scholarly journals The Multi-level Homologous Logic and Prospective Research Concept on the Effects of Creativity and Ambidextrous Leadership on Innovative Performance

2017 ◽  
Vol 9 (2) ◽  
pp. 113 ◽  
Author(s):  
Katarzyna Piórkowska
Keyword(s):  
Organizational Performance ◽  
Organizational Level ◽  
Extensive Literature ◽  
Innovative Performance ◽  
Measurement Tools ◽  
Research Concept ◽  
Multi Level ◽  
The Individual ◽  
Conceptual Research ◽  
Ambidextrous Leadership

The aim of the paper is to develop a conceptual research framework with regard to the relationships between creativity, ambidextrous leadership and innovative performance incorporating a multi-level homologous perspective. The aim has been achieved through critical extensive literature studies. The overarching key finding is that the effects of creativity and ambidextrous leadership on innovative performance may be examined within a multi-level homologous approach illustrating the associations among creativity, creative performance, and organizational performance at the individual, team, and organizational performance. The first section presents a general overview of the creativity phenomenon, namely creativity conceptualization as well as antecedents and effects at individual, team, and organizational level. The creativity with regard to ambidextrous leadership has been highlighted in the second section. Then, creativity, ambidextrous leadership and innovative performance in terms of a multi-level homologous research concept (specifically, a model, propositions, and measurement tools proposed) have been illustrated in the third section. Final remarks and research directions have been posed in the last section.

The individual and organizational level effects of TQM practices on job satisfaction

2017 ◽  
Vol 38 (2) ◽  
pp. 215-225 ◽  
Author(s):  
Daniel I. Prajogo ◽  
Brian Cooper
Keyword(s):  
Job Satisfaction ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Employee Attitudes ◽  
Organizational Level ◽  
Total Quality ◽  
Content Type ◽  
Multi Level ◽  
The Individual ◽  
A Company

Purpose The purpose of this paper is to examine the multi-level relationship between people-related total quality management (TQM) practices and employee job satisfaction. The authors draw upon organizational climate theory to hypothesize that TQM is related to job satisfaction at the individual employee level, as well as at the organizational level in the form of shared perceptions of TQM practices in the workplace. Design/methodology/approach Multi-level modelling was used to test the study hypotheses. The sample was drawn from 201 employees working in 23 organizations in Australia. Findings The findings show that people-related TQM practices are positively related to job satisfaction at both individual and organizational levels, with a stronger effect on employee attitudes observed at the organizational level. Research limitations/implications The statistically significant multi-level relationship between people-related TQM practices and job satisfaction extends the findings of previous studies conducted only at the individual level; thus, supporting the sustainability of TQM as a management principle at a company-wide level. Practical implications The findings broadly support the implementation of people-related TQM practices as part of a strategy of creating a “high performance” climate in organizations, which in turn, will likely to positively affect both individual and organizational performance. Social implications From a wider social perspective, the implementation of TQM practices as a company-wide initiative could facilitate greater corporate social responsibility of the organization. Such practices as training, involving, and empowering employees can promote social commitment by valuing employees as one important stakeholder. Originality/value This is the first empirical study to the best of the author’s knowledge that uses multi-level modelling to examine the relationship between TQM practices and employee attitudes such as job satisfaction.

The Business Value of E-Collaboration

2010 ◽  
pp. 144-154 ◽  
Author(s):  
Lior Fink
Keyword(s):  
Conceptual Framework ◽  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Business Value ◽  
Organizational Level ◽  
Resource Based View ◽  
Collaborative Technologies ◽  
Knowledge Based ◽  
Collaborative Processes ◽  
The Individual

This article presents a conceptual framework of the business value of e-collaboration. In the past decade, firms have increasingly implemented collaborative technologies to support business activities, and investments in collaborative technologies have taken an increasing share of firms’ e-business investments. Presumably, such investments have been motivated by the notion that the implementation of collaborative technologies has business value. While research has repeatedly demonstrated the individual- and group-level impacts of collaborative technologies, it has rarely addressed their impacts at the organizational level and demonstrated their business value. In this article, I draw on three strategic management frameworks – the resource-based view of the firm, the knowledge-based view of the firm, and the dynamic capabilities perspective – to describe how specialized knowledge assets can be integrated through collaborative processes to create and sustain a competitive advantage. I then use this conceptualization as a platform for defining the organizational roles of collaborative technologies and the potential impact of each role on organizational performance. The main objective of this article is to provide a conceptual framework for researchers and practitioners who are interested in investigating and understanding the organizational impacts of collaborative technologies.

