scholarly journals An Empirical Analysis of Organizational Performance of Construction Companies in Pakistan through Mediating Role of Conflict Management Effectiveness

2020 ◽  
Vol 6 (2) ◽  
pp. 571-584 ◽  
Author(s):  
Haleema Tariq ◽  
Muqqadas Rehman
Keyword(s):  
Conflict Management ◽  
Organizational Performance ◽  
Construction Industry ◽  
Organizational Factors ◽  
Partial Least Square ◽  
Management Effectiveness ◽  
Construction Companies ◽  
Mediating Role ◽  
Workforce Productivity

This paper aims to examine the impact of organizational factors and verify mediating role of conflict management effectiveness on perceived performance of registered construction companies in Pakistan. The study adopts a survey research design using a well-structured questionnaire of 450 employees from construction companies located in Lahore and Karachi. The construction industry is characterized by performance setbacks for decades. Descriptive statistics and mediation analysis were employed to analyze the conceptual model. The research paper concludes that distortions in reduced workforce productivity and relationship conflicts should be overcome by capable professional & administrative services. The analysis depicts that socio-economic and political factors play a significant role to maintain the quality in local construction industry. The findings reveal that performance of construction companies is significantly related to internal factors i.e. workforce productivity, decentralization, perceived organizational politics and relationship conflict. The study provides guidelines to organizational decision-makers and government policy-makers for public reforms in infrastructure to improve their output. The present study was undertaken to provide new horizons and advance understanding on organizational performance (OP) of construction companies in Pakistan. The most significant part of this study is the comprehensive five-factor organizational performance model designed to test mediation among variables using partial least square structural equation modelling (SEM).

Gender and Organizational Conflict Management: The Mediating Role of Personality

2018 ◽  
Author(s):  
Maciej Kościelniak ◽  
Jarosław Piotrowski ◽  
Magdalena Żemojtel-Piotrowska
Keyword(s):  
Conflict Management ◽  
Personality Traits ◽  
Structural Equation ◽  
Online Survey ◽  
Conflict Behavior ◽  
Equation Modeling ◽  
Conflict Management Styles ◽  
Mediating Role ◽  
Big Five Model

Many authors examined the interplay between gender and conflict management preferences, but those findings were often mixed and inconsistent. In the current paper we tried to explain those inconsistencies by investigating the mediating role of personality for the relationship of gender and conflict management. Rahim's inventory was used for identifying five conflict management styles, and Big Five Model theory was a base for assessing participants' personality traits. Data were collected from a sample of 1,055 working Poles (52.7% women), in an online survey. Based on the structural equation modeling we detected multiple indirect mediating paths of gender on conflict management via personality traits, while no direct effect of gender was observed. Despite some limitations, the study sheds light on the actual role of gender in conflict behavior and the importance of personality traits in the conflict management, both from a theoretical and practical perspective.

scholarly journals Factors affecting the organizational performance of manufacturing firms

2017 ◽  
Vol 9 ◽  
pp. 184797901771262 ◽  
Author(s):  
Ahmad Adnan Al-Tit
Keyword(s):  
Organizational Performance ◽  
Measurement Instrument ◽  
Manufacturing Firms ◽  
Factors Affecting ◽  
Mediating Role ◽  
Values And Beliefs ◽  
The Individual ◽  
The Impact ◽  
The Relationship

Numerous studies have been conducted to explore the individual effects of organizational culture (OC) and supply chain management (SCM) practices on organizational performance (OP) in different settings. The aim of this study is to investigate the impact of OC and SCM on OP. The sample of the study consisted of 93 manufacturing firms in Jordan. Data were collected from employees and managers from different divisions using a reliable and valid measurement instrument. The findings confirm that both OC and SCM practices significantly predict OP. The current study is significant in reliably testing the relationship between SCM practices and OP; however, it is necessary to consider cultural assumptions, values and beliefs as the impact of OC on OP is greater than the impact of SCM practices. Based on the results, future studies should consider the moderating and mediating role of OC on the relationship between SCM practices and OP.

scholarly journals ENABLING ORGANIZATIONAL CHANGE – LEADERSHIP, COMMITMENT TO CHANGE AND THE MEDIATING ROLE OF CHANGE READINESS

2013 ◽  
Vol 14 (2) ◽  
pp. 348-363 ◽  
Author(s):  
Sinnappan Santhidran ◽  
V. G. R. Chandran ◽  
Junbo Borromeo
Keyword(s):  
Change Readiness ◽  
Change Leadership ◽  
Partial Least Square ◽  
Least Square ◽  
Asian Countries ◽  
Leadership Change ◽  
Commitment To Change ◽  
Mediating Role ◽  
The Relationship

There has been little empirical analysis on the complex relationship between leadership, change readiness and commitment to change in the context of Asian countries. In this paper, we propose a research model to analyze the interrelationship between leadership, change readiness and commitment to change using the partial least square technique. Results of the study suggest that leadership positively and significantly affect change readiness but not commitment to change. Consequently, change readiness is found to significantly affect commitment to change. In other words, change readiness is found to mediate the relationship between transformational leadership and commitment to change. This may suggest that the influence of leadership is a sequential process affecting change readiness, and in turn, the commitment to change as opposed to the conventional belief that it affects both change readiness and commitment to change simultaneously. The implication of the study is further discussed.

