Age at the Team and Organizational Levels

Age and Work ◽  
2022 ◽  
pp. 152-168
Author(s):  
Florian Kunze ◽  
Kilian Hampel
Keyword(s):  
Organizational Levels

Communicatieklimaat, externe waardering en organisatie-identificatie op verschillende organisatieniveaus / Communication climate and perceived external prestige as determinants of organizational identification at different organizational levels

2007 ◽  
Vol 35 (3) ◽  
Author(s):  
Jos Bartels ◽  
Menno de Jong ◽  
Ad Pruyn ◽  
Inge Joustra
Keyword(s):  
Organizational Identification ◽  
Communication Climate ◽  
Perceived External Prestige ◽  
Organizational Levels

Abstract Abstract Eerder onderzoek heeft uitgewezen dat gepercipieerde externe waardering en communicatieklimaat van invloed zijn op de organisatie-identificatie van werknemers. In dit artikel staat de vraag centraal in hoeverre beide factoren van invloed zijn op de identificatie van werknemers met diverse niveaus binnen hun organisatie.

Leadership performance of nursing supervisors at two organizational levels.

1968 ◽  
Vol 52 (5) ◽  
pp. 414-422 ◽  
Author(s):  
Stanley M. Nealy ◽  
Milton R. Blood
Keyword(s):  
Leadership Performance ◽  
Organizational Levels

scholarly journals Managing Patient Engagement in the Process Approach

2020 ◽  
pp. 1-12
Author(s):  
Małgorzata DYMYT ◽  
Marta WINCEWICZ-BOSY
Keyword(s):  
Decision Making ◽  
Health Services ◽  
Healthcare System ◽  
Patient Engagement ◽  
Patient Involvement ◽  
Process Approach ◽  
Wide Area ◽  
Organizational Levels ◽  
Care Decision

The main goal of the article is to identify the essence, role, premises and conditions of managing patient engagement in the process approach. Patient engagement is an important component of health services, covering a wide area of action at the systemic and organizational levels. A comprehensive and coherent approach to the processes related to patient involvement, especially in the area of care decision-making, is essential for the smooth functioning of the healthcare system.

scholarly journals Mindful unlearning in unprecedented times: Implications for management and organizations

2022 ◽  
pp. 135050762110604
Author(s):  
Mai Chi Vu ◽  
Loi A Nguyen
Keyword(s):  
Transformative Learning ◽  
Crisis Management ◽  
Mindfulness Practice ◽  
Mindful Awareness ◽  
Three Stages ◽  
Organizational Levels ◽  
Past Experiences ◽  
Right Intention

Crises trigger both learning and unlearning at both intra-organizational and inter-organizational levels. This article stresses the need to facilitate unlearning for effective crisis management and shows how we could use mindfulness practice to enhance unlearning and transformative learning in a crisis. This study proposes the conceptualization of mindful unlearning in crisis with different mechanisms to foster unlearning in three stages of crisis (pre-crisis, during-crisis, and post-crisis). These mechanisms include mindful awareness of impermanence and sensual processing (pre-crisis stage), mindful awareness of interdependence and right intention (crisis management stage), and mindful awareness of transiency and past experiences (post-crisis stage).

scholarly journals Misfit? The Use of Metrics in Innovation

2021 ◽  
Vol 14 (8) ◽  
pp. 388
Author(s):  
Ilse Svensson de Jong
Keyword(s):  
Performance Indicators ◽  
Business Performance ◽  
Strategic Change ◽  
Key Performance Indicators ◽  
Significant Degree ◽  
Other Information ◽  
Actual Use ◽  
Sales Organizations ◽  
Organizational Levels

Measuring innovation is a challenging but essential task to improve business performance. To tackle this task, key performance indicators (KPIs) can be used to measure and monitor innovation. The objective of this study is to explore how KPIs, designed for measuring innovation, are used in practice. To achieve this objective, the author draws upon literature on business performance in accounting and innovation, yet moves away from the functional view. Instead, the author focuses explicitly on how organizational members, through their use of KPIs in innovation, make sense of conflicting interpretations and integrate them into their practices. A qualitative in-depth case study was conducted at the innovation department of an organization in the process industry that operates production sites and sales organizations worldwide. In total, 28 interviews and complementary observations were undertaken at several organizational levels (multi-level). The empirical evidence suggests that strategic change, attributed to commoditization, affects the predetermined KPIs in use. Notably, these KPIs in innovation are used, despite their poor fit to innovation subject to commoditization. From a relational perspective, this study indicates that in innovation, KPIs are usually complemented by or supplemented with other information, as stand-alone KPIs exhibit a significant degree of incompleteness. In contrast to conventional studies in innovation and management accounting, this study explores the use of key performance indicators (KPIs) in innovation from an interpretative perspective. This perspective advances our understanding of the actual use of KPIs and uncovers the complexity of accounting and innovation, which involve numerous angles and organizational levels. Practically, the findings of this study will inform managers in innovation about the use of KPIs in innovation and the challenges individual organizational members face when using them. In innovation, KPIs appear to be subjective and used in unintended ways. Thus, understanding how KPIs are used in innovation is a game of reading between the lines, and these KPIs can be regarded as misfits.

