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Organizations</title> <meta name="description" content="Search results for: MIS in Organizations"> <meta name="keywords" content="MIS in Organizations"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="MIS in Organizations"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 2249</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: MIS in Organizations</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2249</span> The Education-Development Nexus: The Vision of International Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Thibaut%20Lauwerier">Thibaut Lauwerier</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This presentation will cover the vision of international organizations on the link between development and education. This issue is very relevant to address the general topic of the conference. 'Educating for development' is indeed at the heart of their discourse. For most of international organizations involved in education, it is important to invest in this field since it is at the service of development. The idea of this presentation is to better understand the vision of development according to these international organizations and how education can contribute to this type of development. To address this issue, we conducted a comparative study of three major international organizations (OECD, UNESCO and World Bank) influencing education policy at the international level. The data come from the strategic reports of these organizations over the period 1990-2015. The results show that the visions of development refer mainly to the neoliberal agenda, despite evolutions, even contradictions. And so, education must increase productivity, improve economic growth, etc. UNESCO, which has a less narrow conception of the development and therefore the aims of education, does not have the same means as the two other organizations to advocate for an alternative vision. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=development" title="development">development</a>, <a href="https://publications.waset.org/abstracts/search?q=education" title=" education"> education</a>, <a href="https://publications.waset.org/abstracts/search?q=international%20organizations" title=" international organizations"> international organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=poilcy" title=" poilcy"> poilcy</a> </p> <a href="https://publications.waset.org/abstracts/89396/the-education-development-nexus-the-vision-of-international-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/89396.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">221</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2248</span> Measuring Strategic Management Maturity: An Empirical Study in Turkish Public and Private Sector Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=F.%20Demir">F. Demir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Strategic Management is highly critical for all types of organizations. This paper examines maturity level of strategic management practices of public and private sector organizations in Turkey, and presents a conceptual model for assessing the maturity of strategic management in any organization. This research focuses on R&D intensive organizations (RDO) because it is claimed that such organizations are more innovative and innovation is a critical part of the model. The Strategic management maturity model (S-3M) is basically composed of six maturity levels with five different dimensions. Based on 63 organizations, the findings reveal that the average maturity of all organizations in the sample group is three out of five. It corresponds to the stage of ‘performed’. Results simply show that the majority of organizations from various industries and sectors implement strategic management activities; however, they experience multiple challenges to optimize strategic management processes and integrate organizational components with business strategies. Briefly, they struggle to become an innovative organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20management%20maturity" title="strategic management maturity">strategic management maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=developing%20countries" title=" developing countries"> developing countries</a>, <a href="https://publications.waset.org/abstracts/search?q=research%20and%20development" title=" research and development"> research and development</a> </p> <a href="https://publications.waset.org/abstracts/78264/measuring-strategic-management-maturity-an-empirical-study-in-turkish-public-and-private-sector-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78264.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">287</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2247</span> A Tool for Rational Assessment of Dynamic Trust in Networked Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Simon%20Samwel%20Msanjila">Simon Samwel Msanjila</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Networked environments which provides platforms and environments for business organizations are configured in different forms depending on many factors including life time, member characteristics, communication structure, and business objectives, among others. With continuing advances in digital technologies the distance has become a less barrier for business minded collaboration among organizations. With the need and ease to make business collaborate nowadays organizations are sometimes forced to co-work with others that are either unknown or less known to them in terms of history and performance. A promising approach for sustaining established collaboration has been establishment of trust relationship among organizations based on assessed trustworthiness for each participating organization. It has been stated in research that trust in organization is dynamic and thus assessment of trust level must address such dynamic nature. This paper assess relevant aspects of trust and applies the concepts to propose a semi-automated system for assessing the Sustainability and Evolution of trust in organizations participating in specific objective in a networked organizations environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=trust%20evolution" title="trust evolution">trust evolution</a>, <a href="https://publications.waset.org/abstracts/search?q=trust%20sustainability" title=" trust sustainability"> trust sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=networked%20organizations" title=" networked organizations"> networked organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20trust" title=" dynamic trust "> dynamic trust </a> </p> <a href="https://publications.waset.org/abstracts/36945/a-tool-for-rational-assessment-of-dynamic-trust-in-networked-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36945.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">431</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2246</span> The Consumers' Attitudes in Front of Organizations' Environmental Management </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vera%20Lucia%20da%20S.%20Ventura">Vera Lucia da S. Ventura</a>, <a href="https://publications.waset.org/abstracts/search?q=Valmir%20Alves%20Ventura"> Valmir Alves Ventura</a>, <a href="https://publications.waset.org/abstracts/search?q=Marcelo%20E.%20Fernandes"> Marcelo E. Fernandes</a>, <a href="https://publications.waset.org/abstracts/search?q=Marcelo%20T.%20Okano"> Marcelo T. Okano</a>, <a href="https://publications.waset.org/abstracts/search?q=Osmildo%20S.%20Santos"> Osmildo S. Santos</a>, <a href="https://publications.waset.org/abstracts/search?q=Heide%20Landi"> Heide Landi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper aims to present the attitude of consumers regarding the environmental practices adopted by Brazilian organizations. It is understood organizations adopt practices about environment is essential, as their internal processes as external actions, the corporative and social changes are considered in this scene. It is observed consumers are important, therefore, more and more they analyze the responsible performance of Brazilian organizations. It was performed a quantitative research through questionnaire for achieving the objectives of this study. The sample was composed by 336 people at capacity consumption fully. The survey results demonstrate environmental management can be an excellent tool for conquering consumers, because consumers realize the great responsibility assumed by organizations regarding to the environment, nowadays. This finding was possible because most of the respondents answered the environmentally responsible behavior of organizations is decisive factor at the purchase’s moment. However, the data revealed consumers do not realize the practices adopted by companies. This lack of awareness may prejudice environmentally responsible organizations’ worth by consumers. