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organizational performance.</title> <meta name="description" content="Search results for: organizational performance."> <meta name="keywords" content="organizational performance."> <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> 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action="https://publications.waset.org/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 performance."> <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> 6073</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: organizational performance.</h1> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6073</span> The Impact of System and Data Quality on Organizational Success in the Kingdom of Bahrain</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Amal%20M.%20Alrayes">Amal M. Alrayes</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Data and system quality play a central role in organizational success, and the quality of any existing information system has a major influence on the effectiveness of overall system performance. Given the importance of system and data quality to an organization, it is relevant to highlight their importance on organizational performance in the Kingdom of Bahrain. This research aims to discover whether system quality and data quality are related, and to study the impact of system and data quality on organizational success. A theoretical model based on previous research is used to show the relationship between data and system quality, and organizational impact. We hypothesize, first, that system quality is positively associated with organizational impact, secondly that system quality is positively associated with data quality, and finally that data quality is positively associated with organizational impact. A questionnaire was conducted among public and private organizations in the Kingdom of Bahrain. The results show that there is a strong association between data and system quality, that affects organizational success. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Data%20quality" title="Data quality">Data quality</a>, <a href="https://publications.waset.org/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/search?q=system%20quality." title=" system quality."> system quality.</a> </p> <a href="https://publications.waset.org/10001392/the-impact-of-system-and-data-quality-on-organizational-success-in-the-kingdom-of-bahrain" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/10001392/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/10001392/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/10001392/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/10001392/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/10001392/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/10001392/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/10001392/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/10001392/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/10001392/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/10001392/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/10001392.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">2119</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6072</span> Innovation Culture – Determinant of Firms´ Sustainability</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Loreta%20Losane">Loreta Losane</a> </p> <p class="card-text"><strong>Abstract:</strong></p> <p>Changes in global economy require changes in firms. They need to adapt to speed producing faster and creating new products, structures and processes. The purpose of the paper is to explore literature about organizational culture and its impact on innovation.</p> <p>In the paper the method of literature review is used to examine influence of organizational culture on innovation and performance of enterprise.</p> <p>Organizational culture is crucial for innovation. Literature reveals that research of organizational culture mostly confirm already existing conceptions and models, but those help to make profile of innovation culture.</p> <p>Research summarize previous research of organizational culture as culture which foster innovation and provide profile of innovation culture, which may be used by managers to improve cultural environment to increase performance of their companies. Research also leads to hypothesis for further research.</p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Innovation" title="Innovation">Innovation</a>, <a href="https://publications.waset.org/search?q=Innovation%20Culture" title=" Innovation Culture"> Innovation Culture</a>, <a href="https://publications.waset.org/search?q=Organizational%20Culture." title=" Organizational Culture."> Organizational Culture.</a> </p> <a href="https://publications.waset.org/17150/innovation-culture-determinant-of-firms-sustainability" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/17150/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/17150/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/17150/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/17150/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/17150/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/17150/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/17150/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/17150/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/17150/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/17150/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/17150.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">4460</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6071</span> The Effects of Perceived Organizational Support, Abusive Supervision, and Exchange Ideology on Employees- Task Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Seung%20Yeon%20Son">Seung Yeon Son</a>, <a href="https://publications.waset.org/search?q=Heetae%20Park"> Heetae Park</a>, <a href="https://publications.waset.org/search?q=Soojin%20Lee"> Soojin Lee</a>, <a href="https://publications.waset.org/search?q=Seckyoung%20Loretta%20Kim"> Seckyoung Loretta Kim</a>, <a href="https://publications.waset.org/search?q=Dongkyu%20Kim"> Dongkyu Kim</a>, <a href="https://publications.waset.org/search?q=Seokhwa%20Yun"> Seokhwa Yun</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employee-s task performance has been recognized as a core contributor to overall organizational effectiveness. Hence, verifying the determinants of task performance is one of the most important research issues. This study tests the influence of perceived organizational support, abusive supervision, and exchange ideology on employee-s task performance. We examined our hypotheses by collecting self-reported data from 413 Korean employees in different organizations. Our all hypotheses gained support from the results. Implications for research and directions for future research are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Abusive%20supervision" title="Abusive supervision">Abusive supervision</a>, <a href="https://publications.waset.org/search?q=exchange%20ideology" title=" exchange ideology"> exchange ideology</a>, <a href="https://publications.waset.org/search?q=perceived%20organizational%20support" title=" perceived organizational support"> perceived organizational support</a>, <a href="https://publications.waset.org/search?q=task%20performance." title=" task performance."> task performance.</a> </p> <a href="https://publications.waset.org/5506/the-effects-of-perceived-organizational-support-abusive-supervision-and-exchange-ideology-on-employees-task-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/5506/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/5506/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/5506/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/5506/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/5506/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/5506/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/5506/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/5506/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/5506/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/5506/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/5506.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">2669</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6070</span> Examining Organizational Improvisation: The Role of Strategic Reasoning and Managerial Factors</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Darwina%20Arshad">Darwina Arshad</a>, <a href="https://publications.waset.org/search?q=Paul%20Hughes"> Paul Hughes</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Recent environmental turbulence including financial crisis, intensified competitive forces, rapid technological change and high market turbulence have dramatically changed the current business climate. The managers firms have to plan and decide what the best approaches that best fit their firms in order to pursue superior performance. This research aims to examine the influence of strategic reasoning and top level managers- individual characteristics on the effectiveness of organizational improvisation and firm performance. Given the lack of studies on these relationships in the previous literature, there is significant contribution to the body of knowledge as well as for managerial practices. 128 responses from top management of technology-based companies in Malaysia were used as a sample. Three hypotheses were examined and the findings confirm that (a) there is no relationship between intuitive reasoning and organizational improvisation but there is a link between rational reasoning and organizational improvisation, (b) top level managers- individual characteristics as a whole affect organizational improvisation; and (c) organizational improvisation positively affects firm performance. The theoretical and managerial implications were discussed in the conclusions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Organizational%20improvisation" title="Organizational improvisation">Organizational improvisation</a>, <a href="https://publications.waset.org/search?q=strategic%20reasoning" title=" strategic reasoning"> strategic reasoning</a>, <a href="https://publications.waset.org/search?q=firm%20performance." title="firm performance.">firm performance.