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Organizations</title> <meta name="description" content="Search results for: MIS in Organizations"> <meta name="keywords" content="MIS in Organizations"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="MIS in Organizations"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 2249</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: MIS in Organizations</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2039</span> Gender and Seniority Differences among Service Organizations' Employees: Motivation, Commitment, and Burnout</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Michael">K. Michael</a>, <a href="https://publications.waset.org/abstracts/search?q=G.%20Yanay-Ventura"> G. Yanay-Ventura</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Objectives: It is well established that employees are the essence of the organization. Employees' personal characteristics and emotional state may decrease or increase organizational performance. Therefore, organizations should enhance employees' well-being. The present study examined gender and seniority differences in three factors of employees' well-being: motivation, commitment, and burnout. Methods: Participants in this quantitative cross-sectional study were 400 service organization employees aged 19-71 (Mean=29.94; SD=10.25). Regarding gender, 59.7% were women, and regarding seniority, 66.9% were less than two years in the organization. All participants completed questionnaires evaluating motivation, sense of organizational commitment (affective, continuance), and level of burnout (emotional exhaustion, depersonalization, personal accomplishment). Data were analyzed using IBM-SPSS (version 25) through independent-sample t-tests. Results: Women were less motivated and felt less affective commitment toward the organization than men. They also felt more burnout than men in terms of emotional exhaustion and depersonalization. Additionally, employees in lower seniority levels felt less affective commitment toward the organization than employees in higher seniority levels. They also felt more burnout than employees in higher seniority levels in terms of emotional exhaustion, depersonalization, and personal accomplishment. Conclusions: The findings suggest that women and employees in lower seniority levels experience more vulnerable emotions in service organizations. Therefore, strategies for enhancing their well-being are recommended. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=burnout" title="burnout">burnout</a>, <a href="https://publications.waset.org/abstracts/search?q=gender%20and%20seniority%20differences" title=" gender and seniority differences"> gender and seniority differences</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation" title=" motivation"> motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a> </p> <a href="https://publications.waset.org/abstracts/127732/gender-and-seniority-differences-among-service-organizations-employees-motivation-commitment-and-burnout" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/127732.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">132</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2038</span> Factors Related to Employee Adherence to Rules in Kuwait Business Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20Muhammad">Ali Muhammad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to develop a theoretical framework which demonstrates the effect of four personal factors on employees rule following behavior in Kuwaiti business organizations. The model suggested in this study includes organizational citizenship behavior, affective organizational commitment, organizational trust, and procedural justice as possible predictors of rule following behavior. The study also attempts to compare the effects of the suggested factors on employees rule following behavior. The new model will, hopefully, extend previous research by adding new variables to the models used to explain employees rule following behavior. A discussion of issues related to rule-following behavior is presented, as well as recommendations for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20adherence%20to%20rules" title="employee adherence to rules">employee adherence to rules</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20justice" title=" organizational justice"> organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a> </p> <a href="https://publications.waset.org/abstracts/29073/factors-related-to-employee-adherence-to-rules-in-kuwait-business-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29073.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">456</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2037</span> A Relationship between Transformational Leadership, Internal Audit and Risk Management Implementation in the Indonesian Public Sector </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tio%20Novita%20Efriani">Tio Novita Efriani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Public sector organizations work in a complex and risky environment. Since the beginning of 2000s, the public sector has paid attention to the need for an effective risk management. The Indonesian public sector has also concerned about this issue and in 2008 it enacted the Government Regulation that gives mandate for the implementation of risk management in government organizations. This paper investigates risk management implementation in the Indonesian public sector organizations and the role of transformational leadership and internal audit activities. Data was collected via survey. A total of 202 effective responses (30% response rate) from employees in 34 government ministries were statistically analyzed by using Partial least square structural equation modelling (PLS-SEM) and the software was SmartPLS 3.0. All the constructs were lower order, except for the risk management implementation construct, which was treated as a second-order construct. A two-stage approach was employed in the analysis of the higher order component. The findings revealed that transformational leadership positively influence risk management implementation. The findings also found that the core and legitimate roles of internal audit in risk management positively affect the implementation of risk management. The final finding showed that internal auditing mediates a relationship between transformational leadership and risk management implementation. These results suggest that the implementation of risk management in the Indonesian public sector was significantly supported by internal auditors and leadership. The findings confirm the importance of transformational leadership and internal audit in the public sector risk management strategies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Indonesian%20public%20sector" title="Indonesian public sector">Indonesian public sector</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20audit" title=" internal audit"> internal audit</a>, <a href="https://publications.waset.org/abstracts/search?q=risk%20management" title=" risk management"> risk management</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a> </p> <a href="https://publications.waset.org/abstracts/84665/a-relationship-between-transformational-leadership-internal-audit-and-risk-management-implementation-in-the-indonesian-public-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/84665.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">202</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2036</span> Effect of Incentives on Knowledge Sharing and Learning: Evidence from the Indian IT Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Asish%20O.%20Mathew">Asish O. Mathew</a>, <a href="https://publications.waset.org/abstracts/search?q=Lewlyn%20L.%20R.%20Rodrigues"> Lewlyn L. R. Rodrigues</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The organizations in the knowledge economy era have recognized the importance of building knowledge assets for sustainable growth and development. In comparison to other industries, Information Technology (IT) enterprises, holds an edge in developing an effective Knowledge Management (KM) program, thanks to their in-house technological abilities. This paper tries to study the various knowledge-based incentive programs and its effect on Knowledge Sharing and Learning in the context of the Indian IT sector. A conceptual model is developed linking KM incentives, knowledge sharing, and learning. A questionnaire study is conducted to collect primary data from the knowledge workers of the IT organizations located in India. The data was analysed using Structural Equation Modeling using Partial Least Square method. The results show a strong influence of knowledge management incentives on knowledge sharing and an indirect influence on learning. