organizational practices
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2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Emmanuel Quansah ◽  
Dale E. Hartz ◽  
Paul Salipante

PurposeA global pandemic, broken supply chains, workforce constraints, technological advancements in artificial intelligence, etc. illustrate the continual threats that SMEs face. Extending the dynamic capability concepts of sensing, seizing and transforming, this research investigates practices by which SMEs successfully adapt over time.Design/methodology/approachA comparative case study method was employed using a purposive sample of SMEs, consisting of three American firms and one Canadian firm.FindingsThree sets of organizational practices, termed adaptive practices, that underlie dynamic capabilities for successful adaptation were identified: (1) continuous learning and process improvement, (2) leveraging reciprocal relationships and (3) communicating effectively.Research limitations/implicationsThe selected cases are from two countries in North America. Using a qualitative, inductive process, the authors are able to identify patterns of actions within various organizations; however, they are not able to establish causality.Practical implicationsThis study provides practical guidance for leaders to take action to improve their SME's dynamic capabilities for adaptation through creating coherent bundles of specified adaptive practices.Social implicationsBetter understanding of how SMEs successfully adapt to high uncertainty and business viability threats can result in multidimensional (e.g. financial, emotional) and multi-level (individual, family, community), positive outcomes for societal stakeholders.Originality/valueThe findings of this study build on the literature of dynamic capabilities and organizational practices and provide a practical foundation for effective adaptation, labeled as adaptive practices.


2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Herman Aksom

PurposeInstitutional theory had been developed for the purpose of explaining widespread diffusion, mimetic adoption and institutionalization of organizational practices. However, further extensions of institutional theory are needed to explain a range of different institutional trajectories and organizational responses since institutionalized standards constitute a minority of all diffusing practices. The study presents a theoretical framework which offers guidelines for explaining and predicting various adoption, variation and post-adoption scenarios.Design/methodology/approachThe paper is primarily conceptual in nature, and the arguments are developed based on previous institutional theory and organizational change literature.FindingsThe notion of institutional inertia is proposed in order to provide a more detailed explanation of when and why organizations ignore, adopt, modify, maintain and abandon practices and the way intra-organizational institutional pressures shape, direct and constrain these processes. It is specified whether institutional inertia will be temporarily eclipsed or whether it will actively manifest itself during adoption, adaptation and maintaining attempts. The study distinguishes between four institutional profiles of organizational practices – institutionalized, institutionally friendly, neutral and contested practices – which can vary along three dimensions: accuracy, extensiveness and meaning. The variation and post-adoption outcomes for each of them can be completely characterized and predicted by only three parameters: the rate of institutional inertia, institutional profile of these practices and whether they are interpretatively flexible. In turn, an extent of intraorganizational institutional resistance to new practices is determined by their institutional profile and flexibility.Practical implicationsIt is expected that proposed theoretical explanations in this paper can offer insights into these empirical puzzles and supply a broader view of organizational and management changes. The study’s theoretical propositions help to understand what happens to organizational practices after they are handled by organizations, thus moving beyond the adoption/rejection dichotomy.Originality/valueThe paper explores and clarifies the nature of institutional inertia and offers an explanation of its manifestation in organizations over time and how it shapes organizational practices in the short and long run. It challenges a popular assumption in organizational literature that fast and revolutionary transition is a prerequisite for successful change. More broadly, the typology offered in this paper helps to explain whether and how organizations can successfully handle and complete their change and how far they can depart from institutional norms.