</a> </p> <a href="https://publications.waset.org/15898/examining-organizational-improvisation-the-role-of-strategic-reasoning-and-managerial-factors" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/15898/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/15898/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/15898/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/15898/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/15898/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/15898/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/15898/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/15898/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/15898/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/15898/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/15898.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">2630</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6069</span> Relation between Organizational Climate and Personnel Performance Assessment in a Tourist Service Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Daniel%20A.%20Montoya">Daniel A. Montoya</a>, <a href="https://publications.waset.org/search?q=Marta%20L.%20Tostes"> Marta L. Tostes</a> </p> <p class="card-text"><strong>Abstract:</strong></p> <p>This investigation aims at analyzing and determining the relation between two very important variables in the human resource management: The organizational climate and the performance assessment. This study aims at contributing with knowledge in the search of the relation between the mentioned variables because the literature still does not provide solid evidence to this respect and the cases revised are incipient to reach conclusions enabling a typology about this relation.To this regard, a correlational and cross-sectional perspective was adopted in which quantitative and qualitative techniques were chosen with the total of the workers of the tourist service company PTS Peru. In order to measure the organizational climate, the OCQ (Organization Climate Questionnaire) from was used; it has 50 items and measures 9 dimensions of the Organizational Climate. Also, to assess performance, a questionnaire with 21 items and 6 dimensions was designed. As a means of assessment, a focus group was prepared and was applied to a worker in every area of the company. Additionally, interviews to human resources experts were conducted. The results of the investigation show a clear relation between the organizational climate and the personnel performance assessment as well as a relation between the nine dimensions of the organizational climate and the work performance in general and with some of its dimensions.</p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Job%20performance" title="Job performance">Job performance</a>, <a href="https://publications.waset.org/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/search?q=organization%20climate" title=" organization climate"> organization climate</a>, <a href="https://publications.waset.org/search?q=performance%20assessment." title=" performance assessment."> performance assessment.</a> </p> <a href="https://publications.waset.org/10006680/relation-between-organizational-climate-and-personnel-performance-assessment-in-a-tourist-service-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/10006680/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/10006680/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/10006680/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/10006680/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/10006680/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/10006680/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/10006680/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/10006680/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/10006680/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/10006680/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/10006680.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">1047</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6068</span> Investigation of Relationship between Organizational Climate and Organizational Citizenship Behavior: A Research on Health Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Serdar%20%C3%96ge">Serdar Öge</a>, <a href="https://publications.waset.org/search?q=P%C4%B1nar%20Erdogan"> Pınar Erdogan</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 researched that whether there is a statistically significant relationship between organizational climate and organizational citizenship behavior through elated scientific research methods and statistical analysis. In addition, relationships 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/search?q=Organizational%20climate" title="Organizational climate">Organizational climate</a>, <a href="https://publications.waset.org/search?q=organizational%20citizenship" title=" organizational citizenship"> organizational citizenship</a>, <a href="https://publications.waset.org/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/search?q=climate." title=" climate."> climate.</a> </p> <a href="https://publications.waset.org/10003243/investigation-of-relationship-between-organizational-climate-and-organizational-citizenship-behavior-a-research-on-health-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/10003243/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/10003243/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/10003243/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/10003243/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/10003243/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/10003243/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/10003243/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/10003243/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/10003243/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/10003243/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/10003243.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">2346</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6067</span> The Role of Organizational Culture in Facilitating Employee Job Satisfaction in Emerald Group</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Mohamed%20Haffar">Mohamed Haffar</a>, <a href="https://publications.waset.org/search?q=Muhammad%20Abdul%20Aziz"> Muhammad Abdul Aziz</a>, <a href="https://publications.waset.org/search?q=Ahmad%20Ghoneim"> Ahmad Ghoneim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> <p>The importance of having a good organizational culture that supports employee job satisfaction has fascinated both the business and academic world because of a tantalizing promise: culture can be fundamental to the enhancement of financial performance. This promise has led to growing interest for both researchers and practitioners in attempting to understand the influence of organizational culture on employees’ satisfaction and organizational performance. Even though the relationship between organizational culture and employee job satisfaction have gained attention in the literature, the majority of studies have been conducted within manufacturing organizations and tend to oversee the impact of culture on employee job satisfaction in a service-based environment. Thus, the main driving force of this study was to explore the role of organizational culture types in facilitating employee job satisfaction at Emerald Publishing Group. Interviews qualitative data analysis indicated that Emerald’s culture dominated by adhocracy and clan culture values. In addition, the findings provided evidence, which demonstrated that group and adhocracy organizational culture types play key roles in facilitating employee job satisfaction in a service-based environment.</p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Employee%20satisfaction" title="Employee satisfaction">Employee satisfaction</a>, <a href="https://publications.waset.org/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/search?q=service%20based%20environment." title=" service based environment."> service based environment.</a> </p> <a href="https://publications.waset.org/10010631/the-role-of-organizational-culture-in-facilitating-employee-job-satisfaction-in-emerald-group" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/10010631/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/10010631/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/10010631/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/10010631/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/10010631/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/10010631/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/10010631/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/10010631/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/10010631/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/10010631/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/10010631.