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=environmental%20management" title="environmental management">environmental management</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=conscious%20consumption" title=" conscious consumption"> conscious consumption</a>, <a href="https://publications.waset.org/abstracts/search?q=Brazilian%20organizations" title=" Brazilian organizations"> Brazilian organizations</a> </p> <a href="https://publications.waset.org/abstracts/29440/the-consumers-attitudes-in-front-of-organizations-environmental-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29440.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">619</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2245</span> Effects of Artificial Intelligence and Machine Learning on Social Media for Health Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ricky%20Leung">Ricky Leung</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Artificial intelligence (AI) and machine learning (ML) have revolutionized the way health organizations approach social media. The sheer volume of data generated through social media can be overwhelming, but AI and ML can help organizations effectively manage this information to improve the health and well-being of individuals and communities. One way AI can be used to enhance social media in health organizations is through sentiment analysis. This involves analyzing the emotions expressed in social media posts to better understand public opinion and respond accordingly. This can help organizations gauge the impact of their campaigns, track the spread of misinformation, and improve communication with the public. While social media is a useful tool, researchers and practitioners have expressed fear that it will be used for the spread of misinformation, which can have serious consequences for public health. Health organizations must work to ensure that AI systems are transparent, trustworthy, and unbiased so they can help minimize the spread of misinformation. In conclusion, AI and ML have the potential to greatly enhance the use of social media in health organizations. These technologies can help organizations effectively manage large amounts of data and understand stakeholders' sentiments. However, it is important to carefully consider the potential consequences and ensure that these systems are carefully designed to minimize the spread of misinformation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=AI" title="AI">AI</a>, <a href="https://publications.waset.org/abstracts/search?q=ML" title=" ML"> ML</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20media" title=" social media"> social media</a>, <a href="https://publications.waset.org/abstracts/search?q=health%20organizations" title=" health organizations"> health organizations</a> </p> <a href="https://publications.waset.org/abstracts/163096/effects-of-artificial-intelligence-and-machine-learning-on-social-media-for-health-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163096.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">89</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2244</span> Employer Branding and Its Influence in Employee Retention in the Non Governmental Organizations in Jordan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Wasfi%20Alrawabdeh">Wasfi Alrawabdeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Abstract The prime purpose of this study was to investigate whether employers use branding in their organizations, and how employer branding influence the attraction and retention of employees in the Non Governmental Organizations (NGOs) in Jordan. The descriptive survey design was adopted for the study. 500 random NGOs employees', including junior and senior staff were conveniently sampled for the study. Data was analyzed using both descriptive and inferential statistics. The results of the study suggest that organizations use employer-branding processes in their business to attract employees and customers. It was also found that brand names of organizations might significantly influence the decision of employees to join and stay in the organizations. It was therefore suggested that employers need to create conducive work environment with conditions to enable employees feel comfortable and remain in the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Employer%20branding" title="Employer branding">Employer branding</a>, <a href="https://publications.waset.org/abstracts/search?q=Employee%20attraction" title=" Employee attraction "> Employee attraction </a>, <a href="https://publications.waset.org/abstracts/search?q=and%20retention" title=" and retention "> and retention </a>, <a href="https://publications.waset.org/abstracts/search?q=Trust" title=" Trust "> Trust </a>, <a href="https://publications.waset.org/abstracts/search?q=Satisfaction." title=" Satisfaction. "> Satisfaction. </a> </p> <a href="https://publications.waset.org/abstracts/123256/employer-branding-and-its-influence-in-employee-retention-in-the-non-governmental-organizations-in-jordan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/123256.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">161</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2243</span> Comparing Performance Indicators among Mechanistic, Organic, and Bureaucratic Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Benchamat%20Laksaniyanon">Benchamat Laksaniyanon</a>, <a href="https://publications.waset.org/abstracts/search?q=Padcharee%20Phasuk"> Padcharee Phasuk</a>, <a href="https://publications.waset.org/abstracts/search?q=Rungtawan%20Boonphanakan"> Rungtawan Boonphanakan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> With globalization, organizations had to adjust to an unstable environment in order to survive in a competitive arena. Typically within the field of management, different types of organizations include mechanistic, bureaucratic and organic ones. In fact, bureaucratic and mechanistic organizations have some characteristics in common. Bureaucracy is one type of Thailand organization which adapted from mechanistic concept to develop an organization that is suitable for the characteristic and culture of Thailand. The objective of this study is to compare the adjustment strategies of both organizations in order to find key performance indicators (KPI) suitable for improving organization in Thailand. The methodology employed is binary logistic regression. The results of this study will be valuable for developing future management strategies for both bureaucratic and mechanistic organizations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=mechanistic" title="mechanistic">mechanistic</a>, <a href="https://publications.waset.org/abstracts/search?q=bureaucratic%20and%20organic%20organization" title=" bureaucratic and organic organization"> bureaucratic and organic organization</a>, <a href="https://publications.waset.org/abstracts/search?q=binary%20logistic%20regression" title=" binary logistic regression"> binary logistic regression</a>, <a href="https://publications.waset.org/abstracts/search?q=key%20performance%20indicators%20%28KPI%29" title=" key performance indicators (KPI)"> key performance indicators (KPI)</a> </p> <a href="https://publications.waset.org/abstracts/59516/comparing-performance-indicators-among-mechanistic-organic-and-bureaucratic-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59516.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">359</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2242</span> Understanding Tacit Knowledge and Its Role in Military Organizations: Methods of Managing Tacit Knowledge</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Erhan%20Orhan">M. Erhan Orhan</a>, <a href="https://publications.waset.org/abstracts/search?q=Onur%20Ozdemir"> Onur Ozdemir </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Expansion of area of operation and increasing diversity of threats forced the military organizations to change in many ways. However, tacit knowledge still is the most fundamental component of organizational knowledge. Since it is human oriented and in warfare human stands at the core of the organization. Therefore, military organizations should find effective ways of systematically utilizing tacit knowledge. In this context, this article suggest some methods for turning tacit knowledge into explicit in military organizations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=tacit%20knowledge" title="tacit knowledge">tacit knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=military" title=" military"> military</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=warfare" title=" warfare"> warfare</a>, <a href="https://publications.waset.org/abstracts/search?q=technology" title=" technology"> technology</a> </p> <a href="https://publications.waset.org/abstracts/24776/understanding-tacit-knowledge-and-its-role-in-military-organizations-methods-of-managing-tacit-knowledge" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24776.