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organizational support</title> <meta name="description" content="Search results for: organizational support"> <meta name="keywords" content="organizational support"> <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 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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="organizational support"> <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> 8120</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: organizational support</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">8120</span> The Effect of Organizational Virtuousness on Nurses' Organizational Identification Level and Performance: The Mediating Role of Perceived Organizational Support</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Feride%20Eskin%20Bacaksiz">Feride Eskin Bacaksiz</a>, <a href="https://publications.waset.org/abstracts/search?q=Aytolan%20Yildirim"> Aytolan Yildirim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Practices voluntarily performed by organizations for their employees well-being, create an emotional imperative for employees in accordance with reciprocity norm. Changes in desired course occur in organizational outputs and attitudes towards organization among employees perceiving their organizations as virtuous and supportive. The aim of this study was to examine the effect of organizational virtuousness on performance and organizational identification levels of employees and mediating role of perceived organizational support in this relationship. The data of this descriptive and methodological study were collected from 336 nurses working in a public university hospital in 2015. Participant information form, Organizational Virtuousness, Perceived Organizational Support, Organizational Identification, and Employee Performance scales were used to collect the data. Descriptive, correlative, psychometric analyses and Structural Equation Modeling were performed for the data analysis. Most of the participants were female, under 30 years of age, graduated degrees and staff nurse. Mean scores obtained by the participants from scales were calculated as 3.43(SD=.99) for organizational virtuousness, 2.99 (SD=1.16) for perceived organizational support, 3.18 (SD=1.03) for organizational identification and 3.84 (SD=0.66) for employee performance. It was found that correlation between organizational virtuousness and employee performance regressed from r=0.64 to r=-0.01 and correlation between organizational virtuousness and organizational identification regressed from r=0.55 to r=-0.16 and became statistically non-significant (p < 0.05) via mediating role of perceived organizational support. According to the results, perceived organizational support assumes full mediation on the impact of organizational virtues of employee performance and organizational identification levels. Therefore, organizations, which intend to positively affect employees attitudes towards organization and their performance, should both extend organizational virtuous activities and affect perceptions of employees; whereas, employees should perceive that they are supported by their organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title="employee performance">employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20identification" title=" organizational identification"> organizational identification</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20virtuousness" title=" organizational virtuousness"> organizational virtuousness</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20organizational%20support" title=" perceived organizational support"> perceived organizational support</a> </p> <a href="https://publications.waset.org/abstracts/50435/the-effect-of-organizational-virtuousness-on-nurses-organizational-identification-level-and-performance-the-mediating-role-of-perceived-organizational-support" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50435.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">364</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">8119</span> The Predictors of Student Engagement: Instructional Support vs Emotional Support</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tahani%20Salman%20Alangari">Tahani Salman Alangari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Student success can be impacted by internal factors such as their emotional well-being and external factors such as organizational support and instructional support in the classroom. This study is to identify at least one factor that forecasts student engagement. It is a cross-sectional, conducted on 6206 teachers and encompassed three years of data collection and observations of math instruction in approximately 50 schools and 300 classrooms. A multiple linear regression revealed that a model predicting student engagement from emotional support, classroom organization, and instructional support was significant. Four linear regression models were tested using hierarchical regression to examine the effects of independent variables: emotional support was the highest predictor of student engagement while instructional support was the lowest. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=student%20engagement" title="student engagement">student engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=emotional%20support" title=" emotional support"> emotional support</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=instructional%20support" title=" instructional support"> instructional support</a>, <a href="https://publications.waset.org/abstracts/search?q=well-being" title=" well-being"> well-being</a> </p> <a href="https://publications.waset.org/abstracts/170199/the-predictors-of-student-engagement-instructional-support-vs-emotional-support" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/170199.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">81</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">8118</span> Organizational Learning Strategies for Building Organizational Resilience</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Stephanie%20K.%20Douglas">Stephanie K. Douglas</a>, <a href="https://publications.waset.org/abstracts/search?q=Gordon%20R.%20Haley"> Gordon R. Haley</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations face increasing disruptions, changes, and uncertainties through the rapid shifts in the economy and business environment. A capacity for resilience is necessary for organizations to survive and thrive in such adverse conditions. Learning is an essential component of an organization's capability for building resilience. Strategic human resource management is a principal component of learning and organizational resilience. To achieve organizational resilience, human resource management strategies must support individual knowledge, skills, and ability development through organizational learning. This study aimed to contribute to the comprehensive knowledge of the relationship between strategic human resource management and organizational learning to build organizational resilience. The organizational learning dimensions of knowledge acquisition, knowledge distribution, knowledge interpretation, and organizational memory can be fostered through human resource management strategies and then aggregated to the organizational level to build resilience. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20development" title="human resource development">human resource development</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20resilience" title=" organizational resilience"> organizational resilience</a> </p> <a href="https://publications.waset.org/abstracts/155369/organizational-learning-strategies-for-building-organizational-resilience" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/155369.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">137</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">8117</span> Program Accreditation as a Change Enterprise in Oman</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mahmoud%20Mohamed%20Emam">Mahmoud Mohamed Emam</a>, <a href="https://publications.waset.org/abstracts/search?q=Yasser%20Fathy%20Hendawy%20Al-Mahdy"> Yasser Fathy Hendawy Al-Mahdy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Higher education institutions (HEIs) in Arab countries have witnessed large scope transformations as a result of embracing globalised practices. The introduction of program academic accreditation in HEIs in the Arab context has been regarded as a change enterprise that has proponents and opponents. In essence, introducing new systems or practices trigger changes that may shatter employees at a given organization. Therefore, it is argued that the interaction between organizational, contextual, and individual-related variables are likely to determine how the organization succeeds in facing resistance to change. This study investigated a mediated-effects model of organizational support and citizenship behavior. The model proposes organizational support as an antecedent of citizenship behavior and commitment to change as a mediator in the organizational support–citizenship behavior relationship. Survey data were collected and analyzed from university faculty (n=221) using structural equation modeling. Findings showed that organizational support significantly contributes to increasedcitizenshipbehaviour and the commitment of university faculty to program accreditation as a change enterprise, which has a significant and direct impact on their citizenship behaviour. We conclude that university-level organizational support shapes faculty’s commitment to change both directly and indirectly. The findings have significant practical implications for HEIs in Arab countries when they introduce new practices that aim at improving institutional effectiveness. <p class="card-text"><strong>Keywords:</strong> <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=accreditation" title=" accreditation"> accreditation</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment" title=" commitment"> commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=citizenship%20behaviour" title=" citizenship behaviour"> citizenship behaviour</a> </p> <a href="https://publications.waset.org/abstracts/151219/program-accreditation-as-a-change-enterprise-in-oman" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151219.