scholarly journals Organizational Culture and Performance Measures in Greek Telecommunication Industry

2016 ◽  
Vol 9 (10) ◽  
pp. 212
Author(s):  
Antonios Kargas
Keyword(s):  
Organizational Culture ◽  
Performance Measures ◽  
Economic Performance ◽  
Performance Indicators ◽  
Telecommunication Industry ◽  
Cultural Variations ◽  
Operational Strategy ◽  
And Performance ◽  
Cultural Types ◽  
The Relationship

<p>The paper shall examine the relationship between organizational culture and performance measures and the relation of specific cultural types with performance indicators (such as profitability, growth and qualitative factors), in order to support managerial efforts to cultivate an inimitable operational strategy. Based on data from both, fixed and mobile operators in Greece and the use of ANOVA methodology, key findings have been revealed with reference to organizational culture and economic performance. A control-oriented tendency in telecommunication industry has been indicated as a whole, with cultural variations among fixed and mobile operators, along with significantly important differences on performance indicators.</p>

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

Corporate Culture’s Impact on a Strategic Approach to Quality

2000 ◽  
Vol 15 (1) ◽  
pp. 9-20 ◽  
Author(s):  
Scott A. Dellana ◽  
Richard D. Hauser
Keyword(s):  
Organizational Culture ◽  
Postal Survey ◽  
Competing Values ◽  
Strategic Approach ◽  
Quality Award ◽  
Malcolm Baldrige ◽  
American Society ◽  
Cultural Types ◽  
The Relationship ◽  
Quality Approach

The purpose of this research is to further examine the relationship between organizational culture and a strategic approach to quality, as embodied in Malcolm Baldrige Quality award criteria. To accomplish this, a questionnaire was developed for a postal survey. The questionnaire was based upon the Competing Values Model of Culture and the Baldrige Award criteria to define the position of the company in their strategic quality approach. This questionnaire was then sent to 1000 members of the American Society for Quality. A total of 219 usable responses were received and analyzed. The results indicate that higher Baldrige scores tend to be significantly related to the Adhocracy and Group cultural types.

Economic Performance and Political Trust

2017 ◽  
Author(s):  
Tom W.G. van der Meer
Keyword(s):  
Economic Performance ◽  
Performance Indicators ◽  
Political Trust ◽  
Macroeconomic Performance ◽  
Cross Sectional ◽  
Subjective Evaluations ◽  
Objective Performance ◽  
National Comparison ◽  
The Relationship ◽  
Cross National

The relationships among objective macroeconomic outcomes, subjective evaluations, and political trust are widely studied. Yet, these relationships are not as straightforward as they might seem. This chapter first provides an overview of the main theoretical propositions in the literature as well as their critiques. Next, the chapter analyzes empirical analyses of the relationship between economic performance and political trust. While subjective evaluations of the economy are consistently related to political trust across the globe, the effect of objective macroeconomic performance depends on theoretical and methodological specifications. Objective performance indicators determine political trust in longitudinal rather than in cross-sectional analyses, suggesting that citizens’ historical rather than cross-national comparison of the state of their economy lies at the basis of this effect.

scholarly journals Unlocking the Relationship between Corporate Entrepreneurship and Firm Performance

2019 ◽  
Vol 0 (0) ◽  
Author(s):  
Ahmet M. Fis ◽  
Dilek Cetindamar
Keyword(s):  
Social Psychology ◽  
Organizational Culture ◽  
Theoretical Model ◽  
Entrepreneurial Orientation ◽  
Corporate Entrepreneurship ◽  
Theory And Practice ◽  
Managerial Support ◽  
And Performance ◽  
A Chain ◽  
The Relationship

Abstract This paper explores the relationship between corporate entrepreneurship and performance by developing a comprehensive theoretical model based on Schumpeterian understanding of entrepreneurship supported with the Theory of Planned Behavior from social psychology. The model shows how organizational culture (value) triggers a chain effect through its influence on entrepreneurial orientation (attitude) and managerial support (intentions) that ultimately generate impact on corporate entrepreneurship (behavior). We test our model in an emerging economy context and present our results with implications to theory and practice.