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">488</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2241</span> Effect of Cloud Computing on Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amir%20Rashid">Amir Rashid</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today is the world of innovations where everyone is looking for a change. Organizations are now looking toward virtualization in order to minimize their computing cost. Cloud Computing has also introduced itself by the means of reducing computing cost. It offers different approach to make computing better by improving utilization and reducing infrastructure and administrative costs. Cloud Computing is basically the amalgamation of Utility Computing and SaaS (Software as a Service). Cloud Computing is quite new to organizations as it is still at its deploying stage. Due to this reason, organizations are not confident whether to adopt it or not. This thesis investigates the problem for organization concerning the security and cost issues. Benefits and drawbacks are being highlighted which organizations can have or suffer in order to adopt Cloud Computing. In Conclusion, Cloud Computing is a better option available for small and medium organizations with a comparison to large companies both in terms of data security and cost. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cloud%20computing" title="cloud computing">cloud computing</a>, <a href="https://publications.waset.org/abstracts/search?q=security" title=" security"> security</a>, <a href="https://publications.waset.org/abstracts/search?q=cost" title=" cost"> cost</a>, <a href="https://publications.waset.org/abstracts/search?q=elasticity" title=" elasticity"> elasticity</a>, <a href="https://publications.waset.org/abstracts/search?q=PaaS" title=" PaaS"> PaaS</a>, <a href="https://publications.waset.org/abstracts/search?q=IaaS" title=" IaaS"> IaaS</a>, <a href="https://publications.waset.org/abstracts/search?q=SaaS" title=" SaaS"> SaaS</a> </p> <a href="https://publications.waset.org/abstracts/46177/effect-of-cloud-computing-on-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46177.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">340</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2240</span> Integrating Carbon Footprint into Supply Chain Management of Manufacturing Companies: Sri Lanka</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shirekha%20Layangani">Shirekha Layangani</a>, <a href="https://publications.waset.org/abstracts/search?q=Suneth%20Dharmaparakrama"> Suneth Dharmaparakrama</a> </p> <p class="card-text"><strong>Abstract:</strong></p> When the manufacturing industry is concerned the Environment Management System (EMS) is a common term. Currently most organizations have obtained the environmental standard certification, ISO 14001. In the Sri Lankan context even though the organizations adopt Environmental Management, a very limited number of companies tend to calculate their Carbon Footprints. This research discusses the demotivating factors of manufacturing organizations in Sri Lanka to integrate calculation of carbon footprint into their supply chains. Further it also identifies the benefits that manufacturing organizations can gain by implementing calculation of carbon footprint. The manufacturing companies listed under “ISO 14001” certification were considered in this study in order to investigate the problems mentioned above. 100% enumeration was used when the surveys were carried out. In order to gather essential data two surveys were designed to be done among manufacturing organizations that are currently engaged in calculating their carbon footprint and the organizations that have not. The survey among the first set of manufacturing organizations revealed the benefits the organizations were able to gain by implementing calculation of carbon footprint. The latter set organizations revealed the demotivating factors that have influenced not to integrate calculation of carbon footprint into their supply chains. This paper has summarized the results obtained by the surveys and segregated depending on the market share of the manufacturing organizations. Further it has indicated the benefits that can be obtained by implementing carbon footprint calculation, depending on the market share of the manufacturing entity. Finally the research gives suggestions to manufacturing organizations on applicability of adopting carbon footprint calculation depending on the benefits that can be obtained. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=carbon%20footprint" title="carbon footprint">carbon footprint</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20management%20systems%20%28EMS%29" title=" environmental management systems (EMS)"> environmental management systems (EMS)</a>, <a href="https://publications.waset.org/abstracts/search?q=benefits%20of%20carbon%20footprint" title=" benefits of carbon footprint"> benefits of carbon footprint</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO14001" title=" ISO14001"> ISO14001</a> </p> <a href="https://publications.waset.org/abstracts/21328/integrating-carbon-footprint-into-supply-chain-management-of-manufacturing-companies-sri-lanka" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21328.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">374</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2239</span> The Role of International Organizations in Educational Reform in Iraq</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Thanaa%20M.%20Sulaiman">Thanaa M. Sulaiman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Iraqi education system has suffered greatly as a result of wars, political instability, and economic problems. After the fall of Saddam’s regime in 2003, the Iraqi education system was proportionally the most impacted sector. The new administration prioritized educational reforms. International organizations, as well as foreign countries, were in the lead to achieve educational reforms. The current study aims to shed light on the reformation process and the roles of different stakeholders, especially international organizations. It also aims to explore the current problems facing the Iraqi education system. Additionally, it aims to explore the different programs and projects that are funded and implemented by international organizations and the impact of these programs and projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Iraq" title="Iraq">Iraq</a>, <a href="https://publications.waset.org/abstracts/search?q=Iraqi%20education%20system" title=" Iraqi education system"> Iraqi education system</a>, <a href="https://publications.waset.org/abstracts/search?q=educational%20reform" title=" educational reform"> educational reform</a>, <a href="https://publications.waset.org/abstracts/search?q=international%20organizations" title=" international organizations"> international organizations</a> </p> <a href="https://publications.waset.org/abstracts/148575/the-role-of-international-organizations-in-educational-reform-in-iraq" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148575.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">129</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2238</span> Are the Organizations Prepared for Potential Crises? A Research Intended to Measure the Proactivity Level of Industrial Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Tahir%20Demirsel">M. Tahir Demirsel</a>, <a href="https://publications.waset.org/abstracts/search?q=Mustafa%20Atsan"> Mustafa Atsan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many elements of the environment in which businesses operate today leave them faced with unexpected threats and opportunities. One of the major threats is business crisis. The crisis is a state of affairs in a business wherein the executives must take urgent and unprecedented action to try to save the business from failure. In order to survive in the business environment, organizations should be prepared for the potential crises. Technological developments, uncertainty in the market and the intense competition increase the probability of encountering a crisis for organizations. Therefore, by acting proactively to predict crisis, to detect signals of crisis and be prepared for a crisis by taking necessary precautions accordingly, is of great importance for businesses. In this context, the objective of this study is to reveal that how much organizations are proactive and can predict the future crises and investigate whether they are prepared for possible crises or not. The research was conducted on 222 business executives in one of the major industrial zones of Turkey, Konya Organized Industrial Zone (KOS). The findings are analyzed through descriptive statistics and multiple regression analysis. According to the results, it has been observed that organizations cannot predict the crisis signals and are not prepared for potential crises. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=crisis%20preparedness" title="crisis preparedness">crisis preparedness</a>, <a href="https://publications.waset.org/abstracts/search?q=crisis%20signals" title=" crisis signals"> crisis signals</a>, <a href="https://publications.waset.org/abstracts/search?q=industrial%20organizations" title=" industrial organizations"> industrial organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=proactivity" title=" proactivity"> proactivity</a> </p> <a href="https://publications.waset.org/abstracts/29479/are-the-organizations-prepared-for-potential-crises-a-research-intended-to-measure-the-proactivity-level-of-industrial-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29479.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">516</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2237</span> The Relationship between Organizations' Acquired Skills, Knowledge, Abilities and Shareholders (SKAS) Wealth Maximization: The Mediating Role of Training Investment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gabriel%20Dwomoh">Gabriel Dwomoh</a>, <a href="https://publications.waset.org/abstracts/search?q=Williams%20Kwasi%20Boachie"> Williams Kwasi Boachie</a>, <a href="https://publications.waset.org/abstracts/search?q=Kofi%20Kwarteng"> Kofi Kwarteng</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study looked at the relationship between organizations’ acquired knowledge, skills, abilities, and shareholders wealth with training playing the mediating role. The sample of the study consisted of organizations that spent 10% or more of its annual budget on training and those whose training budget is less than 10% of the organization’s annual budget. A total of 620 questionnaires were distributed to employees working in various organizations out of which 580 representing 93.5% were retrieved. The respondents that constitute the sample were drawn using convenience sampling. The researchers used regression models for their analyses with the help of SPSS 16.0. Analyzing multiple models, it was discovered that organizations training investment plays a considerable indirect and direct effect with partial mediation between organizations acquired skills, knowledge, abilities, and shareholders wealth. Shareholders should allow their agents to invest part of their holdings to develop the human capital of the organization but this should be done with caution since shareholders returns do not depend much on how much organizations spend in developing its human resource capital. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=skills" title="skills">skills</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge" title=" knowledge"> knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=abilities" title=" abilities"> abilities</a>, <a href="https://publications.waset.org/abstracts/search?q=shareholders%20wealth" title=" shareholders wealth"> shareholders wealth</a>, <a href="https://publications.waset.org/abstracts/search?q=training%20investment" title=" training investment"> training investment</a> </p> <a href="https://publications.waset.org/abstracts/33991/the-relationship-between-organizations-acquired-skills-knowledge-abilities-and-shareholders-skas-wealth-maximization-the-mediating-role-of-training-investment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33991.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">240</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2236</span> Leaders Behaving Badly in Higher Education: Constructing Toxic Leadership from Followers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aishah%20Tamby%20Omar">Aishah Tamby Omar</a>, <a href="https://publications.waset.org/abstracts/search?q=Zolkifle%20Ahmad"> Zolkifle Ahmad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this research was to explore academician perception of toxic leadership in higher education organizations. The data consisted of 17 semi-structured interviews with academicians’ grade 45 above. According to them, toxicity in higher education organizations can be categorized as dysfunctional command, employee anti-social, less trust and commitment, abusive supervision, tyranny, unethical, hierarchical structures, and permissive environment. While they believed that culture, climate, and situational factors may form a toxic development and have the greatest influence on toxicity determination in higher education organizations. Respondents acknowledged that the future studies should involve the person who had held positions to get their opinions. These results emphasized the need for the leaders to learn about leadership in order to avoid a negative performance of the higher education organizations in the near future. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=academician%20perception" title="academician perception">academician perception</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education%20organizations" title=" higher education organizations"> higher education organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=toxic%20leadership" title=" toxic leadership"> toxic leadership</a> </p> <a href="https://publications.waset.org/abstracts/57823/leaders-behaving-badly-in-higher-education-constructing-toxic-leadership-from-followers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/57823.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">437</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2235</span> Investigating Perception of Iranian Organizations on Internet of Things Solutions and Applications</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Changiz%20Valmohammadi">Changiz Valmohammadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main purpose of this study is to explore the perception of Iranian experts and executive managers of sample organizations on the benefits and barriers of Internet of Things (IoT) solutions implementation. Based on the review of the related literature and web sites, benefits and barriers of successful implementation to IoT solutions were identified. Through a self-administered questionnaire which was collected from 67 Iranian organizations the ranking and importance of benefits and barriers of IoT solutions implementation were determined based on the perception of the experts of the surveyed organizations. Analysis of data and the obtained results revealed that “improved customer experience” and “Supply chain optimization and responsiveness” are the most important benefits that the survey organizations expect to reap as a result of IoT solutions implementation. Also,” Integration challenges" and “cannot find right suppliers” were ranked as the most challenging barriers to IoT solutions implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=internet%20of%20things%20%28IoT%29" title="internet of things (IoT)">internet of things (IoT)</a>, <a href="https://publications.waset.org/abstracts/search?q=exploratory%20study" title=" exploratory study"> exploratory study</a>, <a href="https://publications.waset.org/abstracts/search?q=benefits" title=" benefits"> benefits</a>, <a href="https://publications.waset.org/abstracts/search?q=barriers" title=" barriers"> barriers</a>, <a href="https://publications.waset.org/abstracts/search?q=Iran" title=" Iran"> Iran</a> </p> <a href="https://publications.waset.org/abstracts/25553/investigating-perception-of-iranian-organizations-on-internet-of-things-solutions-and-applications" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25553.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">518</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2234</span> Impact of Extended Enterprise Resource Planning in the Context of Cloud Computing on Industries and Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gholamreza%20Momenzadeh">Gholamreza Momenzadeh</a>, <a href="https://publications.waset.org/abstracts/search?q=Forough%20Nematolahi"> Forough Nematolahi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Extended Enterprise Resource Planning (ERPII) system usually requires massive amounts of storage space, powerful servers, and large upfront and ongoing investments to purchase and manage the software and the related hardware which are not affordable for organizations. In recent decades, organizations prefer to adapt their business structures with new technologies for remaining competitive in the world economy. Therefore, cloud computing (which is one of the tools of information technology (IT)) is a modern system that reveals the next-generation application architecture. Also, cloud computing has had some advantages that reduce costs in many ways such as: lower upfront costs for all computing infrastructure and lower cost of maintaining and supporting. On the other hand, traditional ERPII is not responding for huge amounts of data and relations between the organizations. In this study, based on a literature study, ERPII is investigated in the context of cloud computing where the organizations operate more efficiently. Also, ERPII conditions have a response to needs of organizations in large amounts of data and relations between the organizations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=extended%20enterprise%20resource%20planning" title="extended enterprise resource planning">extended enterprise resource planning</a>, <a href="https://publications.waset.org/abstracts/search?q=cloud%20computing" title=" cloud computing"> cloud computing</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process" title=" business process"> business process</a>, <a href="https://publications.waset.org/abstracts/search?q=enterprise%20information%20integration" title=" enterprise information integration"> enterprise information integration</a> </p> <a href="https://publications.waset.org/abstracts/80166/impact-of-extended-enterprise-resource-planning-in-the-context-of-cloud-computing-on-industries-and-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/80166.