The Impact of Job Commitment on the Relationship between Organizational Culture and Sustainable Development

Women form half of the world's population, but the same cannot be said for their active participation in economic development. Sustainable, strong economies can be achieved through equally active involvement in the process by developing or keeping up to date the skills of individuals in society. This paper focuses on women's contribution to sustainable development as entrepreneurs through Lifelong Learning. The paper consists of two sections. The first section discusses the relationship between accessibility to digital age-appropriate education and sustainable development in Lifelong Learning. The second section is a good practice of the impact of the "Women First in Entrepreneurship" project on developing women's entrepreneurship. It covers the reasons for the project and its implementation process, outputs, and impact. To increase women's participation in the labor market as part of sustainable development in today's economy, the project, which began in 10 pilot provinces, is currently being implemented across Turkey. The project has been implemented under the coordination of the Turkish Directorate General for Lifelong Learning since 2015. The General Directorate of Lifelong Learning is the highest policymaking authority in Turkey to strengthen the adult education system.

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National and Organizational Culture, Performance Evaluation and Trust: Evidence from Multinational Company Subsidiary in Indonesia

Signifikan Jurnal Ilmu Ekonomi ◽

10.15408/sjie.v6i2.4733 ◽

2017 ◽

Vol 6 (2) ◽

pp. 319-344

Author(s):

Unggul Purwohedi

Keyword(s):

Organizational Culture ◽

Performance Evaluation ◽

National Culture ◽

Evaluation Process ◽

Objective Evaluation ◽

Trust Building ◽

Local Staff ◽

Mnc Subsidiary ◽

The Impact ◽

The Relationship

The aim of this study is to investigate the impact of national and organizational culture on the relationship between accounting and trust in a subsidiary of a Western Multi-National Company (MNC) in Indonesia. This study use a qualitative field study of one French MNC subsidiary and interview four expatriate directors, nine Indonesian managers and 10 Indonesian employees. Key themes were identified with the assistance of NVivo software. In this study, accounting, through formal performance evaluation, contributes to trust building between supervisors and their subordinates. Formal performance evaluation through transparent and objective evaluation increases trust in the supervisor. On the other hand, informal performance evaluation tends to decrease trustful behaviour due to secrecy in the evaluation process. It appears that Indonesian national culture does influence organizational culture preference in the local staff. Individuals share national culture as a result of values developed from family, religion, education, and experience.DOI: 10.15408/sjie.v6i2.4733

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The Impact of Different Organizational Cultures on IT Outsourcing Relationship Management

International Journal of Innovation in the Digital Economy ◽

10.4018/jide.2013040105 ◽

2013 ◽

Vol 4 (2) ◽

pp. 50-66 ◽

Cited By ~ 3

Author(s):

Parisa Aasi ◽

Ivan Nunes ◽

Lazar Rusu ◽

Georg Hodosi

Keyword(s):

Organizational Culture ◽

It Outsourcing ◽

Business Strategies ◽

It Service ◽

External Agents ◽

Global Companies ◽

Open Discussion ◽

Specific Factors ◽

The Impact ◽

The Relationship

Globalization has affected the organizations in many aspects such as structure, architecture, internal/external strategies and sourcing management. Outsourcing is one of the recent business strategies used to provide IT needs via external agents. The relationship between the service buyer and provider companies is a constituent playing a significant role in IT outsourcing success or failure. This research has a focus on the influence of organizational culture of buyer companies on the specific factors of trust, cooperation, communication and commitment in their relationship with the IT service provider. Two explorative case studies are done in global companies using ITO which revealed the presence of organizational culture effect. Particularly, being innovative, having open discussion as an organizational culture and looking for extending contracts with providers as a strategy, appeared as the major difference between the two cases organizational culture; which influences the studied factors of ITO relationship in this research.

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Workplace Violence and Employee Engagement: The Mediating Role of Work Environment and Organizational Culture

SAGE Open ◽

10.1177/2158244020935885 ◽

2020 ◽

Vol 10 (2) ◽

pp. 215824402093588

Author(s):

Zohra Saleem ◽

Zhou Shenbei ◽

Ayaz Muhammad Hanif

Keyword(s):

Organizational Culture ◽

Work Environment ◽

Employee Engagement ◽

Workplace Violence ◽

Equation Modeling ◽

Mediating Role ◽

Customer Care ◽

Negative Effect ◽

The Impact ◽

The Relationship

Employees working across all domains of professions are exposed to workplace violence (WPV). Few researchers have investigated the effects of WPV on employee engagement (EE) and the impact of the work environment and organizational culture on their relationship. The aim of this research is to describe the effect of WPV on EE and clarify the relationship between WPV, work environment, organizational culture, and EE. A cross-sectional study was performed on the data, collected from 178 alumni of a university, currently employed in caring, customer care, managerial, and technology professions in Pakistan. Structural equation modeling (SEM), confirmatory factor analysis (CFA), analysis of variance (ANOVA), and Tukey post hoc tests were employed for data analysis. The results showed that 88.7% of respondents had experienced WPV during the last 12 months. Significant differences existed in the work-related harassment and physical violence reported by occupational groupings. WPV had a significant direct negative effect on EE (β = −.556**), work environment (β = −.440) and organizational culture (β = −.758**). Furthermore, the work environment (β = −.123**) and organizational culture (β = −.157**) have a significant negative effect on EE, and both mediated the relationship between WPV and EE. The results show that employees working in caring and customer care are exposed to considerable risk of WPV. The findings underscore that a supportive work environment and positive organizational culture play a mediating role between WPV and EE among employees.

