class of 1972. Through path analysis, a more parsimonious causal model was derived. Pre-college characteristics predicted college integration, but did not directly affect the dropout decisions. Factors related to the integration of the student into the college's academic setting appeared to be far more important to subsequent dropout decisions than were factors related to integration into the social setting. The commitment of the student to the goal of college completion had the strongest positive effect on the decision to remain in school.

Unifying a Framework of Organizational Culture, Organizational Climate, Knowledge Management, and Job Performance

2017 ◽  
pp. 327-355
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Job Performance ◽  
Organizational Climate ◽  
Business Process ◽  
Causal Model ◽  
Process Orientation ◽  
Climate Knowledge ◽  
Positive Effect

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.

The Role of Knowledge Sharing on Organisational Innovation

2016 ◽  
pp. 406-429 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Causal Model ◽  
Organisational Learning ◽  
Organisational Innovation ◽  
Business Goals ◽  
Management Knowledge ◽  
Innovation Knowledge ◽  
Positive Effect

This chapter introduces the framework and causal model of organisational learning, knowledge management, knowledge-sharing behaviour, and organisational innovation. It argues that dimensions of organisational learning, knowledge management, and knowledge-sharing behaviour have mediated positive effect on organisational innovation. Knowledge-sharing behaviour positively mediates the relationships between organisational learning and organisational innovation and between knowledge management and organisational innovation. Organisational learning is positively related to knowledge management. Understanding the theoretical learning is positively beneficial for organisations aiming to increase organisational innovation and achieve business goals.

Unifying a Framework of Organizational Culture, Organizational Climate, Knowledge Management, and Job Performance

2017 ◽  
pp. 270-298
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Job Performance ◽  
Organizational Climate ◽  
Business Process ◽  
Causal Model ◽  
Process Orientation ◽  
Climate Knowledge ◽  
Positive Effect

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.

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