Strategy, Choice of Performance Measures, and Performance

2006 ◽  
Vol 18 (1) ◽  
pp. 185-205 ◽  
Author(s):  
Wim A. Van der Stede ◽  
Chee W. Chow ◽  
Thomas W. Lin
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
Manufacturing Strategy ◽  
Measurement Systems ◽  
Nonfinancial Measures ◽  
Performance Measurement Systems ◽  
And Performance ◽  
The Relationship ◽  
Positive Effect ◽  
Extensive Performance

We examine the relationship between quality-based manufacturing strategy and the use of different types of performance measures, as well as their separate and joint effects on performance. A key part of our investigation is the distinction between financial and both objective and subjective nonfinancial measures. Our results support the view that performance measurement diversity benefits performance as we find that, regardless of strategy, firms with more extensive performance measurement systems—especially those that include objective and subjective nonfinancial measures—have higher performance. But our findings also partly support the view that the strategy-measurement “fit” affects performance. We find that firms that emphasize quality in manufacturing use more of both objective and subjective nonfinancial measures. However, there is only a positive effect on performance from pairing a qualitybased manufacturing strategy with extensive use of subjective measures, but not with objective nonfinancial measures.

Corporate social responsibility and performance: Evidence from the water industry

2018 ◽  
Vol 4 (10) ◽  
pp. 265-272
Author(s):  
Rita Almeida
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Performance Indicators ◽  
Water Industry ◽  
Water Sector ◽  
Csr Strategies ◽  
Innovative Solutions ◽  
And Performance ◽  
Corporate Social ◽  
The Relationship

The aim of this research is assessment of the relationship between the adoption of social responsibility practices and the performance of the water sector companies. The complexity of challenges in the water sector means that innovative solutions are required, in the manner businesses are conducted and operated. In order to integrate sustainability into business companies, this investigation identifies performance indicators that recognise the main difficulties facing the water industry and contributes to define strategies sustainability for these companies, since the water market and the inherent value of water as a public good embrace all stakeholders. On the other hand, the financial crisis introduces in society, in general, the demand for greater interest on practices of Corporate Social Responsibility (CSR); for this reason, the authors defend the implementation of CSR strategies to get sustainable success in the water sector. Keywords: Corporate social responsibility, financial performance, water sector, Portugal.

Ageing Anglican Clergy and Performance Indicators in the Rural Church, Compared with the Suburban Church

1993 ◽  
Vol 13 (3) ◽  
pp. 339-363 ◽  
Author(s):  
Leslie J. Francis ◽  
David W. Lankshear
Keyword(s):  
Rural Communities ◽  
Performance Indicators ◽  
Church Members ◽  
Rural Ministry ◽  
Two Samples ◽  
Church Life ◽  
Rural Parishes ◽  
Changing Patterns ◽  
And Performance ◽  
The Relationship

ABSTRACTThis study employs path analysis to examine the relationship between clergy age and certain quantitative indices of church life in two samples: a sample of 1,553 villages and rural communities, ranging in size from 251 to 1,250 inhabitants and a sample of 584 suburban parishes. The data indicate that clergy aged sixty or over working in rural parishes tend to have contact with a smaller number of active church members, as indicated by attendance on a normal Sunday, than younger clergy working within comparable rural parishes, although they maintain contact with the same number of nominal church members, as indicated by the electoral roll and festival communicants. Clergy aged sixty years or over working in suburban parishes, on the other hand, have contact with the same number of active church members as younger clergy working within comparable suburban parishes. These findings are discussed in the light of a growing body of research which suggests that changing patterns of rural ministry may be generating difficulties and stresses for clergy approaching the age of retirement.

scholarly journals PENGARUH BIG FIVE PERSONALITY TERHADAP KINERJA PEGAWAI MELALUI BUDAYA ORGANISASI

2021 ◽  
Vol 5 (1) ◽  
pp. 1066-1085
Author(s):  
Shinta dewi Ambarwaty yusuf
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Big Five ◽  
Significant Influence ◽  
Employee Performance ◽  
Mediating Effect ◽  
Big Five Personality ◽  
And Performance ◽  
Relationship Of ◽  
The Relationship