Exploring the relationships between the learning organization and organizational performance

2015 ◽  
Vol 38 (2) ◽  
pp. 126-148 ◽  
Author(s):  
Mohan P. Pokharel ◽  
Sang Ok Choi
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Learning Organization ◽  
Positive Impact ◽  
Mediating Effect ◽  
Organizational Level ◽  
Individual Group ◽  
Content Type ◽  
Public Sector Organizations ◽  
The Individual

Purpose The purpose of this research is to evaluate the Dimensions Of Learning Organization Questionnaire (DLOQ) framework from the perspective of public sector organizations. We have used performance indicator data after organizational learning inspired intervention in a semi-autonomous network of public sector organizations. Design/methodology/approach This study used original administrative data to track the learning progress, as measured by a ratio of access to funding sources. The study also collected survey data using tailored DLOQ instruments and then determined the efficacy of DLOQ framework for public sector organizations. Several data analysis techniques were used to specify a final set for the learning organization instrument with construct validity and instrument reliability. Confirmatory factor analysis was selected to test the construct validity for the measurement of the dimensions of the learning organization and to verify the adequacy of the item to factor associations and the number of dimensions underlying the construct. Findings We found evidence that confirms that the organizational level (particularly the system connection) has a positive impact on organizational performance and a mediating effect on the relationships between the individual/group levels of learning organization characteristics and organizational performance. This study extends the Watkins and Marsick’s (1993, 1996) learning–organization framework that helped to produce case-specific outcomes such as the extent of error reduction. This framework provides a useful structure for other researchers to study learning dimensions and their relationships with other organizational performance variables. The results also show evidence of internal consistency and the construct reliability of the dimensions of the learning organization. Research limitations/implications Care should be taken in generalizing the structural equation model identified in this study. Because of the multidimensional and complex nature of the learning organization, the research setting for this study might be only one of the possible settings that specify the relationships among different levels of the learning organization and performance outcomes. There are rather complicated interactions among these dimensions and in each attribute of a learning organization. Originality/value This study theoretically confirms that the organizational level (particularly the system connection) has a positive impact on organizational performance and a mediating effect on the relationships between the individual/group levels of learning organization characteristics and organizational performance. This study also methodologically shows evidence of internal consistency and the construct reliability of the learning organization measures along with significant efficiency gain in theory.

scholarly journals Behavioural strategy: Adaptability context

Management ◽  
2016 ◽  
Vol 20 (1) ◽  
pp. 256-276 ◽  
Author(s):  
Katarzyna Piórkowska
Keyword(s):  
Strategic Management ◽  
Organizational Level ◽  
Future Research ◽  
Adaptive Performance ◽  
Research Directions ◽  
Individual Level ◽  
Behavioural Strategy ◽  
Future Research Directions ◽  
Multi Level ◽  
The Individual

SummaryThe paper is embedded in the following fields: strategic management in terms of behavioural strategy concept, adaptability construct, and micro-foundations realm as well as organizational theory and psychology. Moreover, the paper concerns to some extent a multi-level approach in strategic management involving individual, team, and organizational level. The aim of the paper is to contribute to extend, on one hand, the ascertainment set in the field of behavioural strategy as behavioural strategy encompasses a mindboggling diversity of topics and methods and its conceptual unity has been hard to achieve (Powell, Lovallo, Fox 2011, p. 1371), and on the other hand, to order mixed approaches to adaptability especially to gain insights on micro-level adapting processes (individual adaptability and adaptive performance) in terms of the multi-level approach. The method that has been used is literature studies and the interference is mostly deductive. The structure of the manuscript is four-fold. The first part involves the considerations in the field of adaptability and adaptive performance at the individual level. The issues of adaptability and adaptive performance at the team level have been presented in the second part. The third part encompasses the organizational adaptability assertions. Finally, the conclusion, limitations of the considerations highlighted as well as the future research directions have been emphasized. The overarching key finding is that the behavioural strategy concept may constitute the boundary spanner in exploring and explaining adaptability phenomenon at different levels of analysis.