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">1498</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6066</span> The Relationship of Knowledge Management Practices, Competencies and the Organizational Performance of Government Departments in Malaysia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Raja%20Suzana%20Raja%20Kasim">Raja Suzana Raja Kasim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper attempts to highlight the significant role of knowledge management practices (KMP) and competencies in improving the performance and efficiency of public sector organizations. It appears that public sector organizations in developing countries have not received much attention in the research literature of knowledge management and competencies. Therefore, this paper seeks to explore the role of KMP and competencies in achieving superior performance among public sector organizations in Malaysia in the broader perspective. Survey questionnaires were distributed to all Administrative and Diplomatic Officers (ADS) from 28 ministries located in Putrajaya, Malaysia. This paper also examines preliminary empirical results on the relationship between support for knowledge management practices, competencies, and orientation in Malaysia-s public organizations. This paper supports the notion that the practices of knowledge management at the organizational level are a prerequisite for successful organizational performance. In conclusion, the results not only have the potential to contribute theoretically to both management strategy and knowledge management field literature but also to the area of organizational performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=knowledge" title="knowledge">knowledge</a>, <a href="https://publications.waset.org/search?q=knowledge%20management%20practices" title=" knowledge management practices"> knowledge management practices</a>, <a href="https://publications.waset.org/search?q=competencies" title="competencies">competencies</a>, <a href="https://publications.waset.org/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a> </p> <a href="https://publications.waset.org/12868/the-relationship-of-knowledge-management-practices-competencies-and-the-organizational-performance-of-government-departments-in-malaysia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/12868/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/12868/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/12868/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/12868/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/12868/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/12868/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/12868/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/12868/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/12868/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/12868/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/12868.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">2246</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6065</span> Impact of Moderating Role of e-Administration on Training, Perfromance Appraisal and Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Ejaz%20Ali">Ejaz Ali</a>, <a href="https://publications.waset.org/search?q=Muhammad%20Younas"> Muhammad Younas</a>, <a href="https://publications.waset.org/search?q=Tahir%20Saeed"> Tahir Saeed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this age of information technology, organizations are revisiting their approach in great deal. E-administration is the most popular area to proceed with. Organizations in order to excel over their competitors are spending a substantial chunk of its resources on E-Administration as it is the most effective, transparent and efficient way to achieve their short term as well as long term organizational goals. E-administration being a tool of ICT plays a significant role towards effective management of HR practices resulting into optimal performance of an organization. The present research was carried out to analyze the impact of moderating role of e-administration in the relationships training and performance appraisal aligned with perceived organizational performance. The study is based on RBV and AMO theories, advocating that use of latest technology in execution of human resource (HR) functions enables an organization to achieve and sustain competitive advantage which leads to optimal firm performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Human%20resource%20management" title="Human resource management">Human resource management</a>, <a href="https://publications.waset.org/search?q=HR%20function" title=" HR function"> HR function</a>, <a href="https://publications.waset.org/search?q=e-administration" title=" e-administration"> e-administration</a>, <a href="https://publications.waset.org/search?q=performance%20appraisal" title=" performance appraisal"> performance appraisal</a>, <a href="https://publications.waset.org/search?q=training" title=" training"> training</a>, <a href="https://publications.waset.org/search?q=organizational%20performance." title=" organizational performance."> organizational performance.</a> </p> <a href="https://publications.waset.org/10006304/impact-of-moderating-role-of-e-administration-on-training-perfromance-appraisal-and-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/10006304/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/10006304/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/10006304/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/10006304/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/10006304/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/10006304/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/10006304/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/10006304/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/10006304/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/10006304/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/10006304.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">1175</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6064</span> Studying the Influence of Logistics on Organizational Performance through a Supply Chain Strategy: Case Study in Goldiran Electronics Co.</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Ali%20Hajiesmaeili">Ali Hajiesmaeili</a>, <a href="https://publications.waset.org/search?q=Mehdi%20Rahimi"> Mehdi Rahimi</a>, <a href="https://publications.waset.org/search?q=Ehsan%20Jaberi"> Ehsan Jaberi</a>, <a href="https://publications.waset.org/search?q=Amir%20Abbas%20Hosseini"> Amir Abbas Hosseini</a> </p> <p class="card-text"><strong>Abstract:</strong></p> <p>The purpose of this study is investigating the influences of logistics performance on organizational performance including both marketing & financial aspects, and showing the financial impacts of selecting the right marketing and logistics priorities in line with their supply chain type, and also giving the practitioners an advance identification of their priorities and participation types of supply chain, and the best combination of their strategies and resources in this regard. We made use of the original model’s questionnaire to gather all expert’s data and also SPSS and AMOS Ver.22 to analyze the gathered data. CFA method was also used to test whether a relationship between observed variables and their underlying latent constructs exists. Supply chain strategy implementation leads to logistics performance improvement, and marketing performance will be affected as well. Logistics service providers should focus on enhancement of supply chain performance, since logistics performance has been considered as a basis of evaluation of supply chain management strategy. Consequently, performance of the organization will be enhanced. This case is the first research made in Iran that analyzes the relationship between Logistics & Organizational performance in Home Appliances and Home Entertainment companies.</p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Logistics" title="Logistics">Logistics</a>, <a href="https://publications.waset.org/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/search?q=supply%20chain" title=" supply chain"> supply chain</a>, <a href="https://publications.waset.org/search?q=supply%20chain%20strategy." title=" supply chain strategy."> supply chain strategy.</a> </p> <a href="https://publications.waset.org/10004008/studying-the-influence-of-logistics-on-organizational-performance-through-a-supply-chain-strategy-case-study-in-goldiran-electronics-co" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/10004008/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/10004008/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/10004008/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/10004008/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/10004008/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/10004008/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/10004008/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/10004008/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/10004008/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/10004008/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/10004008.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">3552</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6063</span> The Effect of Organizational Commitment and Burnout 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/search?q=A.%20Beduk">A. Beduk</a>, <a href="https://publications.waset.org/search?q=K.%20Eryesil"> K. Eryesil</a>, <a href="https://publications.waset.org/search?q=O.%20Esmen"> O. Esmen</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/search?q=Burnout" title="Burnout">Burnout</a>, <a href="https://publications.waset.org/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/search?q=organizational%0D%0Acynicism" title=" organizational cynicism"> organizational cynicism</a>, <a href="https://publications.waset.org/search?q=healthcare%20management." title=" healthcare management."> healthcare management.</a> </p> <a href="https://publications.waset.org/10002658/the-effect-of-organizational-commitment-and-burnout-on-organizational-cynicism-a-field-study-in-the-healthcare-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/10002658/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/10002658/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/10002658/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/10002658/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/10002658/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/10002658/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/10002658/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/10002658/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/10002658/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/10002658/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/10002658.