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The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

International Business Research ◽

10.5539/ibr.v9n1p43 ◽

2015 ◽

Vol 9 (1) ◽

pp. 43 ◽

Cited By ~ 5

Author(s):

Ahmad A. Al-Tit

Keyword(s):

Organizational Culture ◽

Knowledge Management ◽

Organizational Performance ◽

Knowledge Creation ◽

Positive Role ◽

Mediating Role ◽

Hrm Practices ◽

The Impact ◽

The Relationship

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

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Organisational commitment as a moderating role in the relationship between power distance perception and outcome variables

BMJ Leader ◽

10.1136/leader-2017-000020 ◽

2018 ◽

Vol 2 (1) ◽

pp. 16-19

Author(s):

Sima Rafiei ◽

Sina Abdollahzade

Keyword(s):

Job Satisfaction ◽

Multiple Regression ◽

Power Distance ◽

Organisational Commitment ◽

Job Responsibilities ◽

Job Commitment ◽

Moderated Multiple Regression ◽

Hospital Employees ◽

The Impact ◽

The Relationship

BackgroundHealthcare organisations have mainly emphasised on significant role of human resources in improving organisational performance and obtaining competitive advantage. This study aimed to investigate the relationship between perception of justice among hospital employees and outcome variables such as organisational commitment, job satisfaction and readiness to accept job responsibilities. It further examined the impact of job commitment on the relationship between perception of power distance, job satisfaction and readiness to accept responsibilities.MethodsA cross-sectional, descriptive design study was conducted among hospital employees affiliated by Qazvin University of Medical Sciences, Qazvin, Iran. A standard questionnaire taken from Francesco and Chen study was applied to gather data. Descriptive statistics, correlation coefficient, linear regression and moderated multiple regression were used to analyse study data using SPSS V.20.ResultsStudy findings showed that the level of power distance perceived by employees had a significant relationship with job satisfaction, employee participation, organisational commitment and readiness to accept job responsibilities (P<0.05). Moderated multiple regression results supported the hypothesis that job commitment had a significant moderating effect on the relationship between perception of justice, job satisfaction and readiness to work (β1=0.7, β2=0.4, P<0.05).ConclusionApplying strengthening strategies to improve employee commitment to their work and job responsibilities help organisations maintain more satisfied workforce who have positive perception towards justice in the workplace.

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The impact of organizational culture on supply chain integration: a contingency and configuration approach

Supply Chain Management An International Journal ◽

10.1108/scm-11-2013-0426 ◽

2015 ◽

Vol 20 (1) ◽

pp. 24-41 ◽

Cited By ~ 70

Author(s):

Zhi Cao ◽

Baofeng Huo ◽

Yuan Li ◽

Xiande Zhao

Keyword(s):

Organizational Culture ◽

Supply Chain ◽

Synergistic Effects ◽

Supply Chain Integration ◽

Three Dimensions ◽

Theoretical Terms ◽

Content Type ◽

Supplier Integration ◽

The Impact ◽

The Relationship

Purpose – This study aims to bridge the gap in understanding the effects of organizational culture on supply chain integration (SCI) by examining the relationships between organizational cultures and SCI. The extant studies investigating the antecedents of SCI focus mainly on environments, interfirm relationships and other firm-level factors. These studies generally overlook the role of organizational culture. The few studies that do examine the effects of organizational culture on SCI show inconsistent findings. Design/methodology/approach – By placing organizational culture within the competing value framework (CVF), this study establishes a conceptual model for the relationships between organizational culture and SCI. The study uses both a contingency approach and a configuration approach to examine these proposed relationships using data collected from 317 manufacturers across ten countries. Findings – The contingency results indicate that both development and group culture are positively related to all three dimensions of SCI. However, rational culture is positively related only to internal integration, and hierarchical culture is negatively related to both internal and customer integration. The configuration approach identifies four profiles of organizational culture: the Hierarchical, Flexible, Flatness and Across-the-Board profiles. The Flatness profile shows the highest levels of development, group and rational cultures and the lowest level of hierarchical culture. The Flatness profile also achieves the highest levels of internal, customer and supplier integration. Research limitations/implications – This study is subject to several limitations. In theoretical terms, this study does not resolve all of the inconsistencies in the relationship between organizational culture and SCI. In terms of methodology, this study uses cross-sectional data from high-performance manufacturers. Such data cannot provide strong causal explanations, but only broad and general findings. Practical implications – This study reminds managers to consider organizational culture when they implement SCI. The study also provides clues to help managers in assessing and adjusting organizational culture as necessary for SCI. Originality/value – This study makes two theoretical contributions. First, by examining the relationships between organizational culture and SCI in a new context, the findings of the study provide additional evidence to reconcile the previously inconsistent findings on this subject. Second, by departing from the previous practice of investigating only particular dimensions of organizational culture, this study adopts a combined contingency and configuration approach to address both the individual and synergistic effects of all dimensions of organizational culture. This more comprehensive approach deepens our understanding of the relationship between organizational culture and SCI.

