Organizational Culture and Organizational Performance

2019 ◽  
pp. 1378-1393
Author(s):  
Anas M. Bashayreh
Keyword(s):  
Organizational Culture ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Insurance Companies ◽  
Organization Performance ◽  
Organizational Cultures ◽  
Organizational Goals ◽  
Different Cultures

Organizational cultures can have varying impacts on organization performance. Oftentimes, employees work harder to achieve organizational goals if they consider themselves to be part of the corporate culture. Different cultures operating in one company can also impact organization performance. Organizational culture is an important part to be considered by dynamic organizations in order to develop some competitive advantage to ensure enhanced organizational performance. This chapter aims to close the gap between understanding the role of organizational culture and the effect on organizational performance among the employees in insurance companies.

Organizational Culture and Organizational Performance

2018 ◽  
pp. 50-69
Author(s):  
Anas M. Bashayreh
Keyword(s):  
Organizational Culture ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Insurance Companies ◽  
Organization Performance ◽  
Organizational Cultures ◽  
Organizational Goals ◽  
Different Cultures

Organizational cultures can have varying impacts on organization performance. Oftentimes, employees work harder to achieve organizational goals if they consider themselves to be part of the corporate culture. Different cultures operating in one company can also impact organization performance. Organizational culture is an important part to be considered by dynamic organizations in order to develop some competitive advantage to ensure enhanced organizational performance. This chapter aims to close the gap between understanding the role of organizational culture and the effect on organizational performance among the employees in insurance companies.

Organizational Culture and Effect on Organizational Performance

2017 ◽  
pp. 1314-1328
Author(s):  
Anas M. Bashayreh
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Significant Relationship ◽  
Study Data ◽  
Insurance Companies ◽  
Culture Dimensions ◽  
Policies And Procedures ◽  
The Relationship ◽  
Organizational Expectations

Organizational culture is an important part to be considered by dynamic organizations in order to develop some competitive advantage to ensure enhanced organizational performance. This study aims to close the gap between understanding the role of organizational culture and the effect on organizational performance among the employees in insurance companies. The objective of this study is to examine the relationship between the dimensions of organizational culture and organizational performance among insurance companies operating in the Jordanian market. A sample of 240 respondents that were selected randomly from insurance companies participated in this study. Data were collected by survey questionnaire. Both descriptive and influential statistic namely frequency, mean, and multiple regression were used to analyze the data. The result shows that there is limited significant relationship between organizational expectations, encourage development, behavioral styles, and stability and communication and organizational performance. The results also showed that a significant relationship exists between policies and procedures and organizational performance. This study explored the results of the effect of organizational culture dimensions on organizational performance and to assess which organizational culture dimensions have a larger marginal impact on organizational performance. This study improved the managers' understanding on a way to improve organizational culture dimensions that have a vital impact on overall performance.

Organizational Culture and Effect on Organizational Performance

2014 ◽  
Vol 5 (2) ◽  
pp. 35-48 ◽  
Author(s):  
Anas M. Bashayreh
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Significant Relationship ◽  
Study Data ◽  
Insurance Companies ◽  
Culture Dimensions ◽  
Policies And Procedures ◽  
The Relationship ◽  
Organizational Expectations

Organizational culture is an important part to be considered by dynamic organizations in order to develop some competitive advantage to ensure enhanced organizational performance. This study aims to close the gap between understanding the role of organizational culture and the effect on organizational performance among the employees in insurance companies. The objective of this study is to examine the relationship between the dimensions of organizational culture and organizational performance among insurance companies operating in the Jordanian market. A sample of 240 respondents that were selected randomly from insurance companies participated in this study. Data were collected by survey questionnaire. Both descriptive and influential statistic namely frequency, mean, and multiple regression were used to analyze the data. The result shows that there is limited significant relationship between organizational expectations, encourage development, behavioral styles, and stability and communication and organizational performance. The results also showed that a significant relationship exists between policies and procedures and organizational performance. This study explored the results of the effect of organizational culture dimensions on organizational performance and to assess which organizational culture dimensions have a larger marginal impact on organizational performance. This study improved the managers' understanding on a way to improve organizational culture dimensions that have a vital impact on overall performance.

The Unique Role of Corporate Culture in Employee Listening Systems

2020 ◽  
pp. 135-152
Author(s):  
Daniel Denison ◽  
Marcus W. Dickson ◽  
Michelle W. Mullins ◽  
Jessie Sanchez
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Organizational Level ◽  
Organizational Studies ◽  
Extensive Literature ◽  
Unique Role ◽  
Systems Perspective ◽  
Unique Application

This chapter gives an overview of the organizational culture perspective and considers the range of contributions that it can make to the design of contemporary employee listening systems. The authors begin by tracing the origins of the culture literature and its evolution as a key element of the systems perspective in organizational studies. In addition to its focus on the organizational level, the culture perspective offers a unique application of qualitative and quantitative methodologies, an extensive literature on predicting organizational performance, and a unique perspective on how cultures are created, which is useful for driving action and inclusion. The chapter also offers a brief overview of seven frameworks for assessing organizational cultures that are useful resources for practitioners and researchers to draw upon. The authors conclude by making a set of recommendations about how to build greater depth and impact to employee listening systems.

