organizational culture
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Author(s):  
Dimitrios Belias ◽  
Athanasios Koustelios ◽  
Lambros Sdolias ◽  
Konstantinos Varsanis ◽  
Dimitrios Kyriakou

2022 ◽  
Author(s):  
N. Muthukumar ◽  
K. Ganesh ◽  
Sanjay Mohapatra ◽  
K. Tamizhjyothi ◽  
R. M. Nachiappan ◽  
...  

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xifang Ma ◽  
Zhengyun Rui ◽  
Genyuan Zhong

Purpose This study aims to provide a better understanding into how large-scale companies overcome their rigidity and bureaucracy, and transform entrepreneurial orientation (EO) into organizational responsiveness (e.g. interdepartmental collaboration [IDC]). It also clarifies the double-edged role of organizational culture in shaping IDC, specifically within the Chinese economy that is deeply influenced by Confucianism. Design/methodology/approach Datas were randomly collected from companies that reside in the Yangtze River Delta region. With a sample of 115 large-scale EO Chinese firms, consisting of 402 department managers and 115 executives. The study aggregates the scores to create an overall measurement for EO, collectivism, power distance and IDC in the analysis. Further, confirmatory factor analyses were used to measure the structural model fitness, and multiple regression analysis was used to assess the hypotheses. Findings The results show that in competitive environments, IDC, as a strategic response to EO and a risk aversion of inertia and bureaucracy, fully mediates the positive relationship between EO and organizational creativity. Furthermore, the positive association is more pronounced under high cultural collectivism or low power distance in large-scale firms. Research limitations/implications This paper contributes to the understanding of EO approach at the organizational level. The results posit that when large companies adopt EO, they are proactive rather than passive and would exhibit IDC as an important strategic responsiveness. Moreover, different organizational cultural orientations (i.e. high collectivism and low power distance) help to build IDC before cultivating innovation. Practical implications The results in this study suggest that large companies should focus on developing IDC to overcome knowledge fragmentation, bureaucracy and inertia. Also, large firms should develop Human Resource Management practices, such as creating job rotation and workflow, as well as cultural trust and common beliefs. In contrast, they should be on guard against status differences and workplace hierarchy’s cultural context. Originality/value To the best of the authors’ knowledge, this is the first study that considers the roles of IDC and organizational culture and examines how large-scale entrepreneurial-oriented companies breed innovation.


2022 ◽  
Vol 4 (3) ◽  
pp. 708-717
Author(s):  
Farah Chalida Hanoum ◽  
Fajar Gumilang Kosasih ◽  
Ratna Tri Hari Safariningsih

    This istudy iaims ito idetermine ithe ieffect iof iHR itraining iand job placement ion employee iperformance imediated iby organizational culture at PT Berkah Handelar Qualitama . iThis iresearch iwas iconducted iusing ia iquantitative iapproach. iThe ipopulation and sample iof the istudy iwere iall employees at PT Berkah Handelar Qualitama. iPartial ileast isquare i (PLS) iis iused ito itest ithe ihypothesis iin ithis istudy iusing iSmartPLS i3.0. iThe iresults iof ithis istudy ifound ithat ithere iwas ia isignificant ipositive ieffect iof iHR itraining ion iemployee iperformance, ithere iwas ino isignificant ipositive ieffect iof ijob iplacement ion iemployee iperformance, ithere iwas ia isignificant ipositive ieffect iof iHR itraining ion imotivation, ithere iwas ia isignificant ipositive ieffect iof ijob iplacement ion imotivation, ithen ithere iis ia isignificant ipositive ieffect iof imotivation ion iemployee iperformance. Keywords : HR Training, Job Placement, Employee Performance, Motivation.


2022 ◽  
Vol 4 (4) ◽  
pp. 1107-1121
Author(s):  
Erinna Indah Cahyaningrum ◽  
Prayekti Prayekti

This study aims to examine the effect of organizational culture and intrinsic motivation on affective commitment. This study also aims to examine whether job satisfaction acts as a mediating variable on the influence of organizational culture and intrinsic motivation on affective commitment to the employees of the Cooperatives and SMEs Service Office of Sleman Regency. This study uses the Associative method with a quantitative approach. The population in this study were all employees of the Department of Cooperatives and SMEs in Sleman Regency, with a sample of 45 employees. The sampling technique used saturated sampling with data collection using a questionnaire. The data analysis technique in this study used multiple linear regression, Sobel test, coefficient of determination, and standard beta. This study resulted in the findings that organizational culture has an effect on job satisfaction, and intrinsic motivation has an effect on job satisfaction. Likewise, organizational culture influences affective commitment. However, intrinsic motivation has no effect on affective commitment. Other findings show that job satisfaction has an effect on affective commitment. This study also produces findings that job satisfaction mediates the effect of organizational culture on affective commitment, and job satisfaction also mediates the effect of intrinsic motivation on affective commitment. Keywords: organizational culture, intrinsic motivation, job satisfaction, affective commitment.


2022 ◽  
Vol 6 (1) ◽  
Author(s):  
إسماعيل ، دار النعيم أبكر محمد

 relationship between the organaization culture and Che administrative control in the Commercial and Real-Estate Bank.   To conduct Che study, the researcher has chosen the cntre parent population of sixty employees from high, and middle administrative levels.   The findings of study indicate relationship between the organizational cultuer and adminstralive control.   Thus, hypothesis is accepted.   The study concluded with the following recommendations culture and its dimensions.   The attention should be given to the organizational culture and its dimensions.   It is necessan to know the importance of organizational culture and its impacts on the adminsiCration elements.   It is necessary to recognize the relationship between organizational cultue and administrative control.


2022 ◽  
Vol 4 (3) ◽  
pp. 516-527
Author(s):  
Nurindah Dwi Antika ◽  
Jojok Dwiridotjahjono

Quality human resources are a determining factor in improving the performance of a business organization. The performance of a business organization is largely determined by the performance of its employees, and this is the main reason for this research. This study aims to determine the effect of discipline, organizational culture and work motivation on employee performance. This research approach is a descriptive research with a quantitative approach. The data used in this study are primary data obtained directly from respondents through questionnaires in the field and secondary data obtained in finished form, has been collected and processed by other parties. The number of samples taken in this study were 74 respondents. The data analysis technique used in this research is multiple linear regression. The results of the analysis show that the variables of discipline, organizational culture and work motivation have a significant effect on employee performance both simultaneously and partially. The results of this study indicate that the variables of discipline, organizational culture and work motivation are the determining variables in an effort to improve employee performance Keywords : Discipline, Organizational Culture, Work Motivation, Employee Performance.


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