2022 ◽  
Vol 14 (1) ◽  
pp. 488
Author(s):  
Aiste Dirzyte ◽  
Aleksandras Patapas

Public and private sector employees confronted stressful life circumstances that affected the world during the COVID-19 pandemic. Therefore, new knowledge on possible psychological and organizational resources is needed. This study aimed to explore positive organizational practices, psychological capital, and life satisfaction of employees in the public and private sectors. The survey applied the Satisfaction with Life Scale (SWLS), the Psychological Capital Questionnaire—PCQ-24, validated in the Lithuanian population (the Lith-PCQ-21), and the Positive Organizational Practices Questionnaire. The sample consisted of 582 employees, including 443 public sector and 139 private sector employees. The respondents’ mean age was 42.0981 years (SD = 13.23083). The CFA results confirmed the six-factor structure of positive organizational practices, χ2 = 270,884.785; Df = 406; CFI = 0.996; TLI = 0.996; NFI = 0.995; RMSEA = 0.074 [0.070–0.078]; SRMR = 0.043, the four-factor structure of psychological capital, χ2 = 32,780.109; Df = 190; CFI = 0.983; TLI = 0.980; NFI = 0.978; RMSEA = 0.082 [0.076–0.088]; SRMR = 0.067, and one factor structure of life satisfaction, χ2 = 10,588.246; Df = 10; CFI = 0.999; TLI = 0.999; NFI = 0.999; RMSEA = 0.022 [0.000–0.066]; SRMR = 0.014. The findings revealed that private sector employees demonstrated higher scores of dignity, support, care, forgiveness, and overall positive organizational practices than public sector employees. Private sector employees demonstrated higher optimism scores than public sector employees, and public sector employees demonstrated higher self-efficacy scores than private sector employees. Male employees demonstrated significantly higher scores on dignity, meaning, and forgiveness than females. Significant positive correlations were found between age and resilience, care and age, care and number of working years, care and number of working years in the current organization. Psychological capital mediated the link between positive organizational practices and life satisfaction. Positive organizational practices were linked to life satisfaction and psychological capital in both employees’ groups, but the features of links were distinctive in the public and private sectors. These results signify the importance of positive organizational practices and psychological capital for the life satisfaction of employees.


2022 ◽  
pp. 172-203
Author(s):  
José G. Vargas-Hernández

This study aims to analyze the strategic implications that the organizational culture has on organizational knowledge, learning, and innovation. It begins from the assumption that there is a direct and positive relationship between the organizational culture and knowledge, learning, and innovation in organizations. It also is assumed that organizational culture, knowledge, learning, and innovation are receptive to sustainable organizational practices. The method used is the appreciative inquiry as a collaborative dialogue based on the question of what is the best of and what might be that aims to design and implement innovations in sustainable organizational arrangements and processes. The theoretical framework is based on organizational cultural cognitivism theory and the theory of socio-ecological intergradation. It is concluded that sustainable organization practices require the creation and development of an organizational culture supportive of knowledge, learning, and innovation practices.


Author(s):  
Rebecca Rosario O. Bercasio

The study aimed to assess the mainstreaming of environmental education in the Teacher Education curriculum. It used descriptive research design using qualitative approaches. Data were gathered using a rubric, documentary analysis, class observations, focus group discussion, and interview. Respondents and informants consisted of faculty-implementers, students, officials and administrative personnel. Each class in the different disciplines was observed by three class observers. The focus group discussion involved 35 students and the informal interview involved randomly selected class observers and key persons involved in the implementation of the project. Three dimensions were considered such as programmatic practices, organizational practices and context-specific practices. Assessment reveals the good practices in programmatic practices in terms of needs assessment and program design, in organizational practices in terms of governance, and context specific practices in terms of instructional materials development, delivery of the lesson, interaction with students, and assessment. Good practices serve as enabling factors for the successful mainstreaming of environmental education in the Teacher Education curriculum. Recommendations are provided to sustain the good practices and address those needing improvement.


