scholarly journals Relationships Among Annual Revenue and Green Initiatives, Quality Management, and Organizational Performance

2020 ◽  
Vol 19 (1) ◽  
Author(s):  
Yun-Chen Morgan ◽  
Lillian Y. Fok ◽  
Susan M. L. Zee
Keyword(s):  
Organizational Culture ◽  
Quality Management ◽  
Organizational Performance ◽  
Cultural Practices ◽  
Environmental Risks ◽  
Employee Perceptions ◽  
Global Awareness ◽  
Green Movement ◽  
Management Tools ◽  
Performance Results

Today’s global awareness of environmental risks and the pressing needs to compete through efficiency have led to stronger initiatives in the green movement across industries. We examine organizations’ annual revenue levels and their connections to organizational green orientation and impact, quality management programs, and employee perceptions of cultural practices and organizational performance. Results indicate high-revenue organizations use quality management tools more extensively with greater green impact and low-revenue organizations have a more informal and decentralized organizational culture

scholarly journals The Linkages Between Commitment to Sustainability, Organizational Culture, Quality Management, and Organizational Performance

2021 ◽  
Vol 20 (1) ◽  
Author(s):  
Lillian Y. Fok ◽  
Yun-Chen Morgan ◽  
Susan Zee
Keyword(s):  
Organizational Culture ◽  
Quality Management ◽  
Organizational Performance ◽  
Environmental Protection ◽  
Organizational Outcomes ◽  
Employee Perceptions ◽  
The South ◽  
Corporate Strategies ◽  
Sustainability Initiatives

The growing economic pressures, rising awareness of the importance of environmental protection, and stringent global regulations are leading to more integration of sustainability initiatives into corporate strategies across multiple industries. These sustainability initiatives can alter organization cultures and affect employee perceptions and organizational outcomes. In this study, 331 respondents from a wide variety of industries in the South were surveyed. Results showed that companies’ overall green/sustainability orientation is related to organizational culture, quality management maturity, and companies’ performance. The findings implied that it is imperative to develop an organizational culture that is supportive of quality and sustainability to ensure the success of the green initiatives.

scholarly journals The Implementation of Organizational Culture Based on Tri Hita Karana in the Effort to Realize the Organizational Performance in PDAM Buleleng Regency

2019 ◽  
Vol 3 (2) ◽  
pp. 77
Author(s):  
Luh Kartika Ningsih ◽  
Ni Luh Putu Eka Yudi Prastiwi ◽  
Ni Made Sri Ayuni
Keyword(s):  
Organizational Culture ◽  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Employee Performance ◽  
Partial Least Square ◽  
Least Square ◽  
Total Quality ◽  
A Value

This study aims to determine the role of Organizational Culture based on Tri Hita Karana in the effort to realize Organizational Performance by taking into account other factors such as Human Resource Management, Total Quality Management, and Employee Performance. This study uses a quantitative approach. The data analysis technique used in this study is a structural equation model (SEM) based on variance or Component based SEM, known as Partial Least Square (PLS) Visual version 3.2.7. The number of samples used was 48 people with t-table values for significance levels α = 0.05 and degree of freedom (df) = 46 is 2.58. The results show that there are two relationships that show significant results, namely the role of Organizational Culture based on Tri Hita Karana on Employee Performance has a value of 17.353 with t-statistics > t-table (17.353 > 2.58). And the same results are also shown in the relationship between Total Quality Management and Organizational Performance with a value of 8.232 > 2.58. Different results are shown in 4 other relationships, namely the influence of the organization's culture on organizational performance, the influence of HRM on organizational performance, the influence of HRM on employee performance, and the influence of total quality management on employee performance with t-statistics < t- table (0.220 < 2.58), (0.544 < 2.58), (0.866 < 2.58), and (0.553 < 2.58). From the results of this study it can be seen that there are still several factors that have not been able to provide a significant value on organizational performance in the PDAM Buleleng.

scholarly journals The relevance of learning and growth in organizations that adopt and do not adopt the BSC- characterization of the cultural profile

2018 ◽  
Vol 12 (33) ◽  
Author(s):  
Cidalia Oliveira ◽  
José Carlos Pinho ◽  
Anabela Silva
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Research Area ◽  
Management Tools ◽  
The Balanced Scorecard ◽  
Competitive Environments ◽  
Management Indicators ◽  
Measurement Tools

Organizational culture plays a key role, as it characterizes the way organizations behave, decide and guide their own success. Nowadays, due to highly competitive environments, performance is considered a leading concept in management. In the same vein, learning and growth are also important in order to fulfill the requirements related to the defined performance. Regarding the global competition that organizations increasingly face, there are a number of strategic measurement tools that support managers in their decisions. In this sense, the Balanced Scorecard (BSC) with its four perspectives, goes beyond the traditional management indicators as it monitors performance, promotes strategic alignment and fosters organizational communication. To put it another way, BSC is considered one of the most relevant strategic management tools to improve organizational performance. Despite the recognized relevance of this research area, this link of organizational culture with the BSC Learning and Growth perspective is yet unexplored. This study examines first the differences in organizational culture within organizations with and without the BSC. Second, the study focuses particularly on the learning and growth perspective in organizations with and without the BSC. Results indicate that organizations with the BSC are more receptive to Learning and Growth. A possible explanation for these results may be associated to the multinational level of the sampled organizations, which leverage Learning and Growth in higher proportions. 

scholarly journals Total Quality Management and Organizational Performance: A Possible Role of Organizational Culture

2018 ◽  
Vol 9 (4) ◽  
pp. 186 ◽  
Author(s):  
Faris Alghamdi
Keyword(s):  
Organizational Culture ◽  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Pearson Correlation ◽  
Equation Modeling ◽  
Future Research ◽  
Total Quality ◽  
The Relationship

Total quality management (TQM) has been identified as a key driver of organizational performance in public and private organizations. Organizational culture, along with TQM, has investigated to understand its contributions to organizational performance. The purpose of this study is to examine the relationship between TQM and organizational performance, taking into account a moderating effect of organizational culture. A total of 163 managers at different managerial levels in public organizations in Albaha province participated. The Pearson correlation analysis revealed that the relationship between TQM and organizational performance is a positive and statistically significant. Hierarchical regression analysis and structural equation modeling (SEM) showed that the interaction of TQM and organizational culture was statistically significant and positively related to organizational performance. Some recommendations and suggestions for future research are provided.

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