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">96</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">8116</span> Organizational Change in the FBI after 9/11: An Institutional Theoretical Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ben%20D.%20Atkins">Ben D. Atkins</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study will examine the impact of September 11, 2001, terrorist attacks on the organizational development of American federal law enforcement through focusing on the Federal Bureau of Investigation. Content analysis of discourse in a federal law enforcement practitioner publication along with official FBI statements will be used to gain a better understanding of FBI organizational changes that have taken place since the events of September 11, 2001. Analysis of content trends in the FBI Law Enforcement Bulletin and public discourse of FBI officials from 1999 to 2005 indicate that, in addition to structural changes, the bureau has also undergone a variety of cultural changes. The results offer some support for the institutional theoretical perspective, suggesting that post-9/11 organizational changes such as new mission priorities and the establishment of new branches were partially initiated due to a variety external pressures, which lends support for coercive isomorphism. Furthermore, structural changes are discussed in relation to the attainment and maintenance of organizational legitimacy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=institutional%20theory" title="institutional theory">institutional theory</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20theory" title=" organizational theory"> organizational theory</a>, <a href="https://publications.waset.org/abstracts/search?q=law%20enforcement" title=" law enforcement"> law enforcement</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20administration" title=" public administration"> public administration</a> </p> <a href="https://publications.waset.org/abstracts/72613/organizational-change-in-the-fbi-after-911-an-institutional-theoretical-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/72613.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">8115</span> The Effects of Perceived Organizational Support and Abusive Supervision on Employee’s Turnover Intention: The Mediating Roles of Psychological Contract and Emotional Exhaustion</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seung%20Yeon%20Son">Seung Yeon Son</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Workers (especially, competent personnel) have been recognized as a core contributor to overall organizational effectiveness. Hence, verifying the determinants of turnover intention is one of the most important research issues. This study tested the influence of perceived organizational support and abusive supervision on employee’s turnover intention. In addition, mediating roles of psychological contract and emotional exhaustion were examined. Data from 255 Korean employees supported all hypotheses Implications for research and directions for future research are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=abusive%20supervision" title="abusive supervision">abusive supervision</a>, <a href="https://publications.waset.org/abstracts/search?q=emotional%20exhaustion" title=" emotional exhaustion"> emotional exhaustion</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20organizational%20support" title=" perceived organizational support"> perceived organizational support</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20contract" title=" psychological contract"> psychological contract</a>, <a href="https://publications.waset.org/abstracts/search?q=turnover%20intention" title=" turnover intention"> turnover intention</a> </p> <a href="https://publications.waset.org/abstracts/2092/the-effects-of-perceived-organizational-support-and-abusive-supervision-on-employees-turnover-intention-the-mediating-roles-of-psychological-contract-and-emotional-exhaustion" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2092.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">493</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">8114</span> Testing a Moderated Mediation Model of Person–Organization Fit, Organizational Support, and Feelings of Violation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chi-Tai%20Shen">Chi-Tai Shen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to examine whether perceived organizational support moderates the relationship between person–former organization fit and person–organization fit after the mediating effect of feelings of violation. A two-stage data collection method was used. Based on our research requirements, we only approached participants who were involuntary turnover from their former organizations and looking for a new job. Our final usable sample was comprised of a total of 264 participants from Taiwan. We followed Muller, Judd, and Yzerbyt, and Preacher, Rucker, and Hayes’s suggestions to test our moderated mediation model. This study found that employee perceived organizational support moderated the indirect effect of person–former organization fit on person–organization fit (through feelings of violation). Our study ends with a discussion of the main research findings and their limitations and presents suggestions regarding the direction of future studies and the empirical implications of the results. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=person%E2%80%93organization%20fit" title="person–organization fit">person–organization fit</a>, <a href="https://publications.waset.org/abstracts/search?q=feelings%20of%20violation" title=" feelings of violation"> feelings of violation</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=moderated%20mediation" title=" moderated mediation"> moderated mediation</a> </p> <a href="https://publications.waset.org/abstracts/64313/testing-a-moderated-mediation-model-of-person-organization-fit-organizational-support-and-feelings-of-violation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64313.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">265</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">8113</span> Investigation of Relationship between Organizational Climate and Organizational Citizenship Behaviour: A Research in Health Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Serdar%20%C3%96ge">Serdar Öge</a>, <a href="https://publications.waset.org/abstracts/search?q=Pinar%20Ert%C3%BCrk"> Pinar Ertürk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main objective of this research is to describe the relationship between organizational climate and organizational citizenship behavior. In order to examine this relationship, a research is intended to be carried out in relevant institutions and organizations operating in the health sector in Turkey. It will be found whether there is a statistically significant relationship between organizational climate and organizational citizenship behavior through elated scientific research methods and statistical analysis. In addition, elationships between the dimensions of organizational climate and organizational citizenship behavior subscales will be questioned statistically. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20climate" title="organizational climate">organizational climate</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship" title=" organizational citizenship"> organizational citizenship</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=climate" title=" climate"> climate</a> </p> <a href="https://publications.waset.org/abstracts/36006/investigation-of-relationship-between-organizational-climate-and-organizational-citizenship-behaviour-a-research-in-health-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36006.