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">2661</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6062</span> The Role of Meaningful Work in Transformational Leadership and Work Outcomes Relationship</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Zainur%20Rahman">Zainur Rahman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> <p>Meaningful work is the topic that will be discussed in this article, especially in changing period. It has an important role because by reaching meaningful work, it will drive to be positive in the workplace. Therefore, task performance will be increased and cynicism about organizational change (CAOC) will be reduced. Moreover, it is influenced by situational factor, which is transformational leadership. In this conceptual paper, the author discusses how the construct of meaningful work influenced by transformational leadership that will have impact on the follower’ work outcomes in the organizational change. It is proposed that the construct of meaningful work are susceptible with situational variable. Transformational leaders who are respectful on the process of humanizing the followers affect task performance and reduce CAOC in organizational change.</p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Meaningful%20work" title="Meaningful work">Meaningful work</a>, <a href="https://publications.waset.org/search?q=organizational%20change" title=" organizational change"> organizational change</a>, <a href="https://publications.waset.org/search?q=task%20performance" title=" task performance"> task performance</a>, <a href="https://publications.waset.org/search?q=and%20work%20outcomes." title=" and work outcomes."> and work outcomes.</a> </p> <a href="https://publications.waset.org/10008070/the-role-of-meaningful-work-in-transformational-leadership-and-work-outcomes-relationship" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/10008070/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/10008070/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/10008070/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/10008070/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/10008070/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/10008070/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/10008070/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/10008070/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/10008070/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/10008070/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/10008070.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">1014</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6061</span> Influence of Locus of Control and Job Involvement to Organizational Culture Applied by Employees on Bank X</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Sri%20Suwarsi">Sri Suwarsi</a>, <a href="https://publications.waset.org/search?q=Nadia%20Budianti"> Nadia Budianti</a> </p> <p class="card-text"><strong>Abstract:</strong></p> <p>As one of the big government bank, Bank X is paying attention its performance, so that it can compete. One of them is the existence of organizational culture which recognized with term TIPEC (Trust, Integrity, Professionalism, Costumer Focus, and Excellence). In application of organizational culture, it is needed the existence of employee involvement (job involvement). It can be influenced by various factors, such as Locus of Control. Related to above mentioned, the problems are how employee tendency of Locus of Control, how job involvement, how organizational culture applied by employees and how influence of Locus of Control and job involvement to the organizational culture applied by employees. Researchers collected data with questioner spreading, and respondents number of 30 people. After that, the data were analyzed with SPSS software constructively. The influence of Locus of Control and job involvement to the application of organizational culture was strong, i.e. 58.3%.</p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Organizational%20culture" title="Organizational culture">Organizational culture</a>, <a href="https://publications.waset.org/search?q=bank" title=" bank"> bank</a>, <a href="https://publications.waset.org/search?q=employee%20locus%20of%20control" title=" employee locus of control"> employee locus of control</a>, <a href="https://publications.waset.org/search?q=job%20involvement." title=" job involvement."> job involvement.</a> </p> <a href="https://publications.waset.org/5213/influence-of-locus-of-control-and-job-involvement-to-organizational-culture-applied-by-employees-on-bank-x" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/5213/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/5213/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/5213/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/5213/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/5213/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/5213/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/5213/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/5213/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/5213/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/5213/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/5213.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">2535</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6060</span> The Effect of Perceived Organizational Support on Organizational Identification</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=A.%20%C3%87elik">A. Çelik</a>, <a href="https://publications.waset.org/search?q=M.%20Findik"> M. Findik</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of the study is to determine the effects of perceived organizational support on organizational identification. In accordance with this purpose was applied on 131 family physicians in Konya. The data obtained by means of the survey method were analyzed. According to the results of correlation analysis, while positive relationship between perceived organizational support, organizational identification and supervisor support was revealed. Also, with the scope of the research, relationships between these variables and certain demographic variables were detected. According to difference analysis results of the research, significant differences between organizational identification and gender variable were determined. However, significant differences were not determined between demographic variables and perceived organizational support. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Family%20Physicians" title="Family Physicians">Family Physicians</a>, <a href="https://publications.waset.org/search?q=Organizational%20Identification" title=" Organizational Identification"> Organizational Identification</a>, <a href="https://publications.waset.org/search?q=Perceived%20Organizational%20Support" title=" Perceived Organizational Support"> Perceived Organizational Support</a>, <a href="https://publications.waset.org/search?q=Supervisor%20Support" title=" Supervisor Support"> Supervisor Support</a> </p> <a href="https://publications.waset.org/1492/the-effect-of-perceived-organizational-support-on-organizational-identification" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/1492/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/1492/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/1492/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/1492/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/1492/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/1492/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/1492/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/1492/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/1492/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/1492/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/1492.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">2362</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6059</span> Maximizing the Efficiency of Knowledge Management Systems</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Tori%20R.%20Dodla">Tori R. Dodla</a>, <a href="https://publications.waset.org/search?q=Laura%20A.%20Jones"> Laura A. Jones</a> </p> <p class="card-text"><strong>Abstract:</strong></p> <p>The objective of this study was to propose strategies to improve the efficiency of Knowledge Management Systems (KMS). This study highlights best practices from various industries to create an overall summary of Knowledge Management (KM) and efficiency in organizational performance. Results indicated 11 best practices for maximizing the efficiency of organizational KMS that can be divided into four categories: Designing the KMS, identifying case studies, implementing the KMS, and promoting adoption and usage. Our findings can be used as a foundation for scholars to conduct further research on KMS efficiency.</p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Artificial%20intelligence" title="Artificial intelligence">Artificial intelligence</a>, <a href="https://publications.waset.org/search?q=knowledge%20management%20efficiency" title=" knowledge management efficiency"> knowledge management efficiency</a>, <a href="https://publications.waset.org/search?q=knowledge%20management%20systems" title=" knowledge management systems"> knowledge management systems</a>, <a href="https://publications.waset.org/search?q=organizational%20performance." title=" organizational performance."> organizational performance.</a> </p> <a href="https://publications.waset.org/10013090/maximizing-the-efficiency-of-knowledge-management-systems" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/10013090/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/10013090/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/10013090/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/10013090/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/10013090/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/10013090/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/10013090/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/10013090/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/10013090/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/10013090/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/10013090.