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20incentives" title=" knowledge management incentives"> knowledge management incentives</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=learning" title=" learning"> learning</a> </p> <a href="https://publications.waset.org/abstracts/25856/effect-of-incentives-on-knowledge-sharing-and-learning-evidence-from-the-indian-it-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25856.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">476</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2035</span> Employee Perception of Corporate Social Responsibility and Its Impact on Organizational Performance: Evidence from the UAE</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sherine%20Farouk">Sherine Farouk</a>, <a href="https://publications.waset.org/abstracts/search?q=Fauzia%20Jabeen"> Fauzia Jabeen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to examine the role played by ethical climate and CSR on organizational performance in public sector organizations. In particular, the research will shed light on the link between formalized ethical procedures and employee responses including corporate social responsibility, and organizational performance among public sector employees. Data was collected from 425 employees working in public sector organizations in Abu Dhabi, the capital of United Arab Emirates. Structural Equation Modeling will be used to test the proposed hypotheses. The paper contributes to the literature by being one of the first to study CSR and ethical climate within a Middle Eastern context, and will offer important implications for theory and practice. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title="corporate social responsibility">corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=ethical%20climate" title=" ethical climate"> ethical climate</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=United%20Arab%20Emirates" title=" United Arab Emirates"> United Arab Emirates</a> </p> <a href="https://publications.waset.org/abstracts/52823/employee-perception-of-corporate-social-responsibility-and-its-impact-on-organizational-performance-evidence-from-the-uae" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52823.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">342</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2034</span> Practical Limitations of the Fraud Triangle Framework in Fraud Prevention</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alexander%20Glebovskiy">Alexander Glebovskiy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Practitioners charged with fraud prevention and investigation strongly rely on the Fraud Triangle framework developed by Joseph T. Wells in 1997 while analyzing the causes of fraud at business organizations. The Fraud Triangle model explains fraud by elements such as pressure, opportunity, and rationalization. This view is not fully suitable for effective fraud prevention as the Fraud Triangle model provides limited insight into the causation of fraud. Fraud is a multifaceted phenomenon, the contextual factors of which may not fit into any framework. Employee criminal behavior in business organizations is influenced by environmental, individual, and organizational aspects. Therefore, further criminogenic factors and processes facilitating fraud in organizational settings need to be considered in the root-cause analysis: organizational culture, leadership style, groupthink effect, isomorphic behavior, crime of obedience, displacement of responsibility, lack of critical thinking and unquestioning conformity and loyalty. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=criminogenesis" title="criminogenesis">criminogenesis</a>, <a href="https://publications.waset.org/abstracts/search?q=fraud%20triangle" title=" fraud triangle"> fraud triangle</a>, <a href="https://publications.waset.org/abstracts/search?q=fraud%20prevention" title=" fraud prevention"> fraud prevention</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a> </p> <a href="https://publications.waset.org/abstracts/117811/practical-limitations-of-the-fraud-triangle-framework-in-fraud-prevention" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/117811.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">300</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2033</span> Operations Guide Implementation Practice in Information Technology Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ziad%20M.%20Hejazi">Ziad M. Hejazi</a>, <a href="https://publications.waset.org/abstracts/search?q=Hani%20F.%20Mokhtar"> Hani F. Mokhtar</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20S.%20Bahabri"> Mohammed S. Bahabri</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20H.%20Ghafouri"> Mohammed H. Ghafouri</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmed%20S.%20Bahaitham"> Ahmed S. Bahaitham</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper demonstrates the efforts taken by an Information Technology (IT) organization at Saudi Aramco to establish Operations Guide in a practical manner. Review of related work and literature revealed several important aspects to be considered when implementing the operation guide including Identify supporting IT groups, specify each group roles and responsibilities, formulate the IT operations in terms of processes (input/output), list each process main steps, provide the details of each process main step, develop the RACI (Responsible, Accountable, Consulted, and Informed) chart, highlight the process KPI’s, utilized systems, and forms. Identified aspects were then addressed in the actual implementation via several practices, including developing the operation guide for all IT supported operations, creating a shared folder for the operations guide, and announcing the implementation to all IT staff. The implementation of the mentioned practice was benchmarked, identified as best in class, and adopted by other internal organizations. Moreover, it was evident and appreciated by IT management. The significance of this study stems from the fact that it might be among the first studies in Saudi Arabia that propose a practical guideline to implement IT operations guide by IT organizations. Additional research significance comes from the study being conducted in Saudi Aramco, one of the world’s biggest integrated energy and petrochemical companies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=operations%20guide" title="operations guide">operations guide</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20implementation" title=" process implementation"> process implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=Saudi%20Aramco%20company" title=" Saudi Aramco company"> Saudi Aramco company</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=standard%20of%20procedure" title=" standard of procedure"> standard of procedure</a> </p> <a href="https://publications.waset.org/abstracts/156577/operations-guide-implementation-practice-in-information-technology-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/156577.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">95</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2032</span> Employee Branding: An Exploratory Study Applied to Nurses in an Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pawan%20Hinge">Pawan Hinge</a>, <a href="https://publications.waset.org/abstracts/search?q=Priya%20Gupta"> Priya Gupta</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to cutting edge competitions between organizations and war for talent, the workforce as an asset is gaining significance. The employees are considered as the brand ambassadors of an organization, and their interactions with the clients and customers might impact directly or indirectly on the overall value of the organization. Especially, organizations in the healthcare industry the value of an organization in the perception of their employees can be one of the revenue generating and talent retention strategy. In such context, it is essential to understand that the brand awareness among employees can effect on employer brand image and brand value since the brand ambassadors are the interface between organization and customers and clients. In this exploratory study, we have adopted both quantitative and qualitative approaches for data analysis. Our study shows existing variation among nurses working in different business units of the same organization in terms of their customer interface or interactions and brand awareness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=brand%20awareness" title="brand awareness">brand awareness</a>, <a href="https://publications.waset.org/abstracts/search?q=brand%20image" title=" brand image"> brand image</a>, <a href="https://publications.waset.org/abstracts/search?q=brand%20value" title=" brand value"> brand value</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20interface" title=" customer interface"> customer interface</a> </p> <a href="https://publications.waset.org/abstracts/72160/employee-branding-an-exploratory-study-applied-to-nurses-in-an-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/72160.