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">379</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">8112</span> Influence of Perceived Organizational Support and Emotional Intelligence on Organizational Cynicism among Millennials</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Paridhi%20Agarwal">Paridhi Agarwal</a>, <a href="https://publications.waset.org/abstracts/search?q=Kusum%20M.%20George"> Kusum M. George</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A cynic is someone upset about the future prematurely. In today’s highly competitive workplace, cynicism has become a prominent concern. It is a controversial issue that brings about psychological disengagement and antagonism towards the management. In organizational sciences, scientific investigation of this negative work behavior is lacking, and so there is no universal definition so far. But most commonly, Organizational Cynicism (OC) has been characterized as an unfavorable attitude towards the organization, encompassing a belief that the organization has low integrity, negative affect, and depreciative behavioral tendencies. Given its prevalence, this study aims to contribute to the existing body of knowledge on OC. This research examines the predictability of OC from two factors- Perceived Organizational Support (POS) and Emotional Intelligence (EI) among millennials in India as well as identify contradictions in today’s scenario. Standardized Organizational Cynicism Scale comprising of three components, Perceived Organizational Support Questionnaire and Goleman’s Emotional Intelligence Test are used on a convenient sample of 104 corporate sector employees in the age range 22-35 years. Correlation test elucidated the relationships, and regression analysis revealed the level of influence of the above variables on OC. Surprisingly, Emotional-Social Awareness had stronger relationships with all dimensions of OC in males as compared to females. It was also seen that EI and POS, together with predicted OC, but separately, only POS accounted for variability in OC, and this impact was much stronger for males, implying that there are other important factors that make females cynical at work. Thus, the over-emphasis on EI training for the millennial generation has also been challenged in this study. It can be said that there are avertible preconditions to the negative attitude- OC. This research has important managerial implications in areas of recruitment, training, and organizational environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title="emotional intelligence">emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=millennials" title=" millennials"> millennials</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20cynicism" title=" organizational cynicism"> organizational cynicism</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20organizational%20support." title=" perceived organizational support. "> perceived organizational support. </a> </p> <a href="https://publications.waset.org/abstracts/104785/influence-of-perceived-organizational-support-and-emotional-intelligence-on-organizational-cynicism-among-millennials" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/104785.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">124</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">8111</span> The Effect of Perceived Organizational Support and Leader Member Exchange on Turnover Intention: A Field Study in the Healthcare Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehtap%20%C3%96zt%C3%BCrk">Mehtap Öztürk</a>, <a href="https://publications.waset.org/abstracts/search?q=Adem%20%C3%96%C4%9F%C3%BCt"> Adem Öğüt</a>, <a href="https://publications.waset.org/abstracts/search?q=Emine%20%C3%96%C4%9F%C3%BCt"> Emine Öğüt</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Leader member exchange is considered as relationship-based approach to leadership. The focal point of this theory is that effective leadership processes occur when leaders and followers are able to develop mature leadership relationships and thus gain access to a variety of benefits these relationships bring. In this context, it can be claimed that the quality of leader member exchange appears to have a strong affect on perceived organizational support and reduce turnover intention. The purpose of this study is to determine the relationship between the levels of leader member exchange, perceived organizational support and turnover intention on the employees of a health institution operating in the province of Konya. A field study based on survey method on 134 physicians who are employees of a health institution operating in the mentioned sample. In accordance with this purpose, it has been observed that there is a negative and statistically significant relationship between leader member exchange and turnover intention. Furthermore, it has been also realized that there is a negative and statistically significant relationship between perceived organizational support and turnover intention. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leader%20member%20exchange" title="leader member exchange">leader member exchange</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20organizational%20support" title=" perceived organizational support"> perceived organizational support</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20exchange%20theory" title=" social exchange theory"> social exchange theory</a>, <a href="https://publications.waset.org/abstracts/search?q=turnover%20intention" title=" turnover intention"> turnover intention</a> </p> <a href="https://publications.waset.org/abstracts/29331/the-effect-of-perceived-organizational-support-and-leader-member-exchange-on-turnover-intention-a-field-study-in-the-healthcare-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29331.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">357</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">8110</span> Role of Organizational Culture in Building Sustainable Employee’s Performance in Organizations: A Case Study of Zenith Bank PLC Jalingo Taraba State Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jerome%20Nyameh">Jerome Nyameh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The most valuable asset in the existence of organization is the employees and their ability in maintain appreciable level of performance which support the goal of the organization and the ability to do that depend largely on the organizational culture and culture has been considered most currently as the factor that relate positively to organizational excellence and sustainable employee’s performance over the period of time An employee engagement program will not go far without first establishing the organizational culture that is required to support sustainability. This means integrating sustainability into the overall employee’s performance, with clear vision, goals and metrics. It means having strong culture and a collaborative governance structure that has been develop as a ways of doing things in the organization for decision making and resource allocation. It requires a rewards and recognition program to support and reinforce sustainability behaviors. With such a culture in place, organization will be able to develop a strategy that fully engages employees, while fully realizing the benefits of their contributions. The study investigated empirically the role of organizational culture building sustainable employee’s performance using Zenith bank PLC a model where organizational culture will build sustainable employees performance strategy for a lasting actualization of organizational was developed. In order to achieve the research objectives of (i) to assess how organizational culture can build sustainable employee’s performance (ii) to analyze the gap that exists between organizational culture and sustainable employee’s performance in the organization, a survey questionnaires of 20 items was administered to sixty respondents. The findings of this study have practical implications for organizational leaders, managers and employees, and their organizations, particularly commercial banks in Nigeria, besides offering scope for further research in the area of organizational culture and sustainable employee’s performance. It will also show a significance and positive relationship that exist between organizational culture and sustainable employee’s performance, as means of building viable organization with cultural uniqueness and excellence performance in the world of competition. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title="organizational culture">organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20employee%E2%80%99s%20performance" title=" sustainable employee’s performance"> sustainable employee’s performance</a>, <a href="https://publications.waset.org/abstracts/search?q=organizations" title=" organizations"> organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=Zenith%20Bank%20PLC%20Nigeria" title=" Zenith Bank PLC Nigeria"> Zenith Bank PLC Nigeria</a> </p> <a href="https://publications.waset.org/abstracts/19761/role-of-organizational-culture-in-building-sustainable-employees-performance-in-organizations-a-case-study-of-zenith-bank-plc-jalingo-taraba-state-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19761.