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">576</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6058</span> Lean Impact Analysis Assessment Models: Development of a Lean Measurement Structural Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Catherine%20Maware">Catherine Maware</a>, <a href="https://publications.waset.org/search?q=Olufemi%20Adetunji"> Olufemi Adetunji</a> </p> <p class="card-text"><strong>Abstract:</strong></p> <p>The paper is aimed at developing a model to measure the impact of Lean manufacturing deployment on organizational performance. The model will help industry practitioners to assess the impact of implementing Lean constructs on organizational performance. It will also harmonize the measurement models of Lean performance with the house of Lean that seems to have become the industry standard. The sheer number of measurement models for impact assessment of Lean implementation makes it difficult for new adopters to select an appropriate assessment model or deployment methodology. A literature review is conducted to classify the Lean performance model. Pareto analysis is used to select the Lean constructs for the development of the model. The model is further formalized through the use of Structural Equation Modeling (SEM) in defining the underlying latent structure of a Lean system. An impact assessment measurement model developed can be used to measure Lean performance and can be adopted by different industries.</p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Impact%20measurement%20model" title="Impact measurement model">Impact measurement model</a>, <a href="https://publications.waset.org/search?q=lean%20bundles" title=" lean bundles"> lean bundles</a>, <a href="https://publications.waset.org/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a>, <a href="https://publications.waset.org/search?q=organizational%20performance." title=" organizational performance."> organizational performance.</a> </p> <a href="https://publications.waset.org/10009038/lean-impact-analysis-assessment-models-development-of-a-lean-measurement-structural-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/10009038/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/10009038/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/10009038/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/10009038/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/10009038/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/10009038/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/10009038/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/10009038/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/10009038/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/10009038/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/10009038.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">1225</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6057</span> Technological Innovation Persistence Organizational Innovation Matters</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=H.%20Naciba">H. Naciba</a>, <a href="https://publications.waset.org/search?q=C.%20Le%20Bas"> C. Le Bas</a>, <a href="https://publications.waset.org/search?q=C.%20Mothe"> C. Mothe</a>, <a href="https://publications.waset.org/search?q=T.U.%20Nguyen-Thi"> T.U. Nguyen-Thi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational innovation favors technological innovation, but does it also influence technological innovation persistence? This article investigates empirically the pattern of technological innovation persistence and tests the potential impact of organizational innovation using firm-level data from three waves of the French Community Innovation Surveys. Evidence shows a positive effect of organizational innovation on technological innovation persistence, according to various measures of organizational innovation. Moreover, this impact is more significant for complex innovators (i.e., those who innovate in both products and processes). These results highlight the complexity of managing organizational practices with regard to the firm-s technological innovation. They also add to comprehension of the drivers of innovation persistence, through a focus on an often forgotten dimension of innovation in a broader sense. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Organizational%20Innovation" title="Organizational Innovation">Organizational Innovation</a>, <a href="https://publications.waset.org/search?q=Technological%0AInnovation" title=" Technological Innovation"> Technological Innovation</a>, <a href="https://publications.waset.org/search?q=Persistence" title=" Persistence"> Persistence</a> </p> <a href="https://publications.waset.org/3427/technological-innovation-persistence-organizational-innovation-matters" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/3427/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/3427/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/3427/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/3427/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/3427/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/3427/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/3427/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/3427/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/3427/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/3427/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/3427.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">1467</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6056</span> The Bright Side of Organizational Politics as a Driver of Firm Competitiveness: The Mediating Role of Corporate Entrepreneurship</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Monika%20Kulikowska-Pawlak">Monika Kulikowska-Pawlak</a>, <a href="https://publications.waset.org/search?q=Katarzyna%20Bratnicka-My%C5%9Bliwiec"> Katarzyna Bratnicka-Myśliwiec</a>, <a href="https://publications.waset.org/search?q=Tomasz%20Ingram"> Tomasz Ingram</a> </p> <p class="card-text"><strong>Abstract:</strong></p> <p>This study seeks to contribute to the literature on firm competitiveness by advancing the perspective of organizational politics that views this process as a driver which creates identifiable differences in firm performance. The hypothesized relationships were tested on the basis of data from 355 Polish medium and large-sized enterprises. Data were analyzed using correlation analysis, EFA and robustness tests. The main result of the conducted analyses proved the coexistence, previously examined in the literature, of corporate entrepreneurship and firm performance. The obtained research findings made it possible to add organizational politics to a wide range of elements determining corporate entrepreneurship, followed by competitive advantage, in addition to antecedents such as strategic leadership, corporate culture, opportunity-oriented resource-based management, etc. Also, the empirical results suggest that four dimensions of organizational politics (dominant coalition, influence exertion, making organizational changes, and information openness) are positively related to firm competitiveness. In addition, these findings seem to underline a supposition that corporate entrepreneurship is an important mediator which strengthens the competitive effects of organizational politics.</p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Corporate%20entrepreneurship" title="Corporate entrepreneurship">Corporate entrepreneurship</a>, <a href="https://publications.waset.org/search?q=firm%20competitiveness%20organizational%20politics" title=" firm competitiveness organizational politics"> firm competitiveness organizational politics</a>, <a href="https://publications.waset.org/search?q=sensemaking." title=" sensemaking."> sensemaking.</a> </p> <a href="https://publications.waset.org/10008087/the-bright-side-of-organizational-politics-as-a-driver-of-firm-competitiveness-the-mediating-role-of-corporate-entrepreneurship" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/10008087/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/10008087/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/10008087/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/10008087/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/10008087/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/10008087/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/10008087/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/10008087/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/10008087/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/10008087/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/10008087.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">934</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6055</span> Does Perceived Organizational Virtuousness Explain Organizational Citizenship Behaviors?</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Neuza%20Ribeiro">Neuza Ribeiro</a>, <a href="https://publications.waset.org/search?q=Arm%C3%A9nio%20Rego"> Arménio Rego</a> </p> <p class="card-text"><strong>Abstract:</strong></p> <p>The paper shows how the perceptions of five organizational virtuousness dimensions (optimism, trust, compassion, integrity, and forgiveness) explain organizational citizenship behaviors (altruism, sportsmanship, courtesy, conscientiousness, and civic virtue). A sample comprising 216 individuals from 14 industrial organizations was collected. Individuals reported their perceptions of organizational virtuousness, their organizational citizenship behaviors (OCB) being reported by their supervisors. The main findings are the following: (a) the perceptions of trust predict altruism; (b) the perceptions of integrity predict civic virtue.</p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=OCB" title="OCB">OCB</a>, <a href="https://publications.waset.org/search?q=organizational%20virtuousness" title=" organizational virtuousness"> organizational virtuousness</a>, <a href="https://publications.waset.org/search?q=psychological%20climate" title=" psychological climate"> psychological climate</a> </p> <a href="https://publications.waset.org/3212/does-perceived-organizational-virtuousness-explain-organizational-citizenship-behaviors" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/3212/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/3212/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/3212/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/3212/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/3212/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/3212/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/3212/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/3212/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/3212/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/3212/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/3212.