Positive emotions boost employee engagement

2014 ◽  
Vol 22 (1) ◽  
pp. 34-37 ◽  
Author(s):  
Suzanne Hazelton
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
Positive Emotions ◽  
Negative Emotion ◽  
Well Being ◽  
Organizational Level ◽  
Content Type ◽  
The Individual ◽  
Positive Memories ◽  
Mental Well Being

Purpose – Highlights the power of positive emotions in helping to build individual and organizational success. Design/methodology/approach – Explores the meaning of positive emotions, how they can be promoted at individual and organizational level and the benefits they can bring to the individual and organization. Findings – Advances the view that positive emotions can benefit physical health, mental well-being and the ability to flourish, creativity, resilience, the mood of others, positive memories and relationships. Practical implications – Argues that the positive emotions of the workforce can improve the organizational culture and improve organizational performance. Social implications – Demonstrates that around three positive emotions are needed to balance out each negative emotion and shows that positive emotions can be stimulated through having new experiences and through acts of kindness and gratitude. Originality/value – Extends psychological thinking on positive emotions to the workforce and workplace.

The Business Value of E-Collaboration

2011 ◽  
pp. 28-38
Author(s):  
Lior Fink
Keyword(s):  
Conceptual Framework ◽  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Business Value ◽  
Organizational Level ◽  
Resource Based View ◽  
Collaborative Technologies ◽  
Knowledge Based ◽  
Collaborative Processes ◽  
The Individual

This article presents a conceptual framework of the business value of e-collaboration. In the past decade, firms have increasingly implemented collaborative technologies to support business activities, and investments in collaborative technologies have taken an increasing share of firms’ e-business investments. Presumably, such investments have been motivated by the notion that the implementation of collaborative technologies has business value. While research has repeatedly demonstrated the individual- and group-level impacts of collaborative technologies, it has rarely addressed their impacts at the organizational level and demonstrated their business value. In this article, I draw on three strategic management frameworks – the resource-based view of the firm, the knowledge-based view of the firm, and the dynamic capabilities perspective – to describe how specialized knowledge assets can be integrated through collaborative processes to create and sustain a competitive advantage. I then use this conceptualization as a platform for defining the organizational roles of collaborative technologies and the potential impact of each role on organizational performance. The main objective of this article is to provide a conceptual framework for researchers and practitioners who are interested in investigating and understanding the organizational impacts of collaborative technologies.

Human Capital Development

2019 ◽  
pp. 132-150
Author(s):  
Mazen Joureih
Keyword(s):  
Human Capital ◽  
Organizational Performance ◽  
Theoretical Perspective ◽  
Organizational Outcomes ◽  
Organizational Level ◽  
Intangible Asset ◽  
Individual Knowledge ◽  
Bridging Concept ◽  
The Individual ◽  
Capital Development

The main purpose of the chapter is to provide a contemporary view of human capital (HC) based on recent research and from a theoretical perspective. Based on this, the chapter demonstrates the significance of individual knowledge, skills, and qualifications—human capital—for organizational outcomes and consequently economic growth. Although the concept of HC can be traced back to the work of Schultz with a considerable body of literature, the inherent dilemma with HC is that, unlike the organizational capital that a firm possesses, HC is an intangible asset that can simply leave and never return. Recently, an emerging stream of literature has attempted to unify both the individual and organizational level perspectives of HC and examine how they are related to competitive advantage. Given these considerations, in this chapter, HC will be viewed as a bridging concept where HC serves as a link between human resource (HR) practices and organizational performance in terms of building a worker as an asset. The chapter also presents the key approaches to HC measurement.

scholarly journals Multi-level Approach to the “Social Marketing” Context for Innovation: Impact on Organizational Relationships

2016 ◽  
Vol 8 (2) ◽  
pp. 24 ◽  
Author(s):  
Katarzyna Szczepanska-Woszczyna ◽  
Mohammed Nadeem
Keyword(s):  
Organizational Context ◽  
Process Management ◽  
Innovation Management ◽  
Innovation Process ◽  
Organizational Level ◽  
Organizational Relationships ◽  
Individual Level ◽  
The Social ◽  
Multi Level ◽  
The Individual

<p>The aim of the article is to explore the social aspects of innovation at three levels of research: individual, group, and organization. A multi-level approach enhances the understanding of how organizational context shapes and is shaped by the actions and perceptions of individuals. It may provide more precise research findings and more rigorous theory testing by clarifying the level of analysis. A resource-based approach and adaptation theories are used in relation to the organizational level, while at the individual level, psychological theories are applied. We propose a theoretical approach which could link creativity and competencies at the individual level, managerial / leader action and organizational culture with innovation to marketing innovation as a process and outcome of organizational level. The earlier studies used the approach that focused attention on the innovation process and innovation outcomes rather than on developing the ability to take specific innovative action and focused research on the selected level of innovation process management. It is therefore necessary to take into account the complexity of the research subject and include the actual problems resulting from the needs of multi-level innovation management and respect for the diversity of its conditions in the research.</p>

scholarly journals Preparing Workplaces for Digital Transformation: An Integrative Review and Framework of Multi-Level Factors

