Outcome Orientation in Austria*,**

Author(s):  
Tobias Polzer ◽  
Johann Seiwald
Keyword(s):  
2010 ◽  
Vol 6 (2) ◽  
Author(s):  
Agus Utomo

This research is done of PDAM Java-Bali region, concerning to the title of the Influence Analysis of culture toward job satisfaction and corporate performance.The amount if samples in this research is about 324 Directors of PDAM Java-Bali Area, by its analysis unit on the organizational level of PDAM cover the 3 directors : Prime director, General Director and Technical director of 114 offices of PDAM. Data is collected by using media questionnaire. Technique of Analysis used in this research is based on structured Equation Modelling by using AMOS 6th version software.The result shows the findings of : The Organization values have positive and significant influences toward the job satisfaction; The organization climate has positive and significant influences toward the job satisfaction; The attention to detail has a positive but not significant influence toward the job satisfaction: The outcome orientation has a positive but not significant influences toward the job satisfaction; The team  orientation has negative and non significant influences toward the job satisfaction; The aggressiveness has positive and significant influences toward the job satisfaction; The organization values have positive and significant influences toward the corporate performance The Organization Climate has negative and non significant influences toward the corporate performance; The attention to detail has positive and not significant influences toward the corporate performances.The team orientation has negative and non significant influences toward the corporate performance; the aggressiveness has positive and significant influences toward the corporate performance; job satisfaction has positive and significant influences toward the corporate performance. The result of this research also performs that over the job satisfaction, the organization values, organization climate, and aggressiveness have positive and significant influences toward the corporate performance.These specific findings could be contributed to the development of corporate culture in order to increase the PDAM Job Satisfaction and Performance. It’s, therefore, the time to adopt and more pushing the organization values, organization. Climate and aggressiveness, as they become the corporate culture variables that fully supported to everybody among individual organization and society using the PDAM product.Keywords : Corporate Culture, Job Satisfaction and Corporate Performance.


2009 ◽  
Vol 63 (1) ◽  
pp. 137-154 ◽  
Author(s):  
Meghna Virick ◽  
Nancy DaSilva ◽  
Kristi Arrington

The purpose of this study is to determine factors that are related to employee satisfaction with telecommuting. Recent research supports the notion of a curvilinear relation between extent of telecommuting and job satisfaction. Drawing on control theory, we find that performance outcome orientation (degree to which objective criteria are used in employee evaluation) moderates the curvilinear relation between extent of telecommuting and job satisfaction. We also find support for a curvilinear (inverted U) relation between extent of telecommuting and life satisfaction, with worker type (defined by work drive and work enjoyment) moderating that relation.


2016 ◽  
pp. 1551-1577
Author(s):  
Ralph Jonkers ◽  
Ronald van Rossum ◽  
Gilbert Silvius

This chapter reports an explorative study on the relationship between Information Systems Strategy and the Perception of Project Success. The authors built upon the theoretical foundations of prior research and constructed their conceptual research model from literature. The authors' study defines IS strategy as the degree to which the organization has a shared perspective to seek innovation through IS. The authors operationalize project success by grouping six project success criteria into process-orientation and outcome-orientation. The authors use a quantitative and conclusive descriptive design to study associations between these variables. The type of design they follow is cross-sectional where IS strategy and perceived project success are assayed in a sample of subjects once and the relationships between them are determined. The authors' data is collected using an online questionnaire by a combination of business and IT managers and executives, working at organizations with a certain level of IS maturity. The authors' research finds good support to posit that organizations with an innovative IS strategy are more focused on the outcome of a project than on the project process itself and that organizations with a conservative IS strategy do show some characteristics of a process-oriented view. Furthermore, their research indicates that a more innovative organization relates to a lower perceived importance of Cost and a higher perceived importance of Value and Learning. On the other hand, they find support that a more conservative organization relates to a higher perceived importance of Cost and a lower perceived importance of Use. Next to these findings the authors' study concludes with implications for practitioners and suggestions for further explorative research.


2011 ◽  
Vol 8 (2) ◽  
pp. 216-223 ◽  
Author(s):  
Katarina Kuss ◽  
Armin Falk ◽  
Peter Trautner ◽  
Christian E. Elger ◽  
Bernd Weber ◽  
...  

Author(s):  
Ralph Jonkers ◽  
Ronald van Rossum ◽  
Gilbert Silvius

This article reports an explorative study on the relationship between Information Systems Strategy and the Perception of Project Success. The authors built upon the theoretical foundations of prior research and constructed their conceptual research model from literature. The authors' study defines IS strategy as the degree to which the organization has a shared perspective to seek innovation through IS. The authors operationalize project success by grouping six project success criteria into process-orientation and outcome-orientation. The authors use a quantitative and conclusive descriptive design to study associations between these variables. The type of design they follow is cross-sectional where IS strategy and perceived project success are assayed in a sample of subjects once and the relationships between them are determined. The authors' data is collected using an online questionnaire by a combination of business and IT managers and executives, working at organizations with a certain level of IS maturity. The authors' research finds good support to posit that organizations with an innovative IS strategy are more focused on the outcome of a project than on the project process itself and that organizations with a conservative IS strategy do show some characteristics of a process-oriented view. Furthermore, their research indicates that a more innovative organization relates to a lower perceived importance of Cost and a higher perceived importance of Value and Learning. On the other hand, they find support that a more conservative organization relates to a higher perceived importance of Cost and a lower perceived importance of Use. Next to these findings the authors' study concludes with implications for practitioners and suggestions for further explorative research.


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