So far, the culture of civil servants is still at issue especially supported by personalities that are in the public spotlight in providing services to the community. The purpose of this study was to determine the description of a person's personality through Big Culture, Organizational Culture Overview and Balitbangda Employee Performance in Jambi Province and determine the relationship of influence between big five personality and organizational culture on employee performance both simultaneously and partially and to test organizational culture as a moderating variable on the influence Big five personality on performance. This study uses survey research techniques, census sampling techniques that are all Balitbangda employees as samples and data analysis is done descriptively and perivikatip. Descriptively describe the variables studied from the variables without testing. Perivikatip examine the relationship of influence between the independent variable and the dependent variable. The results of data processing indicate that descriptively Big Five Personality, organizational culture and performance are in the quite good category. The perivikatip test shows that there is a significant significant influence on the Big Five Personality of organizational culture and has a positive relationship. Organizational culture has a positive and significant influence on organizational performance, Big Five Personality has a positive and significant influence on performance. There is a significant mediating effect of the interaction of the Big Five Personality and Organizational Culture on the influence of the Big Five          Personality on the Performance of Balitbangda Jambi Province Employees

scholarly journals The effects of ESOPs on performance and risk: Evidence from France

2004 ◽  
Vol 1 (4) ◽  
pp. 81-93 ◽  
Author(s):  
Stéphane Trébucq
Keyword(s):  
Performance Measures ◽  
Employee Ownership ◽  
Cross Sectional ◽  
Return On Equity ◽  
Employee Stock Ownership ◽  
Beta Coefficient ◽  
Financial Performance Measures ◽  
And Performance ◽  
Year 2000 ◽  
The Relationship

Approximately 220 of the 700 firms whose stock was traded on the main French markets had an employee stock ownership plan at the end of the year 2000. Average ownership was 3.7%. Employee ownership can be implemented for many reasons, and the relationship between ESOPs and performance still remains unclear. The purpose of this research is thus to determine how employee ownership can affect corporate performance and risk in France. This study improves upon previous work by using ownership, performance and risk variables, as well as control variables (sector, size, debt, growth), applied to a large sample of French firms. Cross-sectional regressions show some positive links between the presence of ESOPs and some financial performance measures, such as the return on equity and the return on investments. Links between ESOPs and risk variables are more complicated. The presence of ESOPs reduces the return on equity variability, but the more employee ownership there is the more the beta coefficient increases. This result seems to show that investors tend to consider firms with ESOPs to be more risky, even if their profitability is more stable. Within the limitations of these results, we propose a general model introducing the concept of social capital.

scholarly journals Kepemimpinan, budaya organisasi dan kinerja: peran mediasi motivasi kerja

2020 ◽  
Vol 16 (1) ◽  
pp. 41-53
Author(s):  
Muchammad Ismail Hamzah ◽  
Endi Sarwoko
Keyword(s):  
Organizational Culture ◽  
Work Motivation ◽  
Improve Performance ◽  
Analysis Technique ◽  
Research Findings ◽  
Research Implication ◽  
And Performance ◽  
Indirect Relationship ◽  
The Relationship

This research aims to analyze the direct relationship between leadership, organizational culture on performance, and to analyze the indirect relationship that is mediated by work motivation. The study used a quantitative approach, namely explanatory research, using a sample of 110 research that were taken randomly from certified teachers at junior high schools in Malang Regency. The data were collected using a questionnaire with a 5 point Likert scale, while the data analysis technique used Path Analysis. The research findings showed that performance was influenced by leadership and work motivation, but the leadership was not proven to affect work motivation. Another research finding is that organizational culture does not significantly contribute to performance, but contributes to work motivation, work motivation only mediates the relationship between organizational culture and performance. The research implication is that to improve performance, effective leadership and work motivation are needed, further increasing work motivation can be achieved from strengthening organizational culture. The next researcher is suggested to test the role of leadership on organizational culture.

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