2021 ◽  
Vol 12 ◽  
Author(s):  
Brigid Trenerry ◽  
Samuel Chng ◽  
Yang Wang ◽  
Zainal Shah Suhaila ◽  
Sun Sun Lim ◽  
...  
Keyword(s):  
Business Models ◽  
Well Being ◽  
Digital Transformation ◽  
Organizational Level ◽  
Future Research ◽  
Related Factors ◽  
Individual Level ◽  
Work Related ◽  
Multi Level ◽  
The Individual

The rapid advancement of new digital technologies, such as smart technology, artificial intelligence (AI) and automation, robotics, cloud computing, and the Internet of Things (IoT), is fundamentally changing the nature of work and increasing concerns about the future of jobs and organizations. To keep pace with rapid disruption, companies need to update and transform business models to remain competitive. Meanwhile, the growth of advanced technologies is changing the types of skills and competencies needed in the workplace and demanded a shift in mindset among individuals, teams and organizations. The recent COVID-19 pandemic has accelerated digitalization trends, while heightening the importance of employee resilience and well-being in adapting to widespread job and technological disruption. Although digital transformation is a new and urgent imperative, there is a long trajectory of rigorous research that can readily be applied to grasp these emerging trends. Recent studies and reviews of digital transformation have primarily focused on the business and strategic levels, with only modest integration of employee-related factors. Our review article seeks to fill these critical gaps by identifying and consolidating key factors important for an organization’s overarching digital transformation. We reviewed studies across multiple disciplines and integrated the findings into a multi-level framework. At the individual level, we propose five overarching factors related to effective digital transformation among employees: technology adoption; perceptions and attitudes toward technological change; skills and training; workplace resilience and adaptability, and work-related wellbeing. At the group-level, we identified three factors necessary for digital transformation: team communication and collaboration; workplace relationships and team identification, and team adaptability and resilience. Finally, at the organizational-level, we proposed three factors for digital transformation: leadership; human resources, and organizational culture/climate. Our review of the literature confirms that multi-level factors are important when planning for and embarking on digital transformation, thereby providing a framework for future research and practice.

The evolution of devolution in HR

2017 ◽  
Vol 46 (8) ◽  
pp. 1796-1815 ◽  
Author(s):  
Melissa Intindola ◽  
Judith Y. Weisinger ◽  
Philip Benson ◽  
Thomas Pittz
Keyword(s):  
Organizational Performance ◽  
Narrative Review ◽  
Theoretical Research ◽  
Strategic Positioning ◽  
Line Managers ◽  
Content Type ◽  
Factors Affecting ◽  
Multi Level ◽  
The Individual ◽  
Meta Analyses

Purpose The purpose of this paper is to highlight the importance of a multi-level approach consisting of individual, human resource management (HRM) team, and organizational contingency factors when considering the efficacy of HR devolvement efforts. The authors accomplish this through a review of the relevant devolvement literature to show how outcomes are impacted by contingency factors, which highlights a gap in extant scholarship, and the authors organize the literature in a way that is meaningful to future researchers interested in the topic as well as practitioners involved with its implementation. Design/methodology/approach The authors use a narrative review approach to describe previous devolvement research (e.g. Hammersley, 2001; Harvey and Moeller, 2009). In contrast to a systematic review more commonly seen in quantitative meta-analyses, a narrative review allows for a more descriptive and detailed analysis and critique of quantitative, qualitative, and theoretical research (Bezrukova et al., 2012; Posthuma et al., 2002). This methodology produced over 300 books, journal articles, magazine articles, and discussion papers. In this review, the authors chose to focus only on those peer-reviewed papers reporting empirical findings or developing theoretical arguments surrounding devolvement. Findings While the studies reviewed herein are admirable and help call attention to an important topic in HRM, they nonetheless fail to provide a comprehensive understanding of contingencies affecting devolvement as they do not consider the multi-level nature of the phenomenon. Therefore, the authors’ contribution lies in the identification and categorization of contingency factors affecting the occurrence of devolvement operating at the individual, HRM team, and organizational levels. Originality/value As devolvement continues to be a viable means for assigning HR responsibilities from the human resources department to managers, its effects can have an impact on organizational performance, the strategic positioning of HR, and various job attitudes of line managers. Therefore, a clearer picture of devolvement in order to understand its continued significance is an important contribution.

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