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">285</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2031</span> Managing Configuration Management in Different Types of Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dilek%20Bilgi%C3%A7">Dilek Bilgiç</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Configuration Management (CM) is a discipline assuring the consistency between product information the reality all along the product lifecycle. Although the extensive benefits of this discipline, such as the direct impact on increasing return on investment, reducing lifecycle costs, are realized by most organizations. It is worth evaluating that CM functions might be successfully implemented in some organized anarchies. This paper investigates how to manage ambiguity in CM processes as an opportunity within an environment that has different types of complexities and choice arenas. It is not explained how to establish a configuration management organization in a company; more specifically, it is analyzed how to apply configuration management processes when different types of streams exist. From planning to audit, all the CM functions may provide different organization learning opportunities when those applied with the right leadership methods. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=configuration%20management" title="configuration management">configuration management</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20analysis" title=" organizational analysis"> organizational analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=organized%20anarchy" title=" organized anarchy"> organized anarchy</a>, <a href="https://publications.waset.org/abstracts/search?q=cm%20process" title=" cm process"> cm process</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20maturity" title=" organizational maturity"> organizational maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=configuration%20status%20accounting" title=" configuration status accounting"> configuration status accounting</a>, <a href="https://publications.waset.org/abstracts/search?q=leading%20innovation" title=" leading innovation"> leading innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20management" title=" change management"> change management</a> </p> <a href="https://publications.waset.org/abstracts/146303/managing-configuration-management-in-different-types-of-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/146303.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">210</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2030</span> Strategic Entrepreneurship: Model Proposal for Post-Troika Sustainable Cultural Organizations </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maria%20In%C3%AAs%20Pinho">Maria Inês Pinho</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Recent literature on issues of Cultural Management (also called Strategic Management for cultural organizations) systematically seeks for models that allow such equipment to adapt to the constant change that occurs in contemporary societies. In the last decade, the world, and in particular Europe has experienced a serious financial problem that has triggered defensive mechanisms, both in the direction of promoting the balance of public accounts and in the sense of the anonymous loss of the democratic and cultural values of each nation. If in the first case emerged the Troika that led to strong cuts in funding for Culture, deeply affecting those organizations; in the second case, the commonplace citizen is seen fighting for the non-closure of cultural equipment. Despite this, the cultural manager argues that there is no single formula capable of solving the need to adapt to change. In another way, it is up to this agent to know the existing scientific models and to adapt them in the best way to the reality of the institution he coordinates. These actions, as a rule, are concerned with the best performance vis-à-vis external audiences or with the financial sustainability of cultural organizations. They forget, therefore, that all this mechanics cannot function without its internal public, without its Human Resources. The employees of the cultural organization must then have an entrepreneurial posture - must be intrapreneurial. This paper intends to break this form of action and lead the cultural manager to understand that his role should be in the sense of creating value for society, through a good organizational performance. This is only possible with a posture of strategic entrepreneurship. In other words, with a link between: Cultural Management, Cultural Entrepreneurship and Cultural Intrapreneurship. In order to prove this assumption, the case study methodology was used with the symbol of the European Capital of Culture (Casa da Música) as well as qualitative and quantitative techniques. The qualitative techniques included the procedure of in-depth interviews to managers, founders and patrons and focus groups to public with and without experience in managing cultural facilities. The quantitative techniques involved the application of a questionnaire to middle management and employees of Casa da Música. After the triangulation of the data, it was proved that contemporary management of cultural organizations must implement among its practices, the concept of Strategic Entrepreneurship and its variables. Also, the topics which characterize the Cultural Intrapreneurship notion (job satisfaction, the quality in organizational performance, the leadership and the employee engagement and autonomy) emerged. The findings show then that to be sustainable, a cultural organization should meet the concerns of both external and internal forum. In other words, it should have an attitude of citizenship to the communities, visible on a social responsibility and a participatory management, only possible with the implementation of the concept of Strategic Entrepreneurship and its variable of Cultural Intrapreneurship. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cultural%20entrepreneurship" title="cultural entrepreneurship">cultural entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=cultural%20intrapreneurship" title=" cultural intrapreneurship"> cultural intrapreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=cultural%20organizations" title=" cultural organizations"> cultural organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title=" strategic management"> strategic management</a> </p> <a href="https://publications.waset.org/abstracts/80366/strategic-entrepreneurship-model-proposal-for-post-troika-sustainable-cultural-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/80366.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">182</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2029</span> The Impact of Online Advertising on Consumer Purchase Behaviour Based on Malaysian Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Naser%20Zourikalatehsamad">Naser Zourikalatehsamad</a>, <a href="https://publications.waset.org/abstracts/search?q=Seyed%20Abdorreza%20Payambarpour"> Seyed Abdorreza Payambarpour</a>, <a href="https://publications.waset.org/abstracts/search?q=Ibrahim%20Alwashali"> Ibrahim Alwashali</a>, <a href="https://publications.waset.org/abstracts/search?q=Zahra%20Abdolkarimi"> Zahra Abdolkarimi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper aims to evaluate the effect of online advertising on consumer purchase behavior in Malaysian organizations. The paper has potential to extend and refine theory. A survey was distributed among Students of UTM university during the winter 2014 and 160 responses were collected. Regression analysis was used to test the hypothesized relationships of the model. Result shows that the predictors (cost saving factor, convenience factor and customized product or services) have positive impact on intention to continue seeking online advertising. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=consumer%20purchase" title="consumer purchase">consumer purchase</a>, <a href="https://publications.waset.org/abstracts/search?q=convenience" title=" convenience"> convenience</a>, <a href="https://publications.waset.org/abstracts/search?q=customized%20product" title=" customized product"> customized product</a>, <a href="https://publications.waset.org/abstracts/search?q=cost%20saving" title=" cost saving"> cost saving</a>, <a href="https://publications.waset.org/abstracts/search?q=customization" title=" customization"> customization</a>, <a href="https://publications.waset.org/abstracts/search?q=flow%20theory" title=" flow theory"> flow theory</a>, <a href="https://publications.waset.org/abstracts/search?q=mass%20communication" title=" mass communication"> mass communication</a>, <a href="https://publications.waset.org/abstracts/search?q=online%20advertising%20ads" title=" online advertising ads"> online advertising ads</a>, <a href="https://publications.waset.org/abstracts/search?q=online%20advertising%20measurement" title=" online advertising measurement"> online advertising measurement</a>, <a href="https://publications.waset.org/abstracts/search?q=online%20advertising%20mechanism" title=" online advertising mechanism"> online advertising mechanism</a>, <a href="https://publications.waset.org/abstracts/search?q=online%20intelligence%20system" title=" online intelligence system"> online intelligence system</a>, <a href="https://publications.waset.org/abstracts/search?q=self-confidence" title=" self-confidence"> self-confidence</a>, <a href="https://publications.waset.org/abstracts/search?q=willingness%20to%20purchase" title=" willingness to purchase "> willingness to purchase </a> </p> <a href="https://publications.waset.org/abstracts/37191/the-impact-of-online-advertising-on-consumer-purchase-behaviour-based-on-malaysian-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37191.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">480</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2028</span> Greening of Supply Chains: Benefits and Challenges Faced</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anurag%20Reddy%20Ramireddy">Anurag Reddy Ramireddy</a>, <a href="https://publications.waset.org/abstracts/search?q=Abrar%20Ahmed"> Abrar Ahmed</a>, <a href="https://publications.waset.org/abstracts/search?q=G.%20Sourya%20Sri%20Harsha"> G. Sourya Sri Harsha</a>, <a href="https://publications.waset.org/abstracts/search?q=Pushkala%20Muralidharan"> Pushkala Muralidharan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Supply chains have been developing over time since the inception of commercial trade and barter. The Green Supply Chain Management (GSCM) is a powerful way to differentiate a company from its competitors and it can greatly influence the plan success. With increased awareness to corporate responsibility and the requirement to meet the terms with environmental policy, GSCM is becoming increasingly important for companies. This paper explains the concept of green supply chain management, the difference between conventional supply chain management and green supply management and how GSCM benefits organizations while at the same time supporting a sustainable environment system. An effort has also been made to analyse research already done in this field while exploring the challenges and barriers that organizations face in implementing GSCM practices in their existing systems. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title="corporate social responsibility">corporate social responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=green%20supply%20chain%20management" title=" green supply chain management"> green supply chain management</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a> </p> <a href="https://publications.waset.org/abstracts/7099/greening-of-supply-chains-benefits-and-challenges-faced" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/7099.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">383</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2027</span> Generation Y in Organizations: Distinctive Characteristics and Behavior at Work of Moroccan YERs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fatima%20Ezzahra%20Siragi">Fatima Ezzahra Siragi</a>, <a href="https://publications.waset.org/abstracts/search?q=Omar%20Benaini"> Omar Benaini</a> </p> <p class="card-text"><strong>Abstract:</strong></p> For many years, Generation Y has been at the center of controversies. This topic made the buzz in the Media as well as in scientific literature. Previous research led to contradictory results; some scholars considered this population a wealth for companies, while the others believe it constitutes a young danger in need of proper control. Existing literature has almost studied Generation Y in developed countries; very rare studies were conducted in developing countries. To our knowledge, no published articles have treated Generation Y in Morocco. The purpose of this research is to examine the distinctive characteristics of Generation Y in Morocco as well as their behavior at work. Using quantitative method, the study was conducted on a sample of 250 Moroccan employees that have a high educational level and who belong to Generation Y. Our results have shown high resemblance between Moroccan and Occidental Yers (France, USA, Canada …) <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Behavior%20in%20Organizations" title="Behavior in Organizations">Behavior in Organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=Generation%20Y" title=" Generation Y"> Generation Y</a>, <a href="https://publications.waset.org/abstracts/search?q=Key%20Characteristics" title=" Key Characteristics"> Key Characteristics</a>, <a href="https://publications.waset.org/abstracts/search?q=Moroccan%20Yers" title=" Moroccan Yers"> Moroccan Yers</a>, <a href="https://publications.waset.org/abstracts/search?q=Motivation" title=" Motivation"> Motivation</a> </p> <a href="https://publications.waset.org/abstracts/37338/generation-y-in-organizations-distinctive-characteristics-and-behavior-at-work-of-moroccan-yers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37338.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">280</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2026</span> The Implementation of Human Resource Information System in the Public Sector: An Exploratory Study of Perceived Benefits and Challenges </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aneeqa%20Suhail">Aneeqa Suhail</a>, <a href="https://publications.waset.org/abstracts/search?q=Shabana%20Naveed"> Shabana Naveed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The public sector (in both developed and developing countries) has gone through various waves of radical reforms in recent decades. In Pakistan, under the influence of New Public Management(NPM) Reforms; best practices of private sector are introduced in the public sector to modernize public organizations. Human Resource Information System (HRIS) has been popular in the private sector and proven to be a successful system, therefore it is being adopted in the public sector too. However, implementation of private business practices in public organizations us very challenging due to differences in context. This implementation gets further critical in Pakistan due to a centralizing tendency and lack of autonomy in public organizations. Adoption of HRIS by public organizations in Pakistan raises several questions: What challenges are faced by public organizations in implementation of HRIS? Are benefits of HRIS such as efficiency, process integration and cost reduction achieved? How is the previous system improved with this change and what are the impacts? Yet, it is an under-researched topic, especially in public enterprises. This study contributes to the existing body of knowledge by empirically exploring benefits and challenges of implementation of HRIS in public organizations. The research adopts a case study approach and uses qualitative data based on in-depth interviews conducted at various levels in the hierarchy including top management, departmental heads and employees. The unit of analysis is LESCO, the Lahore Electric Supply Company, a state-owned entity that generates, transmits and distributes electricity to 4 big cities in Punjab, Pakistan. The findings of the study show that LESCO has not achieved the benefits of HRIS as established in literature. The implementation process remained quite slow and costly. Various functions of HR are still in isolation and integration is a big challenge for the organization. Although the data is automated, the previous system of manually record maintenance and paperwork is still in work, resulting in the presence of parallel practices. The findings also identified resistance to change from top management and labor workforce, lack of commitment and technical knowledge, and costly vendors as major barriers that affect the effective implementation of HRIS. The paper suggests some potential actions to overcome these barriers and to enhance effective implementation of HR-technology. The findings are explained in light of an institutional logics perspective. HRIS’ new logic of automated and integrated HR system is in sharp contrast with the prevailing logic of process-oriented manual data maintenance, leading to resistance to change and deadlock. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20information%20system" title="human resource information system">human resource information system</a>, <a href="https://publications.waset.org/abstracts/search?q=technological%20changes" title=" technological changes"> technological changes</a>, <a href="https://publications.waset.org/abstracts/search?q=state-owned%20enterprise" title=" state-owned enterprise"> state-owned enterprise</a>, <a href="https://publications.waset.org/abstracts/search?q=implementation%20challenges" title=" implementation challenges"> implementation challenges</a> </p> <a href="https://publications.waset.org/abstracts/86732/the-implementation-of-human-resource-information-system-in-the-public-sector-an-exploratory-study-of-perceived-benefits-and-challenges" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/86732.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">144</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2025</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/abstracts/search?q=Dalia%20Su%C5%A1a%20Vugec">Dalia Suša Vugec</a> </p> <p class="card-text"><strong>Abstract:</strong></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 class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title="business process management">business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=BPM%20maturity" title=" BPM maturity"> BPM maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=BPM%20success%20factors" title=" BPM success factors"> BPM success factors</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20performance%20index" title=" process performance index"> process performance index</a> </p> <a href="https://publications.waset.org/abstracts/97697/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/abstracts/97697.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">119</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2024</span> Enhanced Model for Risk-Based Assessment of Employee Security with Bring Your Own Device Using Cyber Hygiene</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saidu%20I.%20R.">Saidu I. R.</a>, <a href="https://publications.waset.org/abstracts/search?q=Shittu%20S.%20S."> Shittu S. S.</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As the trend of personal devices accessing corporate data continues to rise through Bring Your Own Device (BYOD) practices, organizations recognize the potential cost reduction and productivity gains. However, the associated security risks pose a significant threat to these benefits. Often, organizations adopt BYOD environments without fully considering the vulnerabilities introduced by human factors in this context. This study presents an enhanced assessment model that evaluates the security posture of employees in BYOD environments using cyber hygiene principles. The framework assesses users' adherence to best practices and guidelines for maintaining a secure computing environment, employing scales and the Euclidean distance formula. By utilizing this algorithm, the study measures the distance between users' security practices and the organization's optimal security policies. To facilitate user evaluation, a simple and intuitive interface for automated assessment is developed. To validate the effectiveness of the proposed framework, design science research methods are employed, and empirical assessments are conducted using five artifacts to analyze user suitability in BYOD environments. By addressing the human factor vulnerabilities through the assessment of cyber hygiene practices, this study aims to enhance the overall security of BYOD environments and enable organizations to leverage the advantages of this evolving trend while mitigating potential risks. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=security" title="security">security</a>, <a href="https://publications.waset.org/abstracts/search?q=BYOD" title=" BYOD"> BYOD</a>, <a href="https://publications.waset.org/abstracts/search?q=vulnerability" title=" vulnerability"> vulnerability</a>, <a href="https://publications.waset.org/abstracts/search?q=risk" title=" risk"> risk</a>, <a href="https://publications.waset.org/abstracts/search?q=cyber%20hygiene" title=" cyber hygiene"> cyber hygiene</a> </p> <a href="https://publications.waset.org/abstracts/171325/enhanced-model-for-risk-based-assessment-of-employee-security-with-bring-your-own-device-using-cyber-hygiene" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/171325.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">76</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2023</span> Further the Future: The Exploratory Study in 3D Animation Marketing Trend and Industry in Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pawit%20Mongkolprasit">Pawit Mongkolprasit</a>, <a href="https://publications.waset.org/abstracts/search?q=Proud%20Arunrangsiwed"> Proud Arunrangsiwed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Lately, many media organizations in Thailand have started to produce 3D animation, so the quality of personnel should be identified. As an instructor in the school of Animation and Multimedia, the researchers have to prepare the students, suitable for the need of industry. The current study used exploratory research design to establish the knowledge of about this issue, including the required qualification of employees and the potential of animation industry in Thailand. The interview sessions involved three key informants from three well-known organizations. The interview data was used to design a questionnaire for the confirmation phase. The overall results showed that the industry needed an individual with 3D animation skill, computer graphic skills, good communication skills, a high responsibility, and an ability to finish the project on time. Moreover, it is also found that there were currently various kinds of media where 3D animation has been involved, such as films, TV variety, TV advertising, online advertising, and application on mobile device. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=3D%20animation" title="3D animation">3D animation</a>, <a href="https://publications.waset.org/abstracts/search?q=animation%20industry" title=" animation industry"> animation industry</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing%20trend" title=" marketing trend"> marketing trend</a>, <a href="https://publications.waset.org/abstracts/search?q=Thailand%20animation" title=" Thailand animation"> Thailand animation</a> </p> <a href="https://publications.waset.org/abstracts/45779/further-the-future-the-exploratory-study-in-3d-animation-marketing-trend-and-industry-in-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45779.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">293</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2022</span> Servant Leadership and Organizational Citizenship Behavior: The Mediating Role of Perceived Organizational Politics and the Moderating Role of Political Skill in Public Service Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Debalkie%20Demissie%20Addisu">Debalkie Demissie Addisu</a>, <a href="https://publications.waset.org/abstracts/search?q=Ejigu%20Alemu%20Abebe"> Ejigu Alemu Abebe</a>, <a href="https://publications.waset.org/abstracts/search?q=Tsegay%20Tensay%20Assefa"> Tsegay Tensay Assefa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examines the indirect effect of servant leadership on organizational citizenship behavior through perceptions of organizational politics moderated by political skill. This study reports the responses of 321 respondents from six federal public service organizations in Ethiopia. A multi-stage random sampling procedure was employed to select the sampled federal public service organizations. To test hypotheses, the study employed structural equation modeling using AMOS version-26 software. The result revealed that all direct effects have a significant effect. Specifically, servant leadership has a positive effect on organizational citizenship behavior. Likewise, servant leadership has a negative effect on perceptions of organizational politics. Also, a perception of organizational politics has a negative effect on organizational citizenship behavior. Moreover, perceptions of organizational politics competitively mediated the effect of servant leadership on organizational citizenship behavior. As well, political skill moderated the effect of perceptions of organizational politics on organizational citizenship behavior but not the indirect effect. To the best of our knowledge, no one else employs perceptions of organizational politics as a mediating effect between servant leadership and organizational citizenship behavior. Furthermore, we are not aware of anyone else employing political skill as a moderating role in the indirect effect of servant leadership on organizational citizenship behavior through perceptions of organizational politics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=servant%20leadership" title="servant leadership">servant leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=perceptions%20of%20organizational%20politics" title=" perceptions of organizational politics"> perceptions of organizational politics</a>, <a href="https://publications.waset.org/abstracts/search?q=political%20skill" title=" political skill"> political skill</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20service%20organization" title=" public service organization"> public service organization</a>, <a href="https://publications.waset.org/abstracts/search?q=Ethiopia" title=" Ethiopia"> Ethiopia</a> </p> <a href="https://publications.waset.org/abstracts/184595/servant-leadership-and-organizational-citizenship-behavior-the-mediating-role-of-perceived-organizational-politics-and-the-moderating-role-of-political-skill-in-public-service-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/184595.