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">514</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">8109</span> The Liability of Renewal: The Impact of Changes in Organizational Capability, Performance, Legitimacy and Pressure for Change </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alshehri%20Sultan">Alshehri Sultan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational change has remained an important subject for many researchers in the field of organizations theory. We propose the importance of organizational liability of renewal through a model that examines how an organization can overcome potential rigidities in organizational capabilities from learning by changing capabilities. We examine whether an established organization can overcome liability of renewal by changes in organizational capabilities and how the organizational renewal process reflect on the balance between the dynamic aspect of organizational learning as demonstrated by changes in capabilities and the stabilizing aspects of organizational inertia. We found both positive relationship between organizational learning and performance, and between legitimacy and performance. Performance and legitimacy have, however, a negative relationship on the pressure for change. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20capabilities" title="organizational capabilities">organizational capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20liability" title=" organizational liability"> organizational liability</a>, <a href="https://publications.waset.org/abstracts/search?q=liability%20of%20renewal" title=" liability of renewal"> liability of renewal</a>, <a href="https://publications.waset.org/abstracts/search?q=pressure%20for%20change" title=" pressure for change"> pressure for change</a> </p> <a href="https://publications.waset.org/abstracts/20295/the-liability-of-renewal-the-impact-of-changes-in-organizational-capability-performance-legitimacy-and-pressure-for-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20295.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">527</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">8108</span> The Effect of Organizational Commitment and Burn out on Organizational Cynicism: A Field Study in the Healthcare Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aykut%20Bed%C3%BCk">Aykut Bedük</a>, <a href="https://publications.waset.org/abstracts/search?q=Kemalettin%20Erye%C5%9Fil"> Kemalettin Eryeşil</a>, <a href="https://publications.waset.org/abstracts/search?q=Osman%20E%C5%9Fmen"> Osman Eşmen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study is to examine the relationship between organizational commitment which is defined as a strong belief in and acceptance of the organization’s goals and values, and burnout syndrome and organizational cynicism. Accordingly, a field research based on survey method was conducted on the employees of a health institution operating in the province of Konya. The findings of the research show that there is a positive statistically significant relationship between organizational cynicism and burnout while there is a negative statistically significant relationship between organizational commitment and burnout. Furthermore, it has been also realized that there is a negative and statistically significant relationship between organizational commitment and organizational cynicism. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=burnout" title="burnout">burnout</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20cynicism" title=" organizational cynicism"> organizational cynicism</a>, <a href="https://publications.waset.org/abstracts/search?q=healthcare%20management" title=" healthcare management"> healthcare management</a> </p> <a href="https://publications.waset.org/abstracts/38078/the-effect-of-organizational-commitment-and-burn-out-on-organizational-cynicism-a-field-study-in-the-healthcare-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38078.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">277</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">8107</span> Ingratiation as a Moderator of the Impact of the Perception of Organizational Politics on Job Satisfaction</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Triana%20Fitriastuti">Triana Fitriastuti</a>, <a href="https://publications.waset.org/abstracts/search?q=Pipiet%20Larasatie"> Pipiet Larasatie</a>, <a href="https://publications.waset.org/abstracts/search?q=Alex%20Vanderstraten"> Alex Vanderstraten</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many scholars have demonstrated the negative impacts of the perception of organizational politics on organizational outcomes. The model proposed in this study analyzes the impact of the perception of organizational politics on job satisfaction. In the same way, ingratiation as a moderator variable is tested. We applied regression analysis to test the hypothesis. The findings of the current research, which was conducted with 240 employees in the public sector in Indonesia, show that the perception of organizational politics has a negative effect on job satisfaction. In contrast, ingratiation plays a role that fully moderates the relationship between organizational politics and organizational outcomes and changes the correlation between the perception of organizational politics on job satisfaction. Employees who use ingratiation as a coping mechanism tend to do so when they perceive a high degree of organizational politics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ingratiation" title="ingratiation">ingratiation</a>, <a href="https://publications.waset.org/abstracts/search?q=impression%20management" title=" impression management"> impression management</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=perception%20of%20organizational%20politics" title=" perception of organizational politics"> perception of organizational politics</a> </p> <a href="https://publications.waset.org/abstracts/134370/ingratiation-as-a-moderator-of-the-impact-of-the-perception-of-organizational-politics-on-job-satisfaction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/134370.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">154</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">8106</span> The Effect of Change Communication towards Commitment to Change through the Role of Organizational Trust</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Enno%20R.%20Farahzehan">Enno R. Farahzehan</a>, <a href="https://publications.waset.org/abstracts/search?q=Wustari%20L.%20Mangundjaya"> Wustari L. Mangundjaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational change is necessary to develop innovation and to compete with other competitors. Organizational changes were also made to defend the existence of the organization itself. Success in implementing organizational change consists of a variety of factors, one of which is individual (employee) who run changes. The employee must have the willingness and ability in carrying out the changes. Besides, employees must also have a commitment to change for creation of the successful organizational change. This study aims to execute the effect of change communication towards commitment to change through the role of organizational trust. The respondents of this study were employees who work in organizations, which have been or are currently running organizational changes. The data were collected using Change Communication, Commitment to Change, and Organizational Trust Inventory. The data were analyzed using regression. The result showed that there is an effect among change communication towards commitment to change which is higher when mediated by organizational trust. This paper will contribute to the knowledge and implications of organizational change, that shows change communication can affect commitment to change among employee if there is trust in the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change%20communication" title="change communication">change communication</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment%20to%20change" title=" commitment to change"> commitment to change</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20trust" title=" organizational trust"> organizational trust</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a> </p> <a href="https://publications.waset.org/abstracts/69139/the-effect-of-change-communication-towards-commitment-to-change-through-the-role-of-organizational-trust" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69139.