Workplace Arrogance and Organizational Performance

Food Industry ◽

Three Dimensions ◽

Self Confidence ◽

History Of ◽

The aim of this chapter is to introduce the concept of “arrogance” in the psychological, sociological, and managerial field. The authors explore the origins and advance some definitions of arrogance. The relationship between this latter concept and its correlates (e.g., narcissism, hubris, self-confidence) are introduced and explained. The history of the organizational performance, its components, and the relationship between its three dimensions—culture, structure, and individuals and their behaviors—are empirically studied in the Tunisian agro-food industry. Moreover, this chapter is considered as a conceptual one necessary to the understanding of “workplace arrogance” and its implications on competitive advantage and organizational performance.

Handbook of Research on Human Resources Strategies for the New Millennial Workforce - Advances in Human Resources Management and Organizational Development ◽

Examining the Roles of Job Satisfaction and Organizational Commitment in the Global Workplace

10.4018/978-1-5225-0948-6.ch008 ◽

2017 ◽

pp. 148-176 ◽

Cited By ~ 7

Author(s):

Kijpokin Kasemsap

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Competitive Advantage ◽

Essential Role ◽

Sustainable Competitive Advantage ◽

Organizational Goals ◽

This chapter describes the concepts of job satisfaction and organizational commitment; the relationship between job satisfaction and organizational commitment; the significance of job satisfaction in the global workplace; and the significance of organizational commitment in the global workplace. Job satisfaction is important from the perspective of maintaining appropriate employees within the organization. Organizational commitment plays an essential role in determining whether employees will stay with the organization and enthusiastically work toward organizational goals. Retention of employees is one of the most significant outcomes of organizational commitment. The chapter argues that encouraging job satisfaction and organizational commitment has the potential to increase organizational performance and gain sustainable competitive advantage in the global workplace.

Network activities as critical sources of creating capability and competitive advantage

Management Decision ◽

10.1108/md-08-2017-0733 ◽

2019 ◽

Vol 58 (3) ◽

pp. 544-568 ◽

Cited By ~ 3

Author(s):

Chih-Hsing Liu ◽

Angela Ya-Ping Chang ◽

Yen-Po Fang

Keyword(s):

Social Capital ◽

Human Capital ◽

Competitive Advantage ◽

Innovation Capability ◽

Content Type ◽

Political Ties ◽

Depth Analysis ◽

The Relationship ◽

Business Ties

Purpose The purpose of this paper is to propose a new integrated model that combines the concepts of network ties (e.g. political ties and business ties), the organization of internal critical attributes (such as social capital, human capital and innovation capability) and analyses of how those critical attributes influence organization performance and competitive advantage. Design/methodology/approach A structural equation model and three-way interactions in moderated multiple regressions was used to test the hypotheses on a sample of 621 cultural and creative industry (CCI) managers in Taiwan. Findings The results indicate that human capital mediates the relationship between social capital and innovation capability. Furthermore, innovation capability also plays a mediating role in connecting the relationships between human capital, competitive advantage and organizational performance. The findings indicate that business ties strengthen the relationship between social and human capital. The level of human capital is at its peak when social capital, business ties, and political ties considerably interact with one another. Research limitations/implications The present study conceptualized the topic and systematized the questionnaire design and data collection, statistical analysis, and report writing. This study performs a systematic analysis to present the research but does not employ in-depth qualitative interviews to analyse the essential attributes of the different entrepreneurial styles. In-depth interviews enable the interviewees to completely depict their feelings, experiences, motivations, emotions and attitudes. Thus, this method can provide an in-depth analysis. Studies can be conducted to analyse the complexity of the processes involved. Practical implications This study determines and emphasizes that networking with various factors to create innovation is the key to enhancing competitive advantage and organizational performance. Innovation is a unique characteristic and a basic kinetic energy that affects various strategic organizational behaviours that positively influence competitive advantage and facilitate organizational performance. Hence, CCI firms need to consider market orientation and innovation in this highly competitive environment. Originality/value To the best of the knowledge, how CCI firms use networking sources to create competitive advantage and organizational performance, thereby promoting the development of the CCIs of Taiwan, has not been analysed in the tourism-related literature. Thus, the present study provides a significant contribution to the human capital literature, in which empirical research analyses the three-way interaction and demonstrates the empirical insights that may be used to study human capital. The findings reported in this study will encourage future researchers to employ multilevel human capital perspectives.