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">68</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2021</span> The Examination of the Mediating Role of Leader-Member Exchange on the Association between Transformational Leadership and Innovative Behavior: A Study in Turkish Technological Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gultekin%20Gurcay">Gultekin Gurcay</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this study was to examine the relationship between transformational leadership and innovative work behavior and to evaluate the mediating role of leader-member exchange relationships (LMX) on the assumed relationship. This study has focused on the suggestion that LMX might emerge through transformational leadership behaviors and thus could mediate the relationship between transformational leadership and innovative behavior. A cross-sectional survey research has been conducted on the relationship these leadership approaches and their impact on organizational HRM-outcomes has been conducted on two organizations operating in the technical sector in Istanbul-Turkey. The results of the research have supported the hypotheses. Transformational leadership was positively related to the innovative behaviors and LMX emerged to mediate that relationship. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovative%20leadership" title="innovative leadership">innovative leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leader-member%20exchange" title=" leader-member exchange"> leader-member exchange</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=Turkey" title=" Turkey"> Turkey</a> </p> <a href="https://publications.waset.org/abstracts/40839/the-examination-of-the-mediating-role-of-leader-member-exchange-on-the-association-between-transformational-leadership-and-innovative-behavior-a-study-in-turkish-technological-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40839.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">278</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2020</span> Towards A New Maturity Model for Information System</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ossama%20Matrane">Ossama Matrane</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Information System has become a strategic lever for enterprises. It contributes effectively to align business processes on strategies of enterprises. It is regarded as an increase in productivity and effectiveness. So, many organizations are currently involved in implementing sustainable Information System. And, a large number of studies have been conducted the last decade in order to define the success factors of information system. Thus, many studies on maturity model have been carried out. Some of this study is referred to the maturity model of Information System. In this article, we report on development of maturity models specifically designed for information system. This model is built based on three components derived from Maturity Model for Information Security Management, OPM3 for Project Management Maturity Model and processes of COBIT for IT governance. Thus, our proposed model defines three maturity stages for corporate a strong Information System to support objectives of organizations. It provides a very practical structure with which to assess and improve Information System Implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=information%20system" title="information system">information system</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20models" title=" maturity models"> maturity models</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20security%20management" title=" information security management"> information security management</a>, <a href="https://publications.waset.org/abstracts/search?q=OPM3" title=" OPM3"> OPM3</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20governance" title=" IT governance"> IT governance</a> </p> <a href="https://publications.waset.org/abstracts/26349/towards-a-new-maturity-model-for-information-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26349.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">447</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2019</span> Scalable Blockchain Solutions for NGOs: Enhancing Financial Transactions and Accountability</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aarnav%20Singh">Aarnav Singh</a>, <a href="https://publications.waset.org/abstracts/search?q=Jayesh%20Ghatate"> Jayesh Ghatate</a>, <a href="https://publications.waset.org/abstracts/search?q=Tarush%20Pandey"> Tarush Pandey</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Non-Governmental Organizations (NGOs) play a crucial role in addressing societal challenges, relying heavily on financial transactions to fund their impactful initiatives. However, traditional financial systems can be cumbersome and lack transparency, hindering the efficiency and trustworthiness of NGO operations. The Ethereum main-net, while pioneering the decentralized finance landscape, grapples with inherent scalability challenges, restricting its transaction throughput to a range of 15-45 transactions per second (TPS). This limitation poses substantial obstacles for NGOs engaging in swift and dynamic financial transactions critical to their operational efficiency. This research is a comprehensive exploration of the intricacies of these scalability challenges and delves into the design and implementation of a purpose-built blockchain system explicitly crafted to surmount these constraints. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=non-governmental%20organizations" title="non-governmental organizations">non-governmental organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=decentralized%20system" title=" decentralized system"> decentralized system</a>, <a href="https://publications.waset.org/abstracts/search?q=zero%20knowledge%20Ethereum%20virtual%20machine" title=" zero knowledge Ethereum virtual machine"> zero knowledge Ethereum virtual machine</a>, <a href="https://publications.waset.org/abstracts/search?q=decentralized%20application" title=" decentralized application"> decentralized application</a> </p> <a href="https://publications.waset.org/abstracts/179647/scalable-blockchain-solutions-for-ngos-enhancing-financial-transactions-and-accountability" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/179647.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">59</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2018</span> Mastering Test Automation: Bridging Gaps for Seamless QA</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rohit%20Khankhoje">Rohit Khankhoje</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The rapid evolution of software development practices has given rise to an increasing demand for efficient and effective test automation. The paper titled "Mastering Test Automation: Bridging Gaps for Seamless QA" delves into the crucial aspects of test automation, addressing the obstacles faced by organizations in achieving flawless quality assurance. The paper highlights the importance of bridging knowledge gaps within organizations, emphasizing the necessity for management to acquire a deeper comprehension of test automation scenarios, coverage, report trends, and the importance of communication. To tackle these challenges, this paper introduces innovative solutions, including the development of an automation framework that seamlessly integrates with test cases and reporting tools like TestRail and Jira. This integration facilitates the automatic recording of bugs in Jira, enhancing bug reporting and communication between manual QA and automation teams as well as TestRail have all newly added automated testcases as soon as it is part of the automation suite. The paper demonstrates how this framework empowers management by providing clear insights into ongoing automation activities, bug origins, trend analysis, and test case specifics. "Mastering Test Automation" serves as a comprehensive guide for organizations aiming to enhance their quality assurance processes through effective test automation. It not only identifies the common pitfalls and challenges but also offers practical solutions to bridge the gaps, resulting in a more streamlined and efficient QA process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=automation%20framework" title="automation framework">automation framework</a>, <a href="https://publications.waset.org/abstracts/search?q=API%20integration" title=" API integration"> API integration</a>, <a href="https://publications.waset.org/abstracts/search?q=test%20automation" title=" test automation"> test automation</a>, <a href="https://publications.waset.org/abstracts/search?q=test%20management%20tools" title=" test management tools"> test management tools</a> </p> <a href="https://publications.waset.org/abstracts/174500/mastering-test-automation-bridging-gaps-for-seamless-qa" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/174500.