scholarly journals The Influence of the Antecedents of SCQRM Implementation on Organizational Performance with the Moderating Role of Organizational Culture in the Indonesian Navy

2021 ◽  
Vol 21 (1) ◽  
pp. 81
Author(s):  
Yohannes Enggar Riyadi ◽  
Lucy Warsindah ◽  
Agus Adriyanto ◽  
Dangan Waluyo
Keyword(s):  
Risk Management ◽  
Organizational Culture ◽  
Organizational Performance ◽  
Strategic Leadership ◽  
Control Mechanisms ◽  
Information Control ◽  
And Control ◽  
The Relationship ◽  
Moderating Role

<p><em>This study aims to determine the effect of the antecedents of Supply chain quality risk management (SCQRM) implementation on organizational performance with the moderating role of organizational culture in the Indonesian Navy. Based on data from questionnaire survey data totaling 260 Indonesian Navy officers, the SCQRM theory model is proposed and the structural equation model is used to test the proposed hypothesis. The results show that strategic leadership, information, and control mechanisms are significant antecedents of SCQRM implementation. Furthermore, strategic leadership and information significantly contribute to organizational performance. An interesting finding is that control mechanisms do not have a direct impact on organizational performance, but they do contribute indirectly to organizational performance mediated by SCQRM implementation. Also, SCQRM implementation significantly contributes to organizational performance and the moderating effect of organizational culture strengthens the relationship between SCQRM implementation and organizational performance. This study focuses on the concept and implementation of SCQRM in Indonesian Navy logistics with the role of strategic leadership, information, control mechanisms, and organizational culture to improve organizational performance using single respondents and expert perceptions, namely Indonesian Navy Officers. The managerial implications suggest that complementary benefits arise from the adoption of a more holistic approach to the management of supply chain quality risk at the organizational level with</em><em> </em><em>supported the role of strategic leadership, information, control mechanisms, and organizational culture will improve organizational performance. Three contributions to science in the development of SCQRM theory. <strong>First</strong>, this study develops an SCQRM theoretical model with three unique dimensions (supplier development, risk management integration, and proactive product recall). <strong>Second</strong>, this study provides a new perfection of how the complementarity system of SCQRM is operated to improve organizational performance. Moreover, the findings imply that a successful SCQRM implementation is built on a complementarity power in risk management resources and routines. The multiple manifestations of the three SCQRM dimensions are all driven by a cohesive, yet unobserved synergy, which also forms one of the competencies of the organization. <strong>Third</strong>, this study also provides a new perfection on the role of strategic leadership, information and control mechanisms as antecedents of SCQRM implementation, and the moderating role of organizational culture that strengthens the relationship between SCQRM implementation and organizational performance</em><em>.   </em><strong></strong></p>

The Role of Performance Management Practices on Organizational Performance

2014 ◽  
pp. 62-85 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

The Role of Medical Tourism in Emerging Markets

2015 ◽  
pp. 89-109 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Emerging Markets ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Business Performance ◽  
Medical Tourism ◽  
Strategic Plan ◽  
Sustainable Competitive Advantage

This chapter reveals the role of medical tourism (MT) in emerging markets, give an overview of tourism, medical tourism, and emerging markets; discusses the advancement of medical tourism in emerging markets; the significance of medical tourism in emerging markets; and the characteristics of medical tourism in emerging markets. The execution of medical tourism is essential for modern organizations that seek to serve suppliers and customers, enhance business performance, reinforce competitiveness, and gain ordinary success in emerging markets. Thus, it is essential for modern organizations to consider their medical tourism applications, create a strategic plan to consistently investigate their dynamic promotion, and instantly respond to the needs of medical tourists in emerging markets. Understanding medical tourism will significantly improve organizational performance and achieve sustainable competitive advantage in emerging markets.

The Role of Strategic Leadership in Building the Geocentric Culture of Global Corporations

2017 ◽  
pp. 1769-1780
Author(s):  
Maria S. Plakhotnik
Keyword(s):  
Organizational Culture ◽  
Corporate Culture ◽  
Strategic Leadership ◽  
National Cultures ◽  
Beliefs And Values ◽  
De Vries ◽  
Global Corporations ◽  
Global Companies

The purpose of the chapter is to discuss the role of strategic leadership in building and sustaining geocentric organizational culture. The geocentric organizational culture is a corporate culture of global corporations (Perlmutter, 1985). This culture has to go above and beyond different national cultures that employees bring with them and foster those beliefs and values that are “comprehensive and compelling” (Kets de Vries & Florent-Treacy, 2002, p. 299) to all employees. The chapter starts with an introduction to global companies and the geocentric culture. Then a review works around strategic leadership is followed by a discussion of the role of strategic leadership in building and sustaining the geocentric culture.

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

2017 ◽  
pp. 148-176 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Essential Role ◽  
Sustainable Competitive Advantage ◽  
Organizational Goals ◽  
The Relationship

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.

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