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">222</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2233</span> Role of International Organizations towards Good Governance: Recent Trends</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=E.%20Prema%20Shyam">E. Prema Shyam</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The role of international organizations has contributed in various ways for the good governance in the world at large. Since the beginning of the 1990s international organizations, particularly those active in the areas of human rights, trade and economic etc., have embraced a 'good governance'. It is also pertinent to mention that the application of the concept of good governance to international organizations themselves and not exclusively to national or regional polities is a more recent phenomenon. Especially since the second half of the 1990s, a number of international organizations have carried out major governance reforms, assuming that their calls for governments to heed higher standards of good governance will be all the more credible provided that they develop a good governance standard for themselves. In addition to this number of organizations such as the United Nations (UN), Organisation for Economic Co-operation and Development (OECD), European Union (EU), International Committee of the Red Cross and World Trade Organization (WTO). OECD has been specifically mobilized to fight corruption. The World Bank was the first international organization to address the issue of good governance when it attributed the African development crisis to a crisis of governance in a 1989 report. International organizations are often denounced for their lack of transparency and democracy. However, in the last few years, a number of them have pushed through impressive reforms aimed at enhancing good governance standards within their own organizations, especially in the light of their long-standing secrecy. This is a remnant of the traditional conception of international organizations, which renders them merely answerable to their Members. International organizations have already gone quite some way in the areas of good management and opening up to the public. However, as far as participatory governance is concerned, lot to be done for the larger interest of society. In this paper, an attempt has been made to focus the issues on international organisations with regard to good governance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=good%20governance" title="good governance">good governance</a>, <a href="https://publications.waset.org/abstracts/search?q=World%20Trade%20Organisation" title=" World Trade Organisation"> World Trade Organisation</a>, <a href="https://publications.waset.org/abstracts/search?q=international%20organisation" title=" international organisation"> international organisation</a>, <a href="https://publications.waset.org/abstracts/search?q=governance%20reforms" title=" governance reforms"> governance reforms</a> </p> <a href="https://publications.waset.org/abstracts/24152/role-of-international-organizations-towards-good-governance-recent-trends" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24152.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">452</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2232</span> Quality Management and Service Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fatemeh%20Khalili%20Varnamkhasti">Fatemeh Khalili Varnamkhasti</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In recent times, there has been a notable shift in the application of Total Quality Management (TQM) from manufacturing to service organizations, prompting numerous studies on the subject. TQM has firmly established itself across various sectors, emerging as an approach to process improvement, waste reduction, business optimization, and quality performance. Many researchers and academics have recognized the relevance of TQM for sustainable competitive advantage, particularly in service organizations. In light of this, the purpose of this research study is to explore the applicability of TQM within the service framework. The study delves into existing literature on TQM in service organizations and examines the reasons for its occasional shortcomings. Ultimately, the paper provides systematic guidelines for the effective implementation of TQM in service organizations. The findings of this study offer a much-improved understanding of TQM and its practices, shedding light on the evolution of service organizations. Additionally, the study highlights key insights from recent research on TQM in service organizations and proposes a ten-step approach for the successful implementation of TQM in the service sector. This framework aims to provide service managers and professionals with a comprehensive understanding of TQM fundamentals and encourages a deeper exploration of TQM theory. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=quality" title="quality">quality</a>, <a href="https://publications.waset.org/abstracts/search?q=control" title=" control"> control</a>, <a href="https://publications.waset.org/abstracts/search?q=service" title=" service"> service</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=teamwork" title=" teamwork"> teamwork</a> </p> <a href="https://publications.waset.org/abstracts/179871/quality-management-and-service-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/179871.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">54</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2231</span> The Impact of Institutional and Organizational Change on Social Housing Organizations and Their Stakeholders</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Farnoosh%20Faal">Farnoosh Faal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Institutional and organizational change in social housing organizations can have a significant impact on both the organizations themselves and their stakeholders. This paper provides an overview of the impact of institutional and organizational change on social housing organizations and their stakeholders, including tenants, employees, and other community members. The paper examines the different types of institutional and organizational change that can occur in social housing organizations, such as changes in management structure, funding models, and service delivery methods. It also explores the potential benefits and drawbacks of these changes, including changes in efficiency, service quality, and tenant satisfaction. The paper further discusses the impact of institutional and organizational change on social housing organization stakeholders, including the effects on employee morale, tenant engagement, and community relationships. The paper highlights the importance of effective stakeholder engagement and communication in ensuring a smooth transition to new organizational models and systems. Finally, the paper discusses the challenges and opportunities presented by institutional and organizational change in social housing organizations and provides recommendations for organizations looking to navigate these changes successfully. These recommendations include prioritizing stakeholder engagement, investing in staff training and development, and maintaining a focus on the needs and priorities of tenants and communities. Overall, this paper emphasizes the importance of considering the impact of institutional and organizational change on social housing organizations and their stakeholders and highlights strategies for managing these changes in a way that maximizes benefits and minimizes negative impacts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20housing%20organizations" title="social housing organizations">social housing organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholder%20engagement" title=" stakeholder engagement"> stakeholder engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=institutional%20change" title=" institutional change"> institutional change</a>, <a href="https://publications.waset.org/abstracts/search?q=challenges" title=" challenges"> challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=opportunities" title=" opportunities"> opportunities</a> </p> <a href="https://publications.waset.org/abstracts/163473/the-impact-of-institutional-and-organizational-change-on-social-housing-organizations-and-their-stakeholders" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163473.