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">342</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">8105</span> Organizational Performance and Impact of Social Innovation </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alfonso%20Unceta">Alfonso Unceta</a>, <a href="https://publications.waset.org/abstracts/search?q=Javier%20Castro-Spila"> Javier Castro-Spila </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper offers a conceptual and empirical exploration between the organizational performance and the impact of social innovation. The paper contributes on the social innovation field in three domains: a) It provides analytical and empirical evidence linking organizational performance to the impact of social innovation; b) it provides a first outline of impact assessment of social innovation when it is developed by a diversity of heterogeneous actors (systemic social innovation); c) it provides a first outline for the development of innovation policies to support social innovations according to a typology of organizations and a typology of impact. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=absorptive%20capacity" title="absorptive capacity">absorptive capacity</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20innovation%20impact" title=" social innovation impact"> social innovation impact</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=RESINDEX" title=" RESINDEX"> RESINDEX</a>, <a href="https://publications.waset.org/abstracts/search?q=Basque%20Country" title=" Basque Country"> Basque Country</a> </p> <a href="https://publications.waset.org/abstracts/31783/organizational-performance-and-impact-of-social-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31783.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">486</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">8104</span> The Relationship between Organizational Culture and Application of Management Accounting Innovation: Evidence from Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zohreh%20Hajiha">Zohreh Hajiha</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Culture affects the ability of the organization in expressing and achieving the goals. Organizational culture influences the selection of instruments applied in the management of organizations. All the instruments applied in organizations to control, promote and create innovations are influenced by organizational culture. This research studies organizational culture based on the cultural model of Muijen and its relationship with applying management accounting innovations in Iranian listed firms. Management accounting innovations of this study include activity-based costing, activity-based management, balanced scorecard, target costing, standard costing, quality costing, Kaizen costing and dimensions of organizational culture include support orientation, innovation orientation, rules orientation and goal orientation. 105 questionnaires were sent to financial executives of production companies and 73 questionnaires were returned. The findings show that there is a significant difference between organizational culture of firms that have applied management accounting innovations and those which have used these innovations less. Also, dimensions of support orientation and culture goal orientation are the highest in groups that apply management accounting innovations. The findings suggest that proper organization culture could promote the use od management accounting tools in Iranian firms. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title="organizational culture">organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20accounting" title=" management accounting"> management accounting</a>, <a href="https://publications.waset.org/abstracts/search?q=muijen%20model" title=" muijen model"> muijen model</a> </p> <a href="https://publications.waset.org/abstracts/33112/the-relationship-between-organizational-culture-and-application-of-management-accounting-innovation-evidence-from-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33112.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">360</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">8103</span> The Relationship between Organizational Culture and the Establishment of Knowledge Management in the Central Insurance of Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alireza%20Assareh">Alireza Assareh</a>, <a href="https://publications.waset.org/abstracts/search?q=Fatemeh%20Havas%20Beigi"> Fatemeh Havas Beigi</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Vafaee%20Yeganeh"> Mohammad Vafaee Yeganeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present study is conducted to investigate the relationship between organizational culture and the establishment of knowledge management in the Central Insurance of Iran. The research results revealed that there is a significant positive relationship between organizational culture and its elements that include management support, organizational belonging, individual innovation, and leadership style and the establishment of knowledge management in the central insurance of Iran and that there isn’t any significant relationship between conflict resolution and the establishment of knowledge management in the central insurance of Iran. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title="organizational culture">organizational culture</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=central%20insurance%20of%20Iran" title=" central insurance of Iran"> central insurance of Iran</a>, <a href="https://publications.waset.org/abstracts/search?q=individual%20innovation" title=" individual innovation"> individual innovation</a> </p> <a href="https://publications.waset.org/abstracts/21748/the-relationship-between-organizational-culture-and-the-establishment-of-knowledge-management-in-the-central-insurance-of-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21748.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">491</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">8102</span> The Role of Organizational Trust in the Relationship Between Organizational Justice and Organizational Citizenship Behaviors: A Case Study of Sport Organizations of Tehran Municipality</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tayebeh%20Zargar">Tayebeh Zargar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of the present research is to study the role of organizational trust in the relationship between organizational justice and organizational citizenship behaviors in sport organizations of Tehran Municipality. The method of this study is correlation and it is based on structural equation modeling. Among all staffs of sport organizations of Tehran Municipality, 150 staff members were selected through random sampling. The data gathering instrument of the study incorporated the Moorman’s (1999) Organizational Justice Questionnaire (OJQ), Ruder’s (2003) Trust Organizational Questionnaire (TOQ), and the Organizational Citizenship Behavior Scale (DiPaola, Tarter, & Hoy, 2005). SEM was utilized to analyze the data. Regarding the relationships between the variables presented in the model, the following results were obtained: organizational justice has significant direct positive effect on organizational trust (β=0.82), and organizational trust itself has significant direct positive effect on citizenship behavior (β=0.65). According to the results, making efforts in order to encourage staff members to participate more in organizational decision-making will influence their condition. Furthermore, paying more attention to organizational justice may cause the staff members to accept the organizational structure and respect the rules, volunteer in supporting the organizational resources, and have active participation in managing organization roles. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20trust" title="organizational trust">organizational trust</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20justice" title=" organizational justice"> organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behaviors" title=" organizational citizenship behaviors"> organizational citizenship behaviors</a>, <a href="https://publications.waset.org/abstracts/search?q=sport%20organizations" title=" sport organizations "> sport organizations </a> </p> <a href="https://publications.waset.org/abstracts/11458/the-role-of-organizational-trust-in-the-relationship-between-organizational-justice-and-organizational-citizenship-behaviors-a-case-study-of-sport-organizations-of-tehran-municipality" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11458.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">8101</span> Relationship of Organizational Culture, Teacher Psychological Empowerment, and Organizational Citizenship Behavior in Universities in Bangkalan District</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Iqbal%20Abd.%20Muhbir%20Hadi%20Anam">Iqbal Abd. Muhbir Hadi Anam</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of the study is to discuss the relationship between organizational culture, teacher psychological empowerment, and organizational citizenship behavior at the University of Bangkalan District. The data was obtained using a survey of 100 respondents tested for validity and reliability. The analytical technique used is a hierarchical regression test. The results showed that the organizational culture of the university had a strong influence on the psychological empowerment of teachers and the psychological empowerment of teachers and that the organizational culture and psychological empowerment of teachers provided effective predictions of the psychological empowerment of the university. In addition, organizational culture directly or indirectly influences teachers' organizational citizenship behavior through psychological empowerment. Given these results, universities need to build an organizational culture that reflects the nature of the university. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20behavior" title="organizational behavior">organizational behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=teacher%20psychological%20empowerment" title=" teacher psychological empowerment"> teacher psychological empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=universities" title=" universities"> universities</a> </p> <a href="https://publications.waset.org/abstracts/145391/relationship-of-organizational-culture-teacher-psychological-empowerment-and-organizational-citizenship-behavior-in-universities-in-bangkalan-district" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/145391.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">206</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">8100</span> Perceived Organizational Justice, Trust and Employee Engagement in Bank Managers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seemal%20Mazhar%20Khan">Seemal Mazhar Khan</a>, <a href="https://publications.waset.org/abstracts/search?q=Tahira%20Mubashar"> Tahira Mubashar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present research aimed to investigate the relationship in perceived organizational justice, organizational trust and employee engagement in bank employees. It was hypothesized: there is likely to be a relationship in perceived organizational justices, organizational trust and employee engagement; perceived organizational justice and organizational trust are likely to predict employee engagement; there is likely to be effect of bank type and designation on perceived organizational justice, organizational trust and employee engagement. The sample consisted of 150 bank employees (50 from government, 50 from private and 50 from privatized banks) selected from different banks in Lahore, Pakistan. Correlational research design was used to conduct this study. Perceived Organizational Justices Questionnaire, Organizational Trust Questionnaire and Employee Engagement Scale were used for assessment. Pearson product moment correlation, hierarchical regression and multivariate analysis of covariance were applied. Results showed a positive significant relationship in perceived organizational justice and organizational engagement and there were also a positive significant relation between organizational trust and job and organizational engagement. Results showed that organizational trust predicts organizational engagement after controlling the effect of age, marital status and socio-economic status and there is a significant interaction effect of bank type and designation level on organizational trust in bank employees. The findings of the research can serve as a platform for the awareness of important antecedents of employee engagement and organizations can inculcate trust for better and improved engagement of its employees, thereby, enhancing the productivity of their employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=bank%20employees" title="bank employees">bank employees</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20engagement" title=" organizational engagement"> organizational engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20organizational%20justice" title=" perceived organizational justice"> perceived organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=trust" title=" trust"> trust</a> </p> <a href="https://publications.waset.org/abstracts/38155/perceived-organizational-justice-trust-and-employee-engagement-in-bank-managers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38155.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">398</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">8099</span> Socio-Cultural Factors to Support Knowledge Management and Organizational Innovation: A Study of Small and Medium-Sized Enterprises in Latvia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Madara%20Apsalone">Madara Apsalone</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge management and innovation is key to competitive advantage and sustainable business development in advanced economies. Small and medium-sized enterprises (SMEs) have lower capacity and more constrained resources for long-term and high-uncertainty research and development investments. At the same time, SMEs can implement organizational innovation to improve their performance and further foster other types of innovation. The purpose of this study is to analyze, how socio-cultural factors such as shared values, organizational behaviors, work organization and decision making processes can influence knowledge management and help to develop organizational innovation via an empirical study. Surveying 600 SMEs in Latvia, the author explores the contribution of different socio-cultural factors to organizational innovation and the role of knowledge management and organizational learning in this process. A conceptual model, explaining the impact of organizational team, development, result-orientation and structure is created. The study also proposes insights that contribute to theoretical and practical discussions on fostering innovation of small businesses in small economies. <p class="card-text"><strong>Keywords:</strong> <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=organizational%20innovation" title=" organizational innovation"> organizational innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20and%20medium-sized%20enterprises" title=" small and medium-sized enterprises"> small and medium-sized enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=socio-cultural%20factors" title=" socio-cultural factors"> socio-cultural factors</a> </p> <a href="https://publications.waset.org/abstracts/73704/socio-cultural-factors-to-support-knowledge-management-and-organizational-innovation-a-study-of-small-and-medium-sized-enterprises-in-latvia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/73704.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">391</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">8098</span> The Roles of Organizational Culture, Participative Leadership, Employee Satisfaction and Work Motivation Towards Organizational Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Inezia%20Aurelia">Inezia Aurelia</a>, <a href="https://publications.waset.org/abstracts/search?q=Soebowo%20Musa"> Soebowo Musa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many firms still fail to develop organizational agility. There are more than 40% of organizations think that they are low/not agile in facing market change. Organizational culture plays an important role in developing the organizations to be adaptive in order to manage the VUCA effectively. This study examines the relationships of organizational culture towards participative leadership, employee satisfaction, employee work motivation, organizational learning, and absorptive capacity in developing organizational agility in managing the VUCA environment. 263 employees located from international chemical-based company offices across the globe who have worked for more than three years were the respondents in this study. This study showed that organizational clan culture promotes the development of participative leadership, which it has an empowering effect on people in the organization resulting in employee satisfaction. The study also confirms the role of organizational culture in creating organizational behavior within the organization that fosters organizational learning, absorptive capacity, and organizational agility, while the study also found that the relationship between participative leadership and employee work motivation is not significant. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=absorptive%20capacity" title="absorptive capacity">absorptive capacity</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction" title=" employee satisfaction"> employee satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20work%20motivation" title=" employee work motivation"> employee work motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20agility" title=" organizational agility"> organizational agility</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=participative%20leadership" title=" participative leadership"> participative leadership</a> </p> <a href="https://publications.waset.org/abstracts/147908/the-roles-of-organizational-culture-participative-leadership-employee-satisfaction-and-work-motivation-towards-organizational-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147908.