Bone microstructure: quantifying bone vascular orientation

Canadian Journal of Zoology ◽

10.1139/z06-195 ◽

2007 ◽

Vol 85 (1) ◽

pp. 63-70 ◽

Cited By ~ 17

Author(s):

M. de Boef ◽

H.C.E. Larsson

Keyword(s):

Life History ◽

Bone Microstructure ◽

Quantitative Approach ◽

Three Dimensions ◽

History Of ◽

Primary Bone ◽

Novel Methods ◽

Radial Index ◽

The Relationship ◽

Nonlinear Pattern

Bone microstructure often preserves a temporal record of the life history of the animal to which it belongs. Previously used bone microstructure metrics to differentiate between primary bone types are reviewed and tested with a broad sample of bone types. Two new metrics, the radial index and the longitudinal index, are developed to quantitatively differentiate bone types based on bone vascular orientation in three dimensions. All previously used metrics described the bone microstructure in a nonlinear pattern and were unable to separate bone types satisfactorily. The radial index and longitudinal index effectively differentiated bone types and described bone microstructure within a linear continuum. The continuous nature of the range of vascular orientation in bone microstructure necessitates a quantitative approach rather than the commonly used qualitative classifications. The radial index and longitudinal index, which objectively detect small differences in vascular orientation in three dimensions, are therefore preferable to other metrics for inter- and intra-specific comparisons of bone microstructure. These metrics offer novel methods to facilitate examinations of the relationship between primary bone type and ontogeny, biomechanics, and phylogeny.

Market and Learning Orientations: Interdependence, Complementarity

Revista Ibero-Americana de Estratégia ◽

10.5585/ijsm.v12i2.1876 ◽

2013 ◽

Vol 12 (2) ◽

pp. 138-164

Author(s):

Eduardo Botti Abbade

Keyword(s):

Structural Model ◽

Small And Medium Enterprises ◽

Its Region ◽

Three Dimensions ◽

Learning Orientation ◽

Medium Businesses ◽

Medium Enterprises ◽

The Relationship ◽

Santa Maria

This study investigates the relationship between the dimensions of Market Orientation (MO), Learning Orientation (LO) and Organizational Performance (OP) of Micro, Small and Medium Enterprises (MSMEs) in the region of Santa Maria / RS. It was conducted a survey with the voluntary participation of 83 micro, small and medium businesses of Santa Maria and its region adopting structured data collection instrument with MARKOR scale and learning orientation scale. It was developed a structural model of reference that was also estimated by PLS (Partial Least Squares) and the adoption of bootstrapping technique. The results suggest that there is a high interdependence between the dimensions of the three dimensions of MO. Thus, evidences suggest that there is a strong interdependence between the three dimensions of LO. However, the relationship between the dimensions of LO and MO are less significant. Also, results suggest the absence of significant relationship between responsiveness and OP. On the other hand, the dissemination of intelligence impacts positively and significantly on the OP.

Innovation and Social, Environmental and Economic Performances in Msmes: An Empirical Approach

Revista Ibero-Americana de Estratégia ◽

10.5585/ijsm.v13i3.2063 ◽

2014 ◽

Vol 13 (3) ◽

pp. 35-47

Author(s):

Eduardo Botti Abbade

Keyword(s):

Social Economic ◽

Positive Impact ◽

Linear Regression Analysis ◽

Rio Grande ◽

Business Environment ◽

Three Dimensions ◽

Rio Grande Do Sul ◽

Social Environmental ◽

Innovation actions represent business efforts to identify adaptive and proactive strategies and actions forward to the complexity of the business environment in order to improve organizational performance. Also, it is necessary to considerate the organizational performance based on the three dimensions of sustainability (economic, social and environmental). This study investigates the relationship between innovativeness and sustainable organizational performance (social, economic and environmental) in processing industries of Rio Grande do Sul. The survey was conducted with the participation of 140 companies. Hypothetical relations were investigated and estimated using correlation analysis and linear regression analysis. Results suggest the existence of a significant and positive impact of innovativeness on the environmental, social and economic performances, with a major impact on the environmental dimension. Also the results suggest that there is a strong interrelationship between the three dimensions of sustainable organizational performance.