Big data analytics capabilities and organizational performance: the mediating effect of dual innovations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xiaofeng Su ◽  
Weipeng Zeng ◽  
Manhua Zheng ◽  
Xiaoli Jiang ◽  
Wenhe Lin ◽  
...  
Keyword(s):  
Big Data ◽  
Organizational Performance ◽  
Empirical Analysis ◽  
Data Analytics ◽  
Big Data Analytics ◽  
Mediating Effect ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

PurposeFollowing the rapid expansion of data volume, velocity and variety, techniques and technologies, big data analytics have achieved substantial development and a surge of companies make investments in big data. Academics and practitioners have been considering the mechanism through which big data analytics capabilities can transform into their improved organizational performance. This paper aims to examine how big data analytics capabilities influence organizational performance through the mediating role of dual innovations.Design/methodology/approachDrawing on the resource-based view and recent literature on big data analytics, this paper aims to examine the direct effects of big data analytics capabilities (BDAC) on organizational performance, as well as the mediating role of dual innovations on the relationship between (BDAC) and organizational performance. The study extends existing research by making a distinction of BDACs' effect on their outcomes and proposing that BDACs help organizations to generate insights that can help strengthen their dual innovations, which in turn have a positive impact on organizational performance. To test our proposed research model, this study conducts empirical analysis based on questionnaire-base survey data collected from 309 respondents working in Chinese manufacturing firms.FindingsThe results support the proposed hypotheses regarding the direct and indirect effect that BDACs have on organizational performance. Specifically, this paper finds that dual innovations positively mediate BDACs' effect on organizational performance.Originality/valueThe conclusions on the relationship between big data analytics capabilities and organizational performance in previous research are controversial due to lack of theoretical foundation and empirical testing. This study resolves the issue by provides empirical analysis, which makes the research conclusions more scientific and credible. In addition, previous literature mainly focused on BDACs' direct impact on organizational performance without making a distinction of BDAC's three dimensions. This study contributes to the literature by thoroughly introducing the notions of BDAC's three core constituents and fully analyzing their relationships with organizational performance. What's more, empirical research on the mechanism of big data analytics' influence on organizational performance is still at a rudimentary stage. The authors address this critical gap by exploring the mediation of dual innovations in the relationship through survey-based research. The research conclusions of this paper provide new perspective for understanding the impact of big data analytics capabilities on organizational performance, and enrich the theoretical research connotation of big data analysis capabilities and dual innovation behavior.

scholarly journals Mediation by Organizational Design in the Influence of Organizational Ambidexterity on the Performance of Large Manufacturing Firms in Kenya

2020 ◽  
Vol 11 (4) ◽  
pp. 10
Author(s):  
Patrick M. Mutisya ◽  
Peter K'Obonyo ◽  
Kennedy Ogollah ◽  
James M. Njihia
Keyword(s):  
Organizational Performance ◽  
Organizational Design ◽  
Dynamic Capabilities ◽  
Manufacturing Firms ◽  
Primary Data ◽  
Organizational Ambidexterity ◽  
Cross Sectional ◽  
Mediating Role ◽  
Study Results

The aim of this study was to establish the role of organizational design in the organizational ambidexterity - performance relationship among large manufacturing firms (LMFs) in Kenya. The studies linking ambidexterity to organizational performance are few and with mixed findings. The few studies indicate that there is no clear ambidexterity - organizational performance relationship. The research was founded on dynamic capabilities and configurations theories. Based on the reviewed literature, a conceptual model and hypotheses were formulated. The study was guided by positivist philosophy. The population of the research was the entire 107 Kenyan large manufacturing firms (LMFs). Cross-sectional research design was used. Primary data in respect of predictor variables was used and was collected using a structured questionnaire. The respondents were the senior managers of the large manufacturing firms (LMFs) in Kenya; namely Chief Executive Officers/Managing Directors (CEOs/MDs) or General Managers (GMs), or Heads of departments (HODs). Descriptive statistics, correlations, linear, multiple and hierarchical regressions were applied in the data scrutiny and interpretation. The study results showed partial organizational design mediating role in the organizational ambidexterity - performance association of LMFs in Kenya. The study findings are useful to practitioners and managers of LMFs, policymakers in government as well as scholars and researchers. The study recommends further studies on the mediating role of organizational design, different variable operationalization, diversify respondents and context as well as longitudinal study.

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