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Determining the Impact of Supervisory Support on Employee Engagement in the Telecommunication Sector of Ghana: The Role of Supportive Organizational Culture

SEISENSE Business Review ◽

10.33215/sbr.v1i2.588 ◽

2021 ◽

Vol 1 (2) ◽

pp. 15-31

Author(s):

Leslie Afotey Odai ◽

Jingzhao Yang ◽

Isaac Ahakwa ◽

Shaibu Ismaila Mohammed ◽

Samuel Dartey

Keyword(s):

Organizational Culture ◽

Employee Engagement ◽

Structural Equation ◽

Partial Least Square ◽

Least Square ◽

Equation Modeling ◽

Supervisory Support ◽

Telecommunication Sector ◽

The Impact ◽

The Relationship

Purpose- Organizations that enforce effective supervisory support through their cultural traits see their employees reciprocating through positive outcomes. The study explored the impact of supervisory support on employee engagement in Ghana’s telecommunications sector and the moderating effect of supportive organizational culture on the relationship. Design/Methodology- A correlational descriptive research design was adopted. A sample of three hundred and fifty-three (353) employees was drawn randomly from a top selected telecommunication company in the Accra Metropolis of Ghana. Information collated were analyzed using Statistical Package for Social Sciences (SPSS version 26) and partial least square based on Structural Equation Modeling (SEM) Findings- The findings indicate that supervisory support significantly influences employee engagement. Again it was revealed that supportive organizational culture influences employee engagement and substantially moderates the relationship between supervisory support and employee engagement. Practical Implications- The findings provide valuable suggestions for organizations, managers, and supervisors to emphasize on measures such as a robust feedback system, training of supervisors, and enhancing employees' freedom to operate within the organization, which increases employee engagement and optimizing the organization’s competitive advantage.

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Executive compensation, organizational culture and the glass ceiling

Corporate Ownership and Control ◽

10.22495/cocv11i2c1p7 ◽

2014 ◽

Vol 11 (2) ◽

pp. 239-247

Author(s):

Michaël Dewally ◽

Susan Flaherty ◽

Daniel Singer

Keyword(s):

Organizational Culture ◽

Executive Compensation ◽

Glass Ceiling ◽

Strong Impact ◽

Female Executives ◽

Equity Compensation ◽

Compensation Systems ◽

Managerial Power ◽

The Impact ◽

The Relationship

This study examines the impact of organizational culture on executive compensation systems. Organizational culture is found to have a strong impact on the relationship between CEO equity compensation and organizational effectiveness. Compensation patterns found in traditional organizations are interpreted to reflect a Managerial Power Theory of executive compensation. In contrast, in positive organizations, the exercise of managerial power appears to be constrained by the internal values of that organization and the need for the leader to maintain his or her authenticity. Female executives who have penetrated the glass ceiling in both traditional and positive organizations are found to contribute to a culture in which executive compensation reflects an Optimal Contract approach to principle-agent relationships for CEOs and shareholders.

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The impact of organizational culture on innovation for the development of tourism SMEs in the municipality of Caborca, Sonora

Journal of Bussines and SMEs ◽

10.35429/jbs.2019.16.5.1.11 ◽

2019 ◽

pp. 1-11

Author(s):

Javier Saucedo-Monarque ◽

Oscar Ernesto Hernández-Ponce ◽

Luis Enrique Valdez-Juárez

Keyword(s):

Organizational Culture ◽

Explanatory Power ◽

Measurement Instrument ◽

Logit Analysis ◽

Chi Square ◽

Proposed Model ◽

Independent Variable ◽

The Impact ◽

The Relationship ◽

Structured Questionnaire

The results presented in this study related the factor of organizational culture with innovation for the development of small tourist businesses (SMEs) in the municipality of Caborca, Sonora. For which an exploratory analysis of the model, was made to subsequently analyze the Association of variables through the model of the Chi-square and thus be able to check the predictive and explanatory power of the same by means of Probit and Logit analysis. The collection of data was used as measurement instrument a structured questionnaire was administered to managers or entrepreneurs of tourism SMEs in the municipality of Caborca, Sonora. Where was the reliability of the instrument for measuring, the R² and significance of the model Chi square statistical analysis was used to identify the relationship and association between the variables of the proposed model, obtaining the coefficient Gamma with a strong correlation between the variables, as well as Gamma, Probit and Logit values, acceptable values for the relationship between the dependent variable and the independent variable was observed. A higher rate and robustness of prediction of the variables with acceptable significance was also obtained.

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