Effect of Competitive Advantage on the Relationship between Strategic Leadership and Performance of International Non-Governmental Organizations in Kenya

Journal of Human Resource &Leadership ◽

10.53819/81018102t2015 ◽

2021 ◽

Vol 5 (3) ◽

pp. 74-85

Author(s):

Joan Anyango Oracha ◽

◽

Martin Ogutu ◽

Peter K’Obonyo ◽

Medina Twalib ◽

...

Keyword(s):

Developing Countries ◽

Competitive Advantage ◽

Mediating Effect ◽

Strategic Leadership ◽

Upper Echelons Theory ◽

Governmental Organizations ◽

Non Governmental Organizations ◽

And Performance ◽

In developing countries, International Non-Governmental Organizations (INGOs) have taken active and complementary roles in sustainable human development. Despite the role of INGOs in development, the issues of sustainability, availability of funds, and supportive leadership have remained a major challenge in developing countries. The concept of competitive advantage has been recognized as a central building block in strategic management and an important precedent to organizational performance. Competitive advantage is a deliberate effort by the organization to align its internal conditions and capabilities with changes in the external environment. This study sought to establish the mediating effect of competitive advantage on the relationship between strategic leadership and performance of international non-governmental organizations in Kenya The study was anchored on strategic leadership theory, upper echelons theory and resource-based view theories. For methodology, descriptive cross-sectional survey design covering 277 respondents was adopted. Semi structured questionnaires were used to collect data. The study findings indicated that data collection tool/questionnaire was reliable as Cronbach alpha was greater than 0.7 for all variables. The results indicated a significant mediating effect of competitive advantage on the relationship between strategic leadership and performance of international non-governmental organizations in Kenya. This means that the influence of strategic leadership on performance is indirect through competitive advantage. The study concluded that both competitive advantage and strategic leadership concurrently influence organizational performance positively. It is recommended that international non-governmental organization must be able to identify their competitive advantage. Keywords: Strategic Leadership, Competitive Advantage, Performance, International Non-Governmental Organizations & Kenya.

TOTAL QUALITY MANAGEMENT PRACTICES TO ENHANCE ORGANIZATIONAL PERFORMANCE BY COMPETITIVE ADVANTAGE AS MEDIATING IN SMEs IN IRAQ

Psychology and Education Journal ◽

10.17762/pae.v58i2.2961 ◽

2021 ◽

Vol 58 (2) ◽

pp. 5471-5481

Author(s):

Mohammed Mahdi Ukab

Keyword(s):

Quality Management ◽

Total Quality Management ◽

Competitive Advantage ◽

Management Practices ◽

Survey Questionnaire ◽

Total Quality ◽

Unit Of Analysis ◽

Quality Management Practices ◽

Effective improvement in quality has become a potentially precious way to boost competitiveness and organizational performance. This paper aims to assess for competitive advantage and organizational performance the effects of Total quality management (TQM) activities. A quantitative approach is used to obtain data from a survey (questionnaire) consisting of 38 items with a five-point Likert scale. The unit of analysis is small and medium food companies in Iraq. The respondents in this paper are the managers of departments. Smart PLS 3.2.9 was used to analyze the results. The findings of the path analysis of partial least squares (PLS) support variables in their hypothesised direct relationships with organizational performance. The analysis results suggest that competitive advantage partially mediates the relationship between (TQM) practices and organizational performance. The paper provides many suggestions that are helpful both for researchers and policymakers to undertake more research in this area as well as to enhance the (CA) and (OP) of organisations in the future.