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">73</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2017</span> Evaluation of Competency Training Effectiveness in Chosen Sales Departments</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=L.%20Pigon">L. Pigon</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Kot"> S. Kot</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20K.%20Grabara"> J. K. Grabara</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays, with organizations facing the challenges of increasing competitiveness, human capital accumulated by the organization is one of the elements that strongly differentiate between companies. Efficient management in the competition area requires to manage the competencies of their employees to be suitable to the market fluctuations. The aim of the paper was to determine how employee training to improve their competencies is verified. The survey was conducted among 37 respondents involved in selection of training providers and training programs in their enterprises. The results showed that all organizations use training survey as a basic method for evaluation of training effectiveness. Depending on the training contents and organization, the questionnaires contain various questions. Most of these surveys are composed of the three basic blocks: the trainer's assessment, the evaluation of the training contents, the assessment of the materials and the place of the organisation. None of the organization surveys conducted regular job-related observations or examined the attitudes of the training participants. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20capital" title="human capital">human capital</a>, <a href="https://publications.waset.org/abstracts/search?q=competencies" title=" competencies"> competencies</a>, <a href="https://publications.waset.org/abstracts/search?q=training%20effectiveness" title=" training effectiveness"> training effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=sale%20department" title=" sale department"> sale department</a> </p> <a href="https://publications.waset.org/abstracts/102608/evaluation-of-competency-training-effectiveness-in-chosen-sales-departments" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/102608.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">175</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2016</span> Application of Fuzzy Analytical Hierarchical Process in Evaluation Supply Chain Performance Measurement</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Riyadh%20Jamegh">Riyadh Jamegh</a>, <a href="https://publications.waset.org/abstracts/search?q=AllaEldin%20Kassam"> AllaEldin Kassam</a>, <a href="https://publications.waset.org/abstracts/search?q=Sawsan%20Sabih"> Sawsan Sabih</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In modern trends of market, organizations face high-pressure environment which is characterized by globalization, high competition, and customer orientation, so it is very crucial to control and know the weak and strong points of the supply chain in order to improve their performance. So the performance measurements presented as an important tool of supply chain management because it's enabled the organizations to control, understand, and improve their efficiency. This paper aims to identify supply chain performance measurement (SCPM) by using Fuzzy Analytical Hierarchical Process (FAHP). In our real application, the performance of organizations estimated based on four parameters these are cost parameter indicator of cost (CPI), inventory turnover parameter indicator of (INPI), raw material parameter (RMPI), and safety stock level parameter indicator (SSPI), these indicators vary in impact on performance depending upon policies and strategies of organization. In this research (FAHP) technique has been used to identify the importance of such parameters, and then first fuzzy inference (FIR1) is applied to identify performance indicator of each factor depending on the importance of the factor and its value. Then, the second fuzzy inference (FIR2) also applied to integrate the effect of these indicators and identify (SCPM) which represent the required output. The developed approach provides an effective tool for evaluation of supply chain performance measurement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=fuzzy%20performance%20measurements" title="fuzzy performance measurements">fuzzy performance measurements</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain" title=" supply chain"> supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=fuzzy%20logic" title=" fuzzy logic"> fuzzy logic</a>, <a href="https://publications.waset.org/abstracts/search?q=key%20performance%20indicator" title=" key performance indicator"> key performance indicator</a> </p> <a href="https://publications.waset.org/abstracts/96986/application-of-fuzzy-analytical-hierarchical-process-in-evaluation-supply-chain-performance-measurement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/96986.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">141</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2015</span> A Preliminary Literature Review of Digital Transformation Case Studies </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vesna%20Bosilj%20Vuk%C5%A1i%C4%87">Vesna Bosilj Vukšić</a>, <a href="https://publications.waset.org/abstracts/search?q=Lucija%20Ivan%C4%8Di%C4%87"> Lucija Ivančić</a>, <a href="https://publications.waset.org/abstracts/search?q=Dalia%20Su%C5%A1a%20Vugec"> Dalia Suša Vugec</a> </p> <p class="card-text"><strong>Abstract:</strong></p> While struggling to succeed in today’s complex market environment and provide better customer experience and services, enterprises encompass digital transformation as a means for reaching competitiveness and foster value creation. A digital transformation process consists of information technology implementation projects, as well as organizational factors such as top management support, digital transformation strategy, and organizational changes. However, to the best of our knowledge, there is little evidence about digital transformation endeavors in organizations and how they perceive it – is it only about digital technologies adoption or a true organizational shift is needed? In order to address this issue and as the first step in our research project, a literature review is conducted. The analysis included case study papers from Scopus and Web of Science databases. The following attributes are considered for classification and analysis of papers: time component; country of case origin; case industry and; digital transformation concept comprehension, i.e. focus. Research showed that organizations – public, as well as private ones, are aware of change necessity and employ digital transformation projects. Also, the changes concerning digital transformation affect both manufacturing and service-based industries. Furthermore, we discovered that organizations understand that besides technologies implementation, organizational changes must also be adopted. However, with only 29 relevant papers identified, research positioned digital transformation as an unexplored and emerging phenomenon in information systems research. The scarcity of evidence-based papers calls for further examination of this topic on cases from practice. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=digital%20strategy" title="digital strategy">digital strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20technologies" title=" digital technologies"> digital technologies</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20transformation" title=" digital transformation"> digital transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=literature%20review" title=" literature review"> literature review</a> </p> <a href="https://publications.waset.org/abstracts/96919/a-preliminary-literature-review-of-digital-transformation-case-studies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/96919.