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">86</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2230</span> Nongovernmental Organisations’ Sustainable Strategic Planning and Its Impact on Donors’ Loyalty</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Farah%20Mahmoud%20Attallah">Farah Mahmoud Attallah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The nonprofit sector has been heavily rising with the rise of sustainable development in developed and developing countries. Most economies are putting high pressure on this sector, believing that nongovernmental organizations (NGOs) are one of the main rescues during crises worldwide. Talking about the Egyptian NGOs, the number of those organizations has reached an average of 50,278 organizations which is the highest number Egypt has faced through the past decade. However, with the rising number of those NGOs comes their incapability of sustaining their performance and fundraising. Additionally, donors who are considered the key partners for those organizations have become knowledgeable about this sector which made them more demanding, putting high pressure on those organizations to believe that there must be a valuable return for the economy in order to donate. This research study aims to study the impact of a sustainable strategic planning model on raising loyal donors; the proposed model of this research presents several independent variables determining their impact on donors' intention to become loyal. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=nonprofit%20sector" title="nonprofit sector">nonprofit sector</a>, <a href="https://publications.waset.org/abstracts/search?q=non-governmental%20organizations" title=" non-governmental organizations"> non-governmental organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20planning" title=" strategic planning"> strategic planning</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20business%20model" title=" sustainable business model"> sustainable business model</a>, <a href="https://publications.waset.org/abstracts/search?q=CRM" title=" CRM"> CRM</a>, <a href="https://publications.waset.org/abstracts/search?q=RM" title=" RM"> RM</a> </p> <a href="https://publications.waset.org/abstracts/159941/nongovernmental-organisations-sustainable-strategic-planning-and-its-impact-on-donors-loyalty" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/159941.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">73</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2229</span> Knowledge Management: Why is So Difficult? From “A Good Idea” to Organizational Contribute</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lisandro%20Blas">Lisandro Blas</a>, <a href="https://publications.waset.org/abstracts/search?q=H%C3%A9ctor%20Tamanini"> Héctor Tamanini</a> </p> <p class="card-text"><strong>Abstract:</strong></p> From earliest 90 to now, no many companies or organization can “really” implement a knowledge management (KM) system that works (no only viewed from a measurement model, but in this continuity). Which are the reasons of that? Some of the reason maybe could be embedded in how KM is demanded (usefulness, priority, experts, a definition of KM) vs the importance and resources that the organizations afford (budget, responsible of a specific area of KM, intangibility). Many organizations “claim” the importance of Knowledge Management but thhese demands are not reflecting these claims in their future actions. With another’s tools or managements ideas the organizations put the economics and human resources to work. Why it´s not occur in KM? This paper tray to explain some of this reasons and tray to deal with this situations through a survey done in 2011 for a IAPG (Argentinean Institute from Oil & Gas) Congress. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20into%20organizations" title="knowledge management into organizations">knowledge management into organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=new%20perspectives" title=" new perspectives"> new perspectives</a>, <a href="https://publications.waset.org/abstracts/search?q=failure%20in%20implementation" title=" failure in implementation"> failure in implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=claim" title=" claim"> claim</a> </p> <a href="https://publications.waset.org/abstracts/20745/knowledge-management-why-is-so-difficult-from-a-good-idea-to-organizational-contribute" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20745.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">421</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2228</span> Innovation Strategies and Challenges in Emerging Economies: The Case of Research and Technology Organizations in Turkey</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=F.%20Demir">F. Demir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation is highly critical for every company, especially for technology-based organizations looking to sustain their competitive advantage. However, this is not an easy task. Regardless of the size of the enterprise, market and location, all organizations face numerous challenges. Even though huge barriers to innovation exist in different countries, firm- and industry-specific challenges can be distinguished. This paper examines innovation strategies and obstacles to innovation in research and technology organizations (RTO) of Turkey. From the most important to the least, nine different challenges are ranked according the results of this survey. The findings reveal that to take the lead in innovation, financial constraint is the biggest challenge, which is consistent with the related literature. It ranked number one in this study. Beyond that, based on a sample of 40 RTOs, regional challenges such as underdeveloped regional innovation ecosystem plays a significant role in hampering innovation. Most of the organizations (55%) embrace an incremental approach to innovation, while only few pursue radical shifts. About 40% of the RTOs focus on product innovation, and 27.5% of them concentrate on technological innovation, while a very limited number aim for operational excellence and customer engagement as the focus of their strategic innovation efforts. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation%20strategies" title="innovation strategies">innovation strategies</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20challenges" title=" innovation challenges"> innovation challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=emerging%20economies" title=" emerging economies"> emerging economies</a>, <a href="https://publications.waset.org/abstracts/search?q=research%20and%20technology%20organizations" title=" research and technology organizations"> research and technology organizations</a> </p> <a href="https://publications.waset.org/abstracts/68412/innovation-strategies-and-challenges-in-emerging-economies-the-case-of-research-and-technology-organizations-in-turkey" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/68412.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">415</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2227</span> Organization Development’s Role in Environmental, Social and Governance (ESG) Sustainability in the Private Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Karmela%20Palma%20Samson">Karmela Palma Samson</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In recent years, there has been a growing interest in the implementation of Environmental, Social, and Governance (ESG) frameworks in private organizations. The COVID-19 pandemic and increasing global environmental concerns have further highlighted the importance of ESG practices in businesses. To be effective, the development and sustainability of ESG implementation require specific organizational functions. One such function is Organization Development (OD). This study aims to identify the roles of OD in the development, monitoring, and evaluation of ESG in private organizations. The role of OD in sustaining ESG implementation in private organizations was analyzed in this study. Qualitative research was conducted, which included interviews with OD practitioners to understand their role and challenges in maintaining ESG programs and initiatives. The study found that OD practitioners have low participation in managing ESG programs, initiatives, and indicators. However, the study also revealed that the OD function is crucial for the development, monitoring, and evaluation of ESG implementation in private organizations. In essence, the study highlights the importance of the OD function in ensuring the success of ESG implementation in private organizations. With their expertise in organizational development, OD practitioners can contribute significantly to the development, implementation, and evaluation of ESG initiatives. Therefore, private organizations should involve their OD departments in ESG implementation to ensure that they are sustainable, effective, and aligned with their organizational goals. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ESG" title="ESG">ESG</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20development" title=" organization development"> organization development</a>, <a href="https://publications.waset.org/abstracts/search?q=private%20sector" title=" private sector"> private sector</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a> </p> <a href="https://publications.waset.org/abstracts/170344/organization-developments-role-in-environmental-social-and-governance-esg-sustainability-in-the-private-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/170344.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">89</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2226</span> Impact of Implementation of 5S and TPM in Industrial Organizations: A Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jamal%20Ahmed%20Hama%20Kareem">Jamal Ahmed Hama Kareem</a>, <a href="https://publications.waset.org/abstracts/search?q=Noraini%20Abu%20Talib"> Noraini Abu Talib </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to explore the literature on 5S and Total Productive Maintenance (TPM) and the benefits that are to be derived from their implementation. It also seeks to highlight the main phases for implementing both the 5S and the TPM successfully, along with highlighting aspects that are needed for successful implementation of these two techniques simultaneously in the contemporary manufacturing scenario. The literature on classification of 5S and TPM has so far been very limited. The paper reviews a large number of papers in this field and presents the overview of several of implementation practices of 5S and TPM, and the benefits that can be achieved by the implementation of 5S and TPM as a one system by industrial organizations globally. The paper systematically categorizes the published literature and reveals important issues that influence the successful implementation of 5S and TPM in organizations to improve production effectiveness for competitiveness. Further, the paper also highlights various phases suggested by researchers and practitioners, which ensure smooth and effective implementation of the 5S and TPM in industrial organizations. In the end, study puts forth propositions based on the model of the study after extensive review of literature. The paper will be useful to researchers, maintenance professionals and other concerned officials with improving the performance of production processes effectiveness in industrial organizations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=5S" title="5S">5S</a>, <a href="https://publications.waset.org/abstracts/search?q=Total%20Productive%20Maintenance%20%28TPM%29" title=" Total Productive Maintenance (TPM)"> Total Productive Maintenance (TPM)</a>, <a href="https://publications.waset.org/abstracts/search?q=phases%20of%20implementation%20of%205S%20and%20TPM" title=" phases of implementation of 5S and TPM"> phases of implementation of 5S and TPM</a>, <a href="https://publications.waset.org/abstracts/search?q=industrial%20organizations" title=" industrial organizations"> industrial organizations</a> </p> <a href="https://publications.waset.org/abstracts/22291/impact-of-implementation-of-5s-and-tpm-in-industrial-organizations-a-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22291.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">617</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2225</span> The Roles of the Provincial Government and Non-Government Organizations toward the Business Resources Management in Ranong Province</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Poramet%20Saeng-On">Poramet Saeng-On</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to investigate the roles of provincial governments and private sectors in managing business resources of Ranong province, Thailand. The sample group of this study included 15 organizations and the tool of the research included interview questions, recording tape, and notes. This study employed a qualitative technique by utilizing in-depth interview and document research techniques. The findings revealed that government and private organizations did not have any direct roles in managing business resources of Ranong Province and did not have any knowledge of the plan to manage business resources. However, all agreed that there should be a plan to manage business resources effectively and efficiently. Moreover, both private and government organizations also agree to cooperate to manage business resources to benefits all stakeholders. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20resources" title="business resources">business resources</a>, <a href="https://publications.waset.org/abstracts/search?q=provincial%20government" title=" provincial government"> provincial government</a>, <a href="https://publications.waset.org/abstracts/search?q=roles" title=" roles"> roles</a>, <a href="https://publications.waset.org/abstracts/search?q=non-government%20organizations" title=" non-government organizations"> non-government organizations</a> </p> <a href="https://publications.waset.org/abstracts/14430/the-roles-of-the-provincial-government-and-non-government-organizations-toward-the-business-resources-management-in-ranong-province" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14430.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">459</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2224</span> A Review of the Antecedents and Consequences of Employee Engagementc</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ibrahim%20Hamidu%20Magem">Ibrahim Hamidu Magem</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employee engagement has continued to gain popularity among practitioners, consultants and academicians recent years. This is due to the fact that the engaged employees are central to organizational success in today’s highly competitive and rapidly changing business environment. Employee engagement depicts a situation whereby employee’s harnessed themselves to their work roles. The importance of employee engagement to organizations cannot be overemphasized in today’s rapidly changing business environment. Organizations both large and small are constantly striving to improve their performance, retain employees, reduce absenteeism, and create loyal customers among others. To be able to achieve these organizations need a team of highly engaged employees. In line with this, the study attempts to provide a valuable framework for understanding the antecedents and consequences of employee engagement in organizations. The paper categorizes the antecedents of employee engagement into individual and organizational factors which it is assumed that the existence of such factors could result into engaged employees that will be of benefit to organizations. Therefore, it is recommended that organizations should revisit and redesign its employee engagement system to enable them attain their organizational goals and objectives. In addition, organizations should note that engagement is personal but organizational engagement programmes should be about everyone in the organization. The findings from this paper adds to existing studies about employee engagement and also provide awareness to academics and practitioners about the importance of employee engagement to improve organizations efficiency and effectiveness, as well as to impact to overall firm performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=antecedents" title="antecedents">antecedents</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20involvement" title=" job involvement"> job involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/53259/a-review-of-the-antecedents-and-consequences-of-employee-engagementc" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/53259.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">260</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2223</span> A Conceptual Framework of Strategies for Managing Intellectual Property Rights at Different Stages of Product Life Cycle</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nithyananda%20K.%20V.">Nithyananda K. V. </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations follow various strategies for managing their intellectual property rights, either in the form of securing IP rights or using such IP rights through leveraging, monetizing, and commercializing them. It is well known that organizations adopt different intellectual property strategies in response to other organizations within the industry. But within an organization, and within the products that are being manufactured and sold by it, the strategies for managing its intellectual property rights keep changing at different stages of the product life cycle. Organizations could adopt not only different strategies for managing its intellectual property rights, but could also adopt different kinds of business models to leverage, monetize, and commercial the IP rights. This paper analyzes the various strategies that can be adopted by organizations to manage its IP rights at different stages of the product life cycle and the rationale for adopting such strategies. This would be a secondary research, based solely on the literature of strategic management, new product development, resource-based management, and the intellectual property management. This paper synthesizes the literature from these streams to propose a conceptual framework of strategies that can be adopted by organizations for managing its IP rights in conjunction with the life cycle of the products that it manufactures and sells in the market. This framework could be adopted by organizations in implementing strategies for effectively managing their IP rights. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=intellectual%20property%20strategy" title="intellectual property strategy">intellectual property strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20of%20intellectual%20property%20rights" title=" management of intellectual property rights"> management of intellectual property rights</a>, <a href="https://publications.waset.org/abstracts/search?q=New%20product%20development" title=" New product development"> New product development</a>, <a href="https://publications.waset.org/abstracts/search?q=product%20life%20cycle" title=" product life cycle"> product life cycle</a> </p> <a href="https://publications.waset.org/abstracts/87061/a-conceptual-framework-of-strategies-for-managing-intellectual-property-rights-at-different-stages-of-product-life-cycle" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/87061.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">296</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2222</span> The Importance of Information in Psychological Operations for Counterterrorism</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abbas%20Fazelinia">Abbas Fazelinia</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Terrorism is not a new phenomenon to the world, yet it remains difficult to define and to counter. Countering terrorism requires several measures that must be taken at the same time. Counterterrorism strategies of most countries depend on military measures. However, those strategies should also focus on nonlethal measures, such as economic, political, and social measures. The psychological dimensions of terrorism must be understood, evaluated, and used in countering terrorism. This study suggests that psychological operations, as nonlethal military operations, can be used to influence individuals not to join terrorist organizations and to facilitate defections from terrorist organizations. However, in order to implement effective psychological operations, one has to have appropriate intelligence about terrorist organizations. Examining terrorist organizations help us to identify their vulnerabilities and obtain this intelligence. This article concludes that terrorists’ motivations, terrorist organizations’ radicalization, recruitment, and conversion processes, ideology, goals, strategies, and general structure form the intelligence requirement for psychological operations in counterterrorism. The methodology used in this article is a mixed method. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=psychological%20operations" title="psychological operations">psychological operations</a>, <a href="https://publications.waset.org/abstracts/search?q=terrorist" title=" terrorist"> terrorist</a>, <a href="https://publications.waset.org/abstracts/search?q=counterterrorism" title=" counterterrorism"> counterterrorism</a>, <a href="https://publications.waset.org/abstracts/search?q=terrorism" title=" terrorism"> terrorism</a> </p> <a href="https://publications.waset.org/abstracts/48243/the-importance-of-information-in-psychological-operations-for-counterterrorism" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48243.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">332</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2221</span> The Reasons behind Individuals to Join Terrorist Organizations: Recruitment from Outside</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Murat%20S%C3%B6zen">Murat Sözen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today terrorism is gaining momentum again. Parallel to this, it hurts more than before because it has victims from not only its own locations but also remote places. As victims are from outside, militants are likewise from own location and outside. What made these individuals join the terrorist organizations and how these organizations recruit militants are still unanswered. The purpose of this work is to find reasons of joining and power of recruiting. In addition, the role of most popular tool of recruiting, ‘social media’ will be examined. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=recruitment" title="recruitment">recruitment</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20media" title=" social media"> social media</a>, <a href="https://publications.waset.org/abstracts/search?q=recruitment" title=" recruitment"> recruitment</a>, <a href="https://publications.waset.org/abstracts/search?q=militants" title=" militants"> militants</a> </p> <a href="https://publications.waset.org/abstracts/41045/the-reasons-behind-individuals-to-join-terrorist-organizations-recruitment-from-outside" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/41045.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">347</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2220</span> An International Analysis of Career Development and Management Programs for High-Performance Athletes: A Perspective of Organizational Support</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=H.%20J.%20Hong">H. J. Hong</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Sporting organizations are arguably responsible for encouraging high-performance athletes to balance their life and identity during their sporting career; sporting organizations can establish the motivational climate for high-performance athletes using athlete career development and management programs. The purpose of this article to provide an overview of career development and management programs in 20 countries and to examine the following seven features of the programs: (1) Which government-funded sporting organizations provide career development and management programs? (2) Which athletes are eligible to access the programs? (3) What are the aims and objectives of the programs? (4) What are the activities and content of the programs? (5) Who is responsible for the delivery of the programs within organizations (e.g., advisors, coordinators, service providers, counsellors, etc.)? (6) Do the sporting organizations have training and development programs for support services providers? and (7) Do the sporting organizations assess the programs in terms of the programs’ impact on high-performance athletes’ career development and management skills? Web-based data collection was conducted first. The author contacted the sporting organizations to clarify information as required by requesting further information via emails, international calls, video calls on Skype, and by visiting the sporting organizations and meeting with the practitioners (Fiji, Ireland, Korea, Scotland, Singapore, and Spain). By selecting comparable career development and management programs, the present study reviews programs across the world, identifying similarities, differences, and difficulties, so that sporting organizations and practitioners may enhance the quality of their programs. Since international comparisons of career development and management programs remain scarce, the findings deepen the knowledge of high-performance athletes’ career development, management, and transitions in the areas of organizational support programs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=athletes%27%20career%20development%20and%20management" title="athletes' career development and management">athletes' career development and management</a>, <a href="https://publications.waset.org/abstracts/search?q=athletes%27%20psychological%20preparation" title=" athletes' psychological preparation"> athletes' psychological preparation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20support" title=" organizational support"> organizational support</a>, <a href="https://publications.waset.org/abstracts/search?q=sport%20career%20transition" title=" sport career transition"> sport career transition</a> </p> <a href="https://publications.waset.org/abstracts/106139/an-international-analysis-of-career-development-and-management-programs-for-high-performance-athletes-a-perspective-of-organizational-support" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/106139.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">125</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=MIS%20in%20Organizations&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=MIS%20in%20Organizations&page=3">3</a></li> <li class="page-item"><a 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