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">123</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">8097</span> Identifying Organizational Culture to Implement Knowledge Management: Case Study of BKN, Indonesia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maria%20Margaretha">Maria Margaretha</a>, <a href="https://publications.waset.org/abstracts/search?q=Elin%20Cahyaningsih"> Elin Cahyaningsih</a>, <a href="https://publications.waset.org/abstracts/search?q=Dana%20Indra%20Sensuse%20Lukman"> Dana Indra Sensuse Lukman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> One of key success an organization can be seen from its culture. Employee, environment, and so on are factors for organization to achieve goals and build a competitive advantage. Type of organizational culture can be a guide to implementing Knowledge Management (KM) in organization especially in BKN. Culture will determine behavior of employees or environment to support KM. This paper describes the process to decide which culture does organization belong and suggestion and creating strategic moves in the future to implement KM. OCAI (Organizational Culture Assessment Instrument) and its framework (Competing Value Framework) were used to decide the type of organizational culture. To implement KM in organization, clan is an appropriate culture, because clan culture represent cultural values and leader type to implement a successful KM. Result of the measurement will be references for BKN to improve organization culture to achieve its goals and organization effectiveness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title="organizational culture">organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=government" title=" government"> government</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=OCAI" title=" OCAI"> OCAI</a> </p> <a href="https://publications.waset.org/abstracts/20923/identifying-organizational-culture-to-implement-knowledge-management-case-study-of-bkn-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20923.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">621</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">8096</span> Adoption of E-Governance: A Case Study of Higher Education Institutes in Pakistan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shah%20Muhammad%20Butt">Shah Muhammad Butt</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study aimed to investigate the factors influencing the adoption of e-governance in Pakistan's public universities and how that adoption has affected organizational performance. An online Likert scale survey was utilized to gather information from 350 participants from different public universities in Pakistan. The data were examined using descriptive statistics and correlation analysis. The findings suggest that organizational culture, infrastructure, and leadership support are among the elements impacting the adoption of e-governance at Pakistan's public sector universities. A further finding of the study was that e-governance adoption benefited organizational performance, including effectiveness, efficiency, and customer satisfaction. The study emphasizes the significance of e-governance adoption at public sector universities and the demand for successful policies and strategies to support its implementation. To increase organisational performance and raise the standard of higher education in Pakistan, policymakers and university administrators should use the study's findings to develop and practice e-governance policies and initiatives. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-governance" title="e-governance">e-governance</a>, <a href="https://publications.waset.org/abstracts/search?q=adoption" title=" adoption"> adoption</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20sector%20universities" title=" public sector universities"> public sector universities</a>, <a href="https://publications.waset.org/abstracts/search?q=Pakistan" title=" Pakistan"> Pakistan</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=technology" title=" technology"> technology</a>, <a href="https://publications.waset.org/abstracts/search?q=ICT" title=" ICT"> ICT</a>, <a href="https://publications.waset.org/abstracts/search?q=factors" title=" factors"> factors</a>, <a href="https://publications.waset.org/abstracts/search?q=comparative%20analysis" title=" comparative analysis"> comparative analysis</a> </p> <a href="https://publications.waset.org/abstracts/171837/adoption-of-e-governance-a-case-study-of-higher-education-institutes-in-pakistan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/171837.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">92</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">8095</span> Enhancing Organizational Performance through Adaptive Learning: A Case Study of ASML</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ramin%20Shadani">Ramin Shadani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study introduces adaptive performance as a key organizational performance dimension and explores the relationship between the dimensions of a learning organization and adaptive performance. A survey was therefore conducted using the dimensions of the Learning Organization Questionnaire (DLOQ), followed by factor analysis and structural equation modeling in order to investigate the dynamics between learning organization practices and adaptive performance. Results confirm that adaptive performance is indeed one important dimension of organizational performance. The study also shows that perceived knowledge and adaptive performance mediate the positive relationship between the practices of a learning organization with perceived financial performance. We extend existing DLOQ research by demonstrating that adaptive performance, as a nonfinancial organizational learning outcome, has a significant impact on financial performance. Our study also provides additional validation of the measures of DLOQ's performance. Indeed, organizations need to take a glance at how the activities of learning and development can provide better overall improvement in performance, especially in enhancing adaptive capability. The study has provided requisite empirical support that activities of learning and development within organizations allow much-improved intangible performance outcomes, especially through adaptive performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=adaptive%20performance" title="adaptive performance">adaptive performance</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20learning" title=" continuous learning"> continuous learning</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20performance" title=" financial performance"> financial performance</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title=" leadership style"> leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a> </p> <a href="https://publications.waset.org/abstracts/191916/enhancing-organizational-performance-through-adaptive-learning-a-case-study-of-asml" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/191916.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">30</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">8094</span> Organizational Innovations of the 20th Century as High Tech of the 21st: Evidence from Patent Data</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Valery%20Yakubovich">Valery Yakubovich</a>, <a href="https://publications.waset.org/abstracts/search?q=Shuping%20wu"> Shuping wu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organization theorists have long claimed that organizational innovations are nontechnological, in part because they are unpatentable. The claim rests on the assumption that organizational innovations are abstract ideas embodied in persons and contexts rather than in context-free practical tools. However, over the last three decades, organizational knowledge has been increasingly embodied in digital tools which, in principle, can be patented. To provide the first empirical evidence regarding the patentability of organizational innovations, we trained two machine learning algorithms to identify a population of 205,434 patent applications for organizational technologies (OrgTech) and, among them, 141,285 applications that use organizational innovations accumulated over the 20th century. Our event history analysis of the probability of patenting an OrgTech invention shows that ideas from organizational innovations decrease the probability of patent allowance unless they describe a practical tool. We conclude that the present-day digital transformation places organizational innovations in the realm of high tech and turns the debate about organizational technologies into the challenge of designing practical organizational tools that embody big ideas about organizing. We outline an agenda for patent-based research on OrgTech as an emerging phenomenon. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20innovation" title="organizational innovation">organizational innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20technology" title=" organizational technology"> organizational technology</a>, <a href="https://publications.waset.org/abstracts/search?q=high%20tech" title=" high tech"> high tech</a>, <a href="https://publications.waset.org/abstracts/search?q=patents" title=" patents"> patents</a>, <a href="https://publications.waset.org/abstracts/search?q=machine%20learning" title=" machine learning"> machine learning</a> </p> <a href="https://publications.waset.org/abstracts/150526/organizational-innovations-of-the-20th-century-as-high-tech-of-the-21st-evidence-from-patent-data" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/150526.