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">2497</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6054</span> Business Process Management and Organizational Culture in Big Companies: Cross-Country Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Dalia%20Su%C5%A1a%20Vugec">Dalia Suša Vugec</a> </p> <p class="card-text"><strong>Abstract:</strong></p> <p>Business process management (BPM) is widely used approach focused on designing, mapping, changing, managing and analyzing business processes of an organization, which eventually leads to better performance and derives many other benefits. Since every organization strives to improve its performance in order to be sustainable and to remain competitive on the market in long-term period, numerous organizations are nowadays adopting and implementing BPM. However, not all organizations are equally successful in that. One of the ways of measuring BPM success is by measuring its maturity by calculating Process Performance Index (PPI) using ten BPM success factors. Still, although BPM is a holistic concept, organizational culture is not taken into consideration in calculating PPI. Hence, aim of this paper is twofold; first, it aims to explore and analyze the current state of BPM success factors within the big organizations from Slovenia, Croatia, and Austria and second, it aims to analyze the structure of organizational culture within the observed companies, focusing on the link with BPM success factors as well. The presented study is based on the results of the questionnaire conducted as the part of the PROSPER project (IP-2014-09-3729) and financed by Croatian Science Foundation. The results of the questionnaire reveal differences in the achieved levels of BPM success factors and therefore BPM maturity in total between the three observed countries. Moreover, the structure of organizational culture across three countries also differs. This paper discusses the revealed differences between countries as well as the link between organizational culture and BPM success factors.</p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Business%20process%20management" title="Business process management">Business process management</a>, <a href="https://publications.waset.org/search?q=BPM%20maturity" title=" BPM maturity"> BPM maturity</a>, <a href="https://publications.waset.org/search?q=BPM%20success%20factors" title=" BPM success factors"> BPM success factors</a>, <a href="https://publications.waset.org/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/search?q=process%20performance%20index." title=" process performance index."> process performance index.</a> </p> <a href="https://publications.waset.org/10010224/business-process-management-and-organizational-culture-in-big-companies-cross-country-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/10010224/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/10010224/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/10010224/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/10010224/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/10010224/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/10010224/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/10010224/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/10010224/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/10010224/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/10010224/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/10010224.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">1601</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6053</span> Determining Factors for ISO14001 EMS Implementation among SMEs in Malaysia: A Resource Based View</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Goh%20Yen%20Nee">Goh Yen Nee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research aimed to find out the determining factors for ISO 14001 EMS implementation among SMEs in Malaysia from the Resource based view. A cross-sectional approach using survey was conducted. A research model been proposed which comprises of ISO 14001 EMS implementation as the criterion variable while physical capital resources (i.e. environmental performance tracking and organizational infrastructures), human capital resources (i.e. top management commitment and support, training and education, employee empowerment and teamwork) and organizational capital resources (i.e. recognition and reward, organizational culture and organizational communication) as the explanatory variables. The research findings show that only environmental performance tracking, top management commitment and support and organizational culture are found to be positively and significantly associated with ISO 14001 EMS implementation. It is expected that this research will shed new knowledge and provide a base for future studies about the role played by firm-s internal resources. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=ISO%2014001%20Environmental%20Management%20System" title="ISO 14001 Environmental Management System">ISO 14001 Environmental Management System</a>, <a href="https://publications.waset.org/search?q=Malaysia" title="Malaysia">Malaysia</a>, <a href="https://publications.waset.org/search?q=Resource%20based%20view" title=" Resource based view"> Resource based view</a>, <a href="https://publications.waset.org/search?q=SMEs" title=" SMEs"> SMEs</a> </p> <a href="https://publications.waset.org/8617/determining-factors-for-iso14001-ems-implementation-among-smes-in-malaysia-a-resource-based-view" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/8617/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/8617/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/8617/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/8617/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/8617/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/8617/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/8617/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/8617/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/8617/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/8617/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/8617.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">3542</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6052</span> Effect of Leadership Approach to Organizational Commitment: A Study in Transportation Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=R.%20Iraz">R. Iraz</a>, <a href="https://publications.waset.org/search?q=K.%20Erye%C5%9Fil"> K. Eryeşil</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employees commitments of vision and mission of organization is effected due to manager’s executes by approach of leadership The leaders who have attributions like vision, confidence and correctitude, sharing and participation, creativeness, progressive learning –improvement and responsibility are effective to increase organizational commitment if they are sensitive to expectation and requirement of employees in an organization. Studies about organizational commitment appear results that employees who have strong organizational commitment have the most contribution. In this study, “Leadership” and “Organizational Commitment” conduct surveys to 31 employees of Ahmet Özdemir Nak. Tic. San. A.Ş. which has operations in road and railway transportation sector. It is analyzed the effects of leadership approach to organizational commitment deals with result of survey. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Leadership%20Approach" title="Leadership Approach">Leadership Approach</a>, <a href="https://publications.waset.org/search?q=Organizational%20Commitment" title=" Organizational Commitment"> Organizational Commitment</a>, <a href="https://publications.waset.org/search?q=Study" title=" Study"> Study</a> </p> <a href="https://publications.waset.org/4194/effect-of-leadership-approach-to-organizational-commitment-a-study-in-transportation-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/4194/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/4194/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/4194/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/4194/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/4194/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/4194/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/4194/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/4194/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/4194/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/4194/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/4194.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">1344</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6051</span> Balanced Scorecard in SMEs – A Proposal for Small Gas Stations in Portugal</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Ana%20Paula%20Monte">Ana Paula Monte</a>, <a href="https://publications.waset.org/search?q=Christiane%20Fontenete"> Christiane Fontenete</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As current business environment is demanding a constant adaptation of companies, the planning and strategic management should be an ongoing and natural process in all kind of organizations. The use of management and monitoring strategic performance tools such as the Balanced Scorecard (BSC) have been popular; even to Small and Medium-sized Enterprises. This paper aims to investigate whether the BSC is being used in monitoring the performance of small businesses, particularly in small fuel retailers companies, which are competing in co-branding; and if not, it aims to identify its strategic orientation in order to recommend a possible strategy map for those managers that are willing to adopt this model as an alternative to traditional ones for organizational performance evaluation, which often focus only on evaluation of the organizational financial performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Balanced%20Scorecard" title="Balanced Scorecard">Balanced Scorecard</a>, <a href="https://publications.waset.org/search?q=Performance%20Management%20and%0AEvaluation" title=" Performance Management and Evaluation"> Performance Management and Evaluation</a>, <a href="https://publications.waset.org/search?q=SMEs" title=" SMEs"> SMEs</a>, <a href="https://publications.waset.org/search?q=Strategy%20Maps" title=" Strategy Maps"> Strategy Maps</a> </p> <a href="https://publications.waset.org/3645/balanced-scorecard-in-smes-a-proposal-for-small-gas-stations-in-portugal" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/3645/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/3645/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/3645/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/3645/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/3645/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/3645/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/3645/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/3645/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/3645/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/3645/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/3645.