scholarly journals Linking Corporate Institutional Logics and Moral Reasoning – Evidence from Large Danish Audit Firms

2021 ◽  
Vol 32 (1) ◽  
pp. 53-83
Author(s):  
Pamela Kent ◽  
Dennis van Liempd
Keyword(s):  
Moral Reasoning ◽  
Institutional Logics ◽  
Technical Expertise ◽  
Audit Firms ◽  
Organizational Levels

This paper examines whether organizational levels of owner/partner, CPA manager, supervisor and other audit staff are associated with institutional logics of auditors in large Danish audit firms. Our findings identify the presence of the professional logic and commercial logic with the professional logic being two explicit logics of a fiduciary and a technical-expertise logic. The organizational levels of CPA manager, supervisor and other staff are significant in explaining the presence of the technical-expertise logic, but not the fiduciary logic. Higher moral reasoning of auditors and being a female are significantly associated with the presence of the fiduciary logic. All four organizational levels are significant in explaining the identified commercial logic with further tests indicating that partners place more emphasis than supervisors on the commercial logic. Additional tests examine whether moral reasoning is associated with the professional fiduciary, professional technical-expertise and commercial logics and whether organizational levels explain moral reasoning. We find that a higher professional fiduciary logic is associated with higher auditor moral reasoning. In contrast, lower moral reasoning is associated with higher professional technical-expertise and commercial logics. In addition, increased audit experience is associated with lower moral reasoning.

Human Resources in the Balanced Scorecard System

2011 ◽  
pp. 611-618
Author(s):  
Juha Kettunen
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Development Project ◽  
Management Tools ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Future Situation ◽  
Organizational Levels ◽  
Administrative Units

Strategic planning is a matter of mapping the route between the perceived present circumstances and the desired future situation. Strategic management adapts higher education institutions (HEI) to their environment including educational policy, local demand for skilled labor, and other factors. The purpose of HEIs is to positively affect the development of society and the local community. The balanced scorecard approach developed by Kaplan and Norton (2001, 2004, 2006) is a framework for the communication and implementation of the strategy. The approach creates a shared understanding of the strategic plan by describing the plan using strategy maps, strategic objectives, measures and target values for the planning period (Niven, 2005). The balanced scorecard approach can be combined with other approaches and management tools. The purpose of this article is to report on a development project where the balanced scorecard approach was applied in the management information system MIS) of an HEI. The MIS integrates the different approaches of management into human resources (HR) planning. It is important that the balanced scorecard approach is supported by the MIS. This is especially critical in large organizations. Many administrative units and organizational levels emphasize the importance of automation enabling management to consistently aggregate the scorecards of lower organizational levels to the overall scorecard. The MIS with a portal is a valuable communication channel, information processor, management tool and the joint memory of the organization. The empirical part of the article describes the MIS of the Turku University of Applied Sciences (TUAS), where the MIS is based on strategic management and the balanced scorecard approach. The system integrates budgeting, action plans, HR planning and quality management. The data warehouse approach is used to capture data from the diverse source systems and to store the data in an integrated database. An MIS portal was developed to support the management process and be open to the personnel of the institution. The portal supports the dialogue and commitment of the personnel to the strategic outlines. The portal is open to management and the personnel of the institution.

Epistemetrics

2011 ◽  
pp. 205-215
Author(s):  
Eliezer Geisler
Keyword(s):  
Explicit Knowledge ◽  
Human Knowledge ◽  
Fundamental Level ◽  
Organizational Levels ◽  
The Individual ◽  
The Brain

This chapter is focused on the ways and processes by which we measure human knowledge at both the individual and organizational levels. “How” we measure knowledge is strongly related to the notion of “what” we measure, described in the previous chapter. The nature of knowledge that can be measured is the externalized or explicit knowledge shared and diffused among individuals and their organizations. We recognize the existence of KANEs as the clustering of sensorial input, but we are unable at this point to adequately measure them. We have the capability to measure sensorial activities and the locations in the brain of excitations and activities that signify cognition and emotions, but we are still unable to measure knowledge at the fundamental level of clustering of sensorial inputs.1

Sign in / Sign up

Export Citation Format

Share Document