2021 ◽  
Author(s):  
Lindsey D. Cameron

On-demand or “gig” workers show up to a workplace without walls, organizational routines, managers, or even coworkers. Without traditional organizational scaffolds, how do individuals make meaning of their work in a way that fosters engagement? Prior literature suggests that organizational practices, such as recruitment and socialization, foster group belonging and meaningfulness, which subsequently leads to engagement, and that without these practices alienation and attrition ensue. My four-year qualitative study of workers in the largest sector in the on-demand economy (ridehailing) suggests an alternative and more readily available mechanism of engagement—workplace games. Through interactions with touchpoints—in this context, the customer and the app—individuals turn their work into games they find meaningful, can control, and “win.” In the relational game, workers craft positive customer service encounters, offering gifts and extra services, in the pursuit of high customer ratings, which they track through the app’s rating system. In the efficiency game, workers set boundaries with customers, minimizing any “extra” behavior, in the pursuit of maximizing money per time spent driving and they create their own tracking tools outside the app. Whereas each game resulted in engagement—as workers were trying to “win”—games were associated with two divergent stances or relationships toward the work, with contrasting implications for retention. My findings embed meaning-making in what is fast-becoming the normal workplace, largely solitary and structured by emerging technologies, and holds insights for explaining why people remain engaged in a line of work typically deemed exploitative.


2021 ◽  
Vol 5 (Supplement_1) ◽  
pp. 832-833
Author(s):  
Julia Finsel ◽  
Anne Wöhrmann ◽  
Mo Wang ◽  
Max Wilckens ◽  
Jürgen Deller

Abstract Due to aging workforces, research on organizational practices for older employees becomes more important for individuals and organizations. However, existing measures for such organizational practices tend to capture the construct with unidimensional scales, use single-item operationalizations, or focus on a specific area. Hence, Wöhrmann, Deller, and Pundt (2018) developed the Later Life Workplace Index (LLWI) to provide a multidimensional framework to measure organizational practices for older employees on nine dimensions, namely organizational climate, leadership, work design, health management, individual development, knowledge management, transition to retirement, continued employment after retirement, and health and retirement coverage. The LLWI has recently been operationalized and validated in Germany (Wilckens, Wöhrmann, Deller, & Wang, 2020). However, to utilize the index beyond German-speaking countries, a validated English version is required. Thus, we aimed to validate an English version of the LLWI using a sample of older U.S. employees (N = 279). Results support the domain level factor structure of the LLWI but show some redundancy among the 80 items for the overall nine domain factor structure. A comparison between the U.S. sample and a German sample (N = 349) confirmed configural and (partial) metric measurement invariance of the English version. Results further supported convergent, discriminant, criterion, as well as incremental validity. Researchers can utilize the new measure to gain a deeper understanding of organizational practices relevant for older employees, while practitioners are able to assess their organizational readiness for an aging workforce. We envision further translation and validation in other languages and cultural contexts.


2021 ◽  
Vol 5 (3) ◽  
pp. 53-64
Author(s):  
Nichola Lomuru Kenyi ◽  
◽  
Rachel Gesami ◽  
Paul Norby ◽  
◽  
...  

The paper conducted a critical evaluation of South Sudan’s policy framework for health and safety management in the oil and gas industry in Paloich- Melut County with interests in Dar Petroleum Operating Company. Specifically, the study assessed the effect of government policy, the organizational practices that affects the health and safety management of community and to explore the challenges affecting the implementation of policy frameworks for health and safety management practices by Dar Petroleum Operating Company. Descriptive survey research design was used to collect quantitative and qualitative data thus following mixed method approach. Quantitative data was collected using questionnaires while Qualitative data was obtained from in-depth interviews. Quantitative data was analyzed using descriptive and inferential statistics. Qualitative data was analyzed using thematic analysis. The results revealed that government policy and organizational practices are positively and significantly related to health and safety management practices among oil exploration companies. However, organizational challenges and health and safety management practices among oil exploration companies is negatively and significantly related. The main challenges were lack of resources, poor leadership and corruption. The study concluded that an increase in adoption of Government Policy and organizational practices led to a significant increase on safety management practices among oil exploration companies. The study recommended that the oil and gas exploring companies strengthen the capacities of all concerned to achieve the sound management intellectual capital, exploration and production waste minimization, sound management of oil fields and hazardous wastes at all levels. Keywords: Health and Safety Management Practices, Government Policy, Company Policy, Organizational Practices & South Sudan


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