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">4182</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6050</span> The Relation between the Organizational Trust Level and Organizational Justice Perceptions of Staff in Konya Municipality: A Theoretical and Empirical Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Handan%20Erta%C5%9F">Handan Ertaş</a> </p> <p class="card-text"><strong>Abstract:</strong></p> <p>The aim of the study is to determine the relationship between organizational trust level and organizational justice of Municipality officials. Correlational method has been used via descriptive survey model and Organizational Justice Perception Scale, Organizational Trust Inventory and Interpersonal Trust Scale have been applied to 353 participants who work in Konya Metropolitan Municipality and central district municipalities in the study. Frequency as statistical method, Independent Samples t test for binary groups, One Way-ANOVA analyses for multi-groups and Pearson Correlation analysis have been used to determine the relation in the data analysis process.It has been determined in the outcomes of the study that participants have high level of organizational trust, “Interpersonal Trust” is in the first place and there is a significant difference in the favor of male officials in terms of Trust on the Organization Itself and Interpersonal Trust. It has also been understood that officials in district municipalities have higher perception level in all dimensions, there is a significant difference in Trust on the Organization sub-dimension and work status is an important factor on organizational trust perception. Moreover, the study has shown that organizational justice implementations are important in raising trust of official on the organization, administrator and colleagues, and there is a parallel relation between Organizational Trust components and Organizational Trust dimensions.</p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Konya" title="Konya">Konya</a>, <a href="https://publications.waset.org/search?q=Organizational%20Justice" title=" Organizational Justice"> Organizational Justice</a>, <a href="https://publications.waset.org/search?q=Organizational." title=" Organizational."> Organizational.</a> </p> <a href="https://publications.waset.org/9998491/the-relation-between-the-organizational-trust-level-and-organizational-justice-perceptions-of-staff-in-konya-municipality-a-theoretical-and-empirical-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/9998491/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/9998491/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/9998491/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/9998491/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/9998491/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/9998491/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/9998491/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/9998491/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/9998491/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/9998491/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/9998491.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">1870</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6049</span> From Individual Memory to Organizational Memory (Intelligence of Organizations)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=A.%20Bencsik">A. Bencsik</a>, <a href="https://publications.waset.org/search?q=1V.%20L%C4%B1re">1V. Lıre</a>, <a href="https://publications.waset.org/search?q=2">2</a>, <a href="https://publications.waset.org/search?q=I.%20Marosi"> I. Marosi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Intensive changes of environment and strong market competition have raised management of information and knowledge to the strategic level of companies. In a knowledge based economy only those organizations are capable of living which have up-to-date, special knowledge and they are able to exploit and develop it. Companies have to know what knowledge they have by taking a survey of organizational knowledge and they have to fix actual and additional knowledge in organizational memory. The question is how to identify, acquire, fix and use knowledge effectively. The paper will show that over and above the tools of information technology supporting acquisition, storage and use of information and organizational learning as well as knowledge coming into being as a result of it, fixing and storage of knowledge in the memory of a company play an important role in the intelligence of organizations and competitiveness of a company. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Individual%20memory" title="Individual memory">Individual memory</a>, <a href="https://publications.waset.org/search?q=organizational%20memory" title=" organizational memory"> organizational memory</a>, <a href="https://publications.waset.org/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/search?q=organizational%20intelligence." title=" organizational intelligence."> organizational intelligence.</a> </p> <a href="https://publications.waset.org/7539/from-individual-memory-to-organizational-memory-intelligence-of-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/7539/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/7539/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/7539/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/7539/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/7539/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/7539/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/7539/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/7539/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/7539/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/7539/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/7539.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">1645</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6048</span> Deployment of Service Quality Characteristics</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Shuki%20Dror">Shuki Dror</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This work discusses an innovative methodology for deployment of service quality characteristics. Four groups of organizational features that may influence the quality of services are identified: human resource, technology, planning, and organizational relationships. A House of Service Quality (HOSQ) matrix is built to extract the desired improvement in the service quality characteristics and to translate them into a hierarchy of important organizational features. The Mean Square Error (MSE) criterion enables the pinpointing of the few essential service quality characteristics to be improved as well as selection of the vital organizational features. The method was implemented in an engineering supply enterprise and provides useful information on its vital service dimensions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=HOQ" title="HOQ">HOQ</a>, <a href="https://publications.waset.org/search?q=organizational%20features" title=" organizational features"> organizational features</a>, <a href="https://publications.waset.org/search?q=service%20quality." title=" service quality."> service quality.</a> </p> <a href="https://publications.waset.org/6154/deployment-of-service-quality-characteristics" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/6154/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/6154/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/6154/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/6154/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/6154/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/6154/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/6154/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/6154/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/6154/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/6154/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/6154.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">1867</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6047</span> Profit and Nonprofit Sports Clubs: Financial and Organizational Comparison in Poland</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Wojciech%20B.%20Cie%C5%9Bli%C5%84ski">Wojciech B. Cieśliński</a>, <a href="https://publications.waset.org/search?q=Igor%20Perechuda"> Igor Perechuda</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper identifies the features of Polish sports clubs in the particular organizational forms: profit and nonprofit. Identification and description of these features is carried out in terms of financial efficiency of the given organizational form. Under the terms of the efficiency the research allows you to specify the advantages of particular organizational sports club form and the following limitations. Paper considers features of sports clubs in range of Polish conditions as legal regulations. The sources of the functioning efficiency of sports clubs may lie in the organizational forms in which they operate. Each of the available forms can be considered either a for-profit or nonprofit enterprise. Depending on this classification there are different capabilities of increasing organizational and financial efficiency of a given sports club. Authors start with general classification and difference between for-profit and non-profit sport clubs. Next identifies specific financial and organizational conditions of both organizational form and then show examples of mixed activity forms and their efficiency effect. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Financial%20efficiency" title="Financial efficiency">Financial efficiency</a>, <a href="https://publications.waset.org/search?q=for-profit" title=" for-profit"> for-profit</a>, <a href="https://publications.waset.org/search?q=non-profit" title=" non-profit"> non-profit</a>, <a href="https://publications.waset.org/search?q=sports%0D%0Aclub." title=" sports club."> sports club.</a> </p> <a href="https://publications.waset.org/10002383/profit-and-nonprofit-sports-clubs-financial-and-organizational-comparison-in-poland" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/10002383/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/10002383/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/10002383/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/10002383/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/10002383/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/10002383/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/10002383/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/10002383/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/10002383/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/10002383/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/10002383.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">2039</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6046</span> Organizational Culture and Innovation Adoption/Generation: A Proposed Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Kong-Seng">Kong-Seng</a>, <a href="https://publications.waset.org/search?q=Lai"> Lai</a>, <a href="https://publications.waset.org/search?q=Nor%27Aini%20Yusof"> Nor'Aini Yusof</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational culture fosters innovation, and innovation is the main engine to be sustained within the uncertainty market. Like other countries, the construction industry significantly contributes to the economy, society and technology of Malaysia, yet, innovation is still considered slow compared to other industries such as manufacturing. Given the important role of an architect as the key player and the contributor of new ideas in the construction industry, there is a call to identify the issue and improve the current situation by focusing on the architectural firms. In addition, the existing studies tend to focus only on a few dimensions of organizational culture and very few studies consider whether innovation is being generated or adopted. Hence, the present research tends to fill in the gap by identifying the organizational cultures that foster or hinder innovation generation and/or innovation adoption, and propose a model of organizational culture and innovation generation and/or adoption. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Innovation%20adoption" title="Innovation adoption">Innovation adoption</a>, <a href="https://publications.waset.org/search?q=innovation%20generation" title=" innovation generation"> innovation generation</a>, <a href="https://publications.waset.org/search?q=architectural%20firm" title=" architectural firm"> architectural firm</a>, <a href="https://publications.waset.org/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a> </p> <a href="https://publications.waset.org/2050/organizational-culture-and-innovation-adoptiongeneration-a-proposed-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/2050/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/2050/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/2050/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/2050/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/2050/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/2050/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/2050/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/2050/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/2050/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/2050/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/2050.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">2418</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6045</span> Development of Organizational Justice in Incentive Allocation of the Thai Public Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Kalayanee%20Koonmee">Kalayanee Koonmee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> An incentive for performance, as one subsystem of a new performance management system, has been implemented in the Thai public sector since 2004. This research investigates the development of organizational justice in the incentive allocation by comparing the roles of distributive and procedural justice on national personnel-s attitudinal outcomes (incentive satisfaction and job performance) between 2 periods, i.e. 2006 and 2008. The data were collected via self-administered questionnaires completed by national government officers and employees. They were stratified using multistage sampling with 2,600 usable samples or 72.0% response rate in 2006, and 1,969 usable samples or 59.3% in 2008. The findings are: (1) There is no difference in means between the two periods relating to distributive justice, procedural justice, incentive satisfaction and job performance. (2) Distributive justice and procedural justice played more important roles in predicting incentive satisfaction and job performance in 2008 than in 2006. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Distributive%20justice" title="Distributive justice">Distributive justice</a>, <a href="https://publications.waset.org/search?q=incentive%20allocation" title=" incentive allocation"> incentive allocation</a>, <a href="https://publications.waset.org/search?q=proceduraljustice" title=" proceduraljustice"> proceduraljustice</a>, <a href="https://publications.waset.org/search?q=Thai%20public%20sector." title=" Thai public sector."> Thai public sector.</a> </p> <a href="https://publications.waset.org/14508/development-of-organizational-justice-in-incentive-allocation-of-the-thai-public-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/14508/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/14508/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/14508/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/14508/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/14508/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/14508/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/14508/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/14508/ris" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">RIS</a> <a href="https://publications.waset.org/14508/xml" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">XML</a> <a href="https://publications.waset.org/14508/iso690" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">ISO 690</a> <a href="https://publications.waset.org/14508.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">1524</span> </span> </div> </div> <div class="card publication-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6044</span> Organizational Culture and Innovation Adoption/Generation: A Proposed Model for Architectural Firms</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/search?q=Kong-Seng">Kong-Seng</a>, <a href="https://publications.waset.org/search?q=Lai"> Lai</a>, <a href="https://publications.waset.org/search?q=Nor%27Aini%20Yusof"> Nor'Aini Yusof</a> </p> <p class="card-text"><strong>Abstract:</strong></p> <p>Organizational culture fosters innovation, and innovation is the main engine to be sustained within the uncertainty market. Like other countries, the construction industry significantly contributes to the economy, society and technology of Malaysia, yet, innovation is still considered slow compared to other industries such as manufacturing. Given the important role of an architect as the key player and the contributor of new ideas in the construction industry, there is a call to identify the issue and improve the current situation by focusing on the architectural firms. In addition, the existing studies tend to focus only on a few dimensions of organizational culture and very few studies consider whether innovation is being generated or adopted. Hence, the present research tends to fill in the gap by identifying the organizational cultures that foster or hinder innovation generation and/or innovation adoption, and propose a model of organizational culture and innovation generation and/or adoption.</p> <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/search?q=Innovation%20adoption" title="Innovation adoption">Innovation adoption</a>, <a href="https://publications.waset.org/search?q=innovation%20generation" title=" innovation generation"> innovation generation</a>, <a href="https://publications.waset.org/search?q=architectural%20firm" title=" architectural firm"> architectural firm</a>, <a href="https://publications.waset.org/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a> </p> <a href="https://publications.waset.org/7205/organizational-culture-and-innovation-adoptiongeneration-a-proposed-model-for-architectural-firms" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/7205/apa" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">APA</a> <a href="https://publications.waset.org/7205/bibtex" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">BibTeX</a> <a href="https://publications.waset.org/7205/chicago" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Chicago</a> <a href="https://publications.waset.org/7205/endnote" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">EndNote</a> <a href="https://publications.waset.org/7205/harvard" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">Harvard</a> <a href="https://publications.waset.org/7205/json" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">JSON</a> <a href="https://publications.waset.org/7205/mla" target="_blank" rel="nofollow" class="btn btn-primary btn-sm">MLA</a> <a href="https://publications.waset.org/7205/ris" target="_blank" rel="nofollow" class="btn btn-primary 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