Examining the Roles of Job Satisfaction and Organizational Commitment in the Global Workplace

Organizational Culture and Behavior ◽

10.4018/978-1-5225-1913-3.ch071 ◽

2017 ◽

pp. 1496-1524 ◽

Cited By ~ 1

Author(s):

Kijpokin Kasemsap

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Competitive Advantage ◽

Essential Role ◽

Sustainable Competitive Advantage ◽

Organizational Goals ◽

Attaining Competitive Advantage through Market Orientation of Public Higher Education Institutions:Mediating Effect of Quality Assurance

ADVANCES IN BUSINESS RESEARCH INTERNATIONAL JOURNAL ◽

10.24191/abrij.v2i2.10023 ◽

2016 ◽

Vol 2 (2) ◽

pp. 39

Author(s):

Zarila Zahari ◽

Rosmimah Mohd Roslin ◽

Teo Boon Chui Carol

Keyword(s):

Higher Education ◽

Quality Assurance ◽

Competitive Advantage ◽

Market Orientation ◽

Critical Factor ◽

Mediating Effect ◽

Public Higher Education ◽

Knowledge Based ◽

The literature review thus far has indicated numerous studies have examined the relationship between market orientation (MO)and competitive advantage (CA)leading to greater organizational performance. A substantial number of studies on strategic management orientations have shown significant relationships between MO and organizational performance but direct contribution of CA is still lacking in consensus. Thispaper reviews the literature on the influence of market orientation (MO) towards competitive advantage and the mediating effect of quality assurance in public higher education institutions (PHEIs). The reviews specify that market orientation as the marketing strategic platformis likely to achieve superior value in gaining and sustaining competitive advantage however, within the context of PHEIs such relationships are still inconclusive. Quality assurance (QA) is postulated to have amediating effect in the suggested framework of market orientation and competitive advantage. As QA is becoming a critical factor in the knowledge-based society, thisvariable needs to be explored further in the context of higher education.Thus, the aim of this paper is to accumulate existing literature in the investigationof the relationship between MO and CA as well as the effect of QA towards the performance of PHEIs based on non-financial dimensions.

The role of knowledge-based networks in the intellectual capital and organizational performance of small and medium-sized enterprises

Kybernetes ◽

10.1108/k-04-2019-0301 ◽

2019 ◽

Vol 49 (1) ◽

pp. 116-140

Author(s):

Ricardo Vinícius Dias Jordão ◽

Jorge Novas ◽

Vipin Gupta

Keyword(s):

Intellectual Capital ◽

Growth Efficiency ◽

Three Dimensions ◽

Future Research ◽

Social Relevance ◽

Content Type ◽

Knowledge Based ◽

Purpose This paper aims to analyze the role of a knowledge-based network (k-network) in the intellectual capital (IC) and organizational performance of Brazilian small and medium-sized enterprises (SMEs). Design/methodology/approach This paper presents a descriptive, qualitative and applied case study, developed taking into account the theories of strategy, IC, networks and finance to analyze the relationship between k-network and the generation of IC and organizational performance in a multifocal perspective (observed in terms of financial and marketing results, efficiency and efficacy and innovation and competitiveness) in Brazilian SMEs. Findings The findings showed that k-network plays a crucial role in the generation of the IC and improvements in organizational performance in SMEs. In addition, the results revealed the strategic relevance of the relationship between people and enterprises to master the process of creation and sharing information and knowledge in the analyzed network. Taken as a whole, the conclusions demonstrated the establishment of IC (in its three dimensions) as a consequence of the strategic association of SMEs in k-network, as well as the mediation role of IC as a way to promote improvements in organizational performance, considering the observed amelioration in financial results, marketing growth, efficiency, efficacy, innovation and competitiveness. Research limitations/implications This research provides theoretical contributions by broadening knowledge of the practical relationship between k-network, IC and the multifocal perspective of SMEs organizational performance – a relevant and underexplored issue in the literature, offering several avenues for future research. Practical implications The results highlight the economic, political and social relevance of SMEs and the strategic use of k-network to overcome SMEs organizational, financial and managerial difficulties. In such context, analysts, managers, businesspeople and other decision-makers are expected to use this type of network to improve the IC, in its human, relational and structural dimensions, mastering companies’ knowledge and sustainable organizational performance. Originality/value The paper fills a significant research gap, revealing how k-networks can and should be used as a deliberate strategy by SMEs to create, acquire, use, absorb and share information and knowledge, as well as to generate IC, thus providing organizational, financial, innovative and competitive benefits to these enterprises and their network.