Organizational Behavior

Organizational culture is believed to be an enabler in increasing competitive advantage in higher education. This article evaluates the introduction of higher education into the development agenda and the introduction of sustainable development goals (SDGs) as a parallel but fragmented multilateral agenda and university reorientation. The research method uses qualitative methods with data from interviews, observations and documentation. The results of the study show the manifestation of organizational culture in creating a competitive advantage for universities. The research findings highlight the framework of the organizational culture building model and its framework (competing value framework). In addition, the results of the study indicate the need for strategic planning; adaptation of technological renewal through the practice of a culture of innovation; development of a partnership-based higher education network; interpersonal modalities of higher education service quality; performance improvement through service systems and effective leadership. The focus of attention leads to a competitive advantage strategy model based on university sustainability development. The important role of multi-stakeholder networks is to become a liaison facilitator who mediates between organizational culture and university competitive advantage. The originality of the value of this research contributes to filling the gaps in the literature on cultural studies and organizational behavior in the higher education sector, where the study of organizational culture in relation to creating competitive universities and or organizational resilience is still limited to date. Accreditation as a form of guarantee quality of education This study will discuss strategies to improve accreditation at SMPN 6 Permata and SMP Terpadu Semayoen Nusantara. The purpose of this study was to determine the strategic management carried out by the Principal in Improving School Accreditation. This study uses a qualitative method with a case study technique which is analyzed through a comparative study. Data collection techniques through interviews, observations and documentation of informants came from the Principal and the Teacher Council. The results showed that accreditation was carried out through a comprehensive assessment process referring to the SNP. Meanwhile, SMPN 6 Permata received a C accreditation while SMP Terpadu Semayoen received a B. The two schools have different characteristics of accreditation management, SMPN refers to professional values while SMP Terpadu Semayoen refers to systems theory in the form of strategic management implementation. This research has social implications for public accountability.

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Budaya Organisasi dalam Menciptakan Daya Saing Menuju Sustainabilitas Perguruan Tinggi

Idarah (Jurnal Pendidikan dan Kependidikan) ◽

10.47766/idarah.v5i1.1442 ◽

2021 ◽

Vol 5 (1) ◽

pp. 1-16

Author(s):

Muhammad Rizkal Fajri ◽

Sukatin Sukatin

Keyword(s):

Higher Education ◽

Organizational Culture ◽

Organizational Behavior ◽

Competitive Advantage ◽

Development Agenda ◽

Strategy Model ◽

Research Findings ◽

Development Goals ◽

Education Network ◽

Multi Stakeholder

Organizational culture is believed to be an enabler in increasing competitive advantage in higher education. This article evaluates the introduction of higher education into the development agenda and the introduction of sustainable development goals (SDGs) as a parallel but fragmented multilateral agenda and university reorientation. The research method uses qualitative methods with data from interviews, observations and documentation. The results of the study show the manifestation of organizational culture in creating a competitive advantage for universities. The research findings highlight the framework of the organizational culture building model and its framework (competing value framework). In addition, the results of the study indicate the need for strategic planning; adaptation of technological renewal through the practice of a culture of innovation; development of a partnership-based higher education network; interpersonal modalities of higher education service quality; performance improvement through service systems and effective leadership. The focus of attention leads to a competitive advantage strategy model based on university sustainability development. The important role of multi-stakeholder networks is to become a liaison facilitator who mediates between organizational culture and university competitive advantage. The originality of the value of this research contributes to filling the gaps in the literature on cultural studies and organizational behavior in the higher education sector, where studies on organizational culture in relation to creating competitive universities and or organizational resilience are still limited to date.

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Positive Workplaces

The Oxford Handbook of Positive Psychology ◽

10.1093/oxfordhb/9780195187243.013.0055 ◽

2009 ◽

pp. 578-588

Author(s):

Fred Luthans ◽

Carolyn M. Youssef

Keyword(s):

Organizational Behavior ◽

Psychological Capital ◽

Future Research ◽

Positive Organizational Behavior ◽

Performance Impact ◽

Research Directions ◽

Future Research Directions ◽

And Performance ◽

Definition Of ◽

Psychological Capacities

Over the years, both management practitioners and academics have generally assumed that positive workplaces lead to desired outcomes. Unlike psychology, considerable attention has also been devoted to the study of positive topics such as job satisfaction and organizational commitment. However, to place a scientifically based focus on the role that positivity may play in the development and performance of human resources, and largely stimulated by the positive psychology initiative, positive organizational behavior (POB) and psychological capital (PsyCap) have recently been introduced into the management literature. This chapter first provides an overview of both the historical and contemporary positive approaches to the workplace. Then, more specific attention is given to the meaning and domain of POB and PsyCap. Our definition of POB includes positive psychological capacities or resources that can be validly measured, developed, and have performance impact. The constructs that have been determined so far to best meet these criteria are efficacy, hope, optimism, and resiliency. When combined, they have been demonstrated to form the core construct of what we term psychological capital (PsyCap). A measure of PsyCap is being validated and this chapter references the increasing number of studies indicating that PsyCap can be developed and have performance impact. The chapter concludes with important future research directions that can help better understand and build positive workplaces to meet current and looming challenges.

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From #MeToo to #TimesUp: Identifying Next Steps in Sexual Harassment Research in the Organizational Sciences

Journal of Management ◽

10.1177/0149206320980518 ◽

2020 ◽

pp. 014920632098051

Author(s):

Nitya Chawla ◽

Allison S. Gabriel ◽

Anne O’Leary Kelly ◽

Christopher C. Rosen

Keyword(s):

Sexual Harassment ◽

Organizational Policies ◽

Policies And Procedures ◽

Organizational Scholarship ◽

Scholarly Attention ◽

Organizational Sciences

Organizational scholarship on workplace sexual harassment has been dormant in recent decades. Yet, the #MeToo and #TimesUp movements—which have shed critical light on experiences of sexual harassment in organizations—suggests that renewed scholarly attention on this topic is both crucial and warranted. In the current commentary, we provide recommendations for ways that scholars can revitalize attention to this topic, extending both scholarly and practitioner understanding of this phenomenon. In addition, we encourage scholars to begin expanding the conceptualization of sexual harassment to also encompass more subtle forms of harassment. Critically, broadening our scholarly knowledge of workplace sexual harassment can inform organizational policies and procedures aimed toward reducing its prevalence and impact.

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