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">122</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">8093</span> The Effect of Organizational Factors on Knowledge Sharing in the Jordanian Commercial Banks</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nadera%20Al%20Hourani">Nadera Al Hourani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study aimed at testing the effect of the organizational factors on reinforcing the knowledge sharing competence in the Jordanian commercial banks. The study population consisted of all the commercial banks working in Jordan according to the statistics of the Jordanian Banks Association by the end of 2010 (n=12). The researchers took a sample of the branch managers (n=240), and constructed a questionnaire to achieve the objective of the study. 235 questionnaires were returned and 16 were discarded due to incompleteness of their data, thus accepting 219 questionnaires. The results of the study indicated statistically significant effect of the organizational factors with their elements: (organizational structure, organizational culture, and human resources policy) in knowledge sharing. The study recommended that the Jordanian commercial banks have to continue attention to the organizational factors through supporting the less important variables and lowest means within the independent variable (organizational factors). The organizational structure came lowest, which urges the management of the commercial banks to adopt a flexible organizational structure capable to reinforce the knowledge sharing competence. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=banks" title="banks">banks</a>, <a href="https://publications.waset.org/abstracts/search?q=Jordan" title=" Jordan"> Jordan</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge" title=" knowledge"> knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20factors" title=" organizational factors"> organizational factors</a>, <a href="https://publications.waset.org/abstracts/search?q=sharing" title=" sharing"> sharing</a> </p> <a href="https://publications.waset.org/abstracts/26967/the-effect-of-organizational-factors-on-knowledge-sharing-in-the-jordanian-commercial-banks" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26967.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">331</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">8092</span> An Examination of the Relationship between Organizational Justice and Trust in the Supervisor: The Mediating Role of Perceived Supervisor Support</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Michel%20Zaitouni">Michel Zaitouni</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20Nassar"> Mohamed Nassar </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is first, to explore the effect of employees’ perception of justice on trust in the supervisor in the context of performance appraisal; Second, to assess the role of perceived supervisor support as a mediator between organizational justice and trust in the supervisor in a non-western society such as Kuwait.The survey data consisted of 415 employees working at different hierarchical levels in three major banks in Kuwait. Hierarchical regression analysis was used to test the research hypotheses. Results supported hypothesized relationships between distributive, informational and interpersonal justice and trust in the supervisor but failed to support that procedural justice positively and significantly relate to trust in the supervisor. Moreover, results found that this relationship is partially mediated by perceived supervisor support. A potential limitation of this study is that data were obtained from the same industry which limits the generalizability of this study to other industries. Moreover, a longitudinal research will be helpful to strengthen the mediating relationship. The findings provide valuable information for the development of common perspectives regarding the perception of justice in the context of performance appraisal between the western and non-western societies. The paper has the privilege to explore additional relationships related to justice perceptions in the Kuwaiti banking sector, whereas previous research focused mainly on procedural and distributive justice as predictors of trust in the supervisor. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kuwait" title="Kuwait">Kuwait</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20justice" title=" organizational justice"> organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20supervisor%20support" title=" perceived supervisor support"> perceived supervisor support</a>, <a href="https://publications.waset.org/abstracts/search?q=trust%20in%20the%20supervisor" title=" trust in the supervisor"> trust in the supervisor</a> </p> <a href="https://publications.waset.org/abstracts/18129/an-examination-of-the-relationship-between-organizational-justice-and-trust-in-the-supervisor-the-mediating-role-of-perceived-supervisor-support" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18129.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">309</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">8091</span> Antecedents and Consequences of Organizational Intelligence in an R and D Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Akriti%20Srivastava">Akriti Srivastava</a>, <a href="https://publications.waset.org/abstracts/search?q=Soumi%20Awasthy"> Soumi Awasthy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> One of the disciplines that provoked increased interest in the importance of intelligence is the management and organization development literature. Organization intelligence is a key enabling force underlying many vital activities and processes dominating organizational life. Hence, the factors which lead to organizational intelligence and the result which comes out of the whole procedure is important to be understood with the understanding of OI. The focus of this research was to uncover potential antecedents and consequences of organizational intelligence, thus a non-experimental explanatory survey research design was used. A non-experimental research design is in which the manipulation of variables and randomization of samples are not present. The data was collected with the help of the questionnaire from 321 scientists from different laboratories of an R & D organization. Out of which 304 data were found suitable for the analysis. There were 194 males (age, M= 35.03, SD=7.63) and 110 females (age, M= 34.34, SD=8.44). This study tested a conceptual model linking antecedent variables (leadership and organizational culture) to organizational intelligence, followed by organizational innovational capability and organizational performance. Structural equation modeling techniques were used to analyze the hypothesized model. But, before that, confirmatory factor analysis of organizational intelligence scale was done which resulted in an insignificant model. Then, exploratory factor analysis was done which gave six factors for organizational intelligence scale. This structure was used throughout the study. Following this, the final analysis revealed relatively good fit of data to the hypothesized model with certain modifications. Leadership and organizational culture emerged out as the significant antecedents of organizational intelligence. Organizational innovational capability and organizational performance came out to be the consequent factors of organizational intelligence. But organizational intelligence did not predict organizational performance via organizational innovational capability. With this, additional significant pathway emerged out between leadership and organizational performance. The model offers a fresh and comprehensive view of the organizational intelligence. In this study, prior studies in related literature were reviewed to offer a basic framework of organizational intelligence. The study proved to be beneficial for organizational intelligence scholarship, seeing its importance in the competitive environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20intelligence" title=" organizational intelligence"> organizational intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20innovational%20capability" title=" organizational innovational capability"> organizational innovational capability</a> </p> <a href="https://publications.waset.org/abstracts/52150/antecedents-and-consequences-of-organizational-intelligence-in-an-r-and-d-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52150.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">344</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=organizational%20support&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=organizational%20support&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=organizational%20support&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=organizational%20support&page=5">5</a></li> <li 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