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">217</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2014</span> The Power of Purpose in Organizations: Its Influence on the Meaning of Work</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Carlos%20Olave%20Lopez%20de%20Ayala">Carlos Olave Lopez de Ayala</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The concept of purpose has generated a remarkable interest as a subject of study by the scientific community in recent years. However, most authors have studied it from an organizational point of view. Concepts such as purpose-driven organization and purpose management have been the focal point of numerous research studies, as well as of empirical implementation in some organizations. On the other hand, theories of motivation have been traditionally focused on the purpose of an individual and have been used to refer to personal motivation. This paper aims to study the influence of organizational purpose on the dimensions of human motivations, involving the meaning that each individual gives to his/her work. The results show that the person’s alignment with the organizational purpose is connected with the meaning of work as a career, a calling, and a higher calling. This research adds to the knowledge of the impact of the organizational purpose and its influence on individuals. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20motivations" title="human motivations">human motivations</a>, <a href="https://publications.waset.org/abstracts/search?q=meaningful%20work" title=" meaningful work"> meaningful work</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20purpose" title=" organizational purpose"> organizational purpose</a>, <a href="https://publications.waset.org/abstracts/search?q=purpose%20management" title=" purpose management"> purpose management</a>, <a href="https://publications.waset.org/abstracts/search?q=purpose-driven%20organization" title=" purpose-driven organization"> purpose-driven organization</a> </p> <a href="https://publications.waset.org/abstracts/184112/the-power-of-purpose-in-organizations-its-influence-on-the-meaning-of-work" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/184112.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">57</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2013</span> Linking Business Process Models and System Models Based on Business Process Modelling</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Faisal%20A.%20Aburub">Faisal A. Aburub</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations today need to invest in software in order to run their businesses, and to the organizations’ objectives, the software should be in line with the business process. This research presents an approach for linking process models and system models. Particularly, the new approach aims to synthesize sequence diagram based on role activity diagram (RAD) model. The approach includes four steps namely: Create business process model using RAD, identify computerized activities, identify entities in sequence diagram and identify messages in sequence diagram. The new approach has been validated using the process of student registration in University of Petra as a case study. Further research is required to validate the new approach using different domains. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20modelling" title="business process modelling">business process modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=system%20models" title=" system models"> system models</a>, <a href="https://publications.waset.org/abstracts/search?q=role%20activity%20diagrams" title=" role activity diagrams"> role activity diagrams</a>, <a href="https://publications.waset.org/abstracts/search?q=sequence%20diagrams" title=" sequence diagrams"> sequence diagrams</a> </p> <a href="https://publications.waset.org/abstracts/44990/linking-business-process-models-and-system-models-based-on-business-process-modelling" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44990.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">384</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2012</span> A Practical Model for Managing Beach Safety Focusing on Tourist Drownings in Koh Samui, Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Siyathorn%20Khunon">Siyathorn Khunon</a>, <a href="https://publications.waset.org/abstracts/search?q=Thanawit%20Buafai"> Thanawit Buafai</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper aims to investigate management of beach safety with a focus on tourist drownings in Samui. The data collected in this investigation will then lead to the proposal of a practical management model suitable for use in Samui. Qualitative research was conducted in the following manner: nine stakeholders from local government organizations and tourism businesses were interviewed in-depth. Additionally, a best practice case study from Phuket was applied to analyze beach safety. Twelve foreign tourists were also interviewed. Then, a focus group comprised of 32 people was used to determine practical solutions for enhancing tourists’ safety on the beach in Samui. A steering committee to coordinate between public and private organizations was proposed to manage and enhance tourists’ safety. A practical model is proposed to increase the safety level of tourists in Samui <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=beach%20safety" title="beach safety">beach safety</a>, <a href="https://publications.waset.org/abstracts/search?q=drowning" title=" drowning"> drowning</a>, <a href="https://publications.waset.org/abstracts/search?q=tourist" title=" tourist"> tourist</a>, <a href="https://publications.waset.org/abstracts/search?q=Samui" title=" Samui"> Samui</a> </p> <a href="https://publications.waset.org/abstracts/52533/a-practical-model-for-managing-beach-safety-focusing-on-tourist-drownings-in-koh-samui-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52533.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">274</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2011</span> Back to Basics: Redefining Quality Measurement for Hybrid Software Development Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Satya%20Pradhan">Satya Pradhan</a>, <a href="https://publications.waset.org/abstracts/search?q=Venky%20Nanniyur"> Venky Nanniyur</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As the software industry transitions from a license-based model to a subscription-based Software-as-a-Service (SaaS) model, many software development groups are using a hybrid development model that incorporates Agile and Waterfall methodologies in different parts of the organization. The traditional metrics used for measuring software quality in Waterfall or Agile paradigms do not apply to this new hybrid methodology. In addition, to respond to higher quality demands from customers and to gain a competitive advantage in the market, many companies are starting to prioritize quality as a strategic differentiator. As a result, quality metrics are included in the decision-making activities all the way up to the executive level, including board of director reviews. This paper presents key challenges associated with measuring software quality in organizations using the hybrid development model. We introduce a framework called Prevention-Inspection-Evaluation-Removal (PIER) to provide a comprehensive metric definition for hybrid organizations. The framework includes quality measurements, quality enforcement, and quality decision points at different organizational levels and project milestones. The metrics framework defined in this paper is being used for all Cisco systems products used in customer premises. We present several field metrics for one product portfolio (enterprise networking) to show the effectiveness of the proposed measurement system. As the results show, this metrics framework has significantly improved in-process defect management as well as field quality. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=quality%20management%20system" title="quality management system">quality management system</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20metrics%20framework" title=" quality metrics framework"> quality metrics framework</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20metrics" title=" quality metrics"> quality metrics</a>, <a href="https://publications.waset.org/abstracts/search?q=agile" title=" agile"> agile</a>, <a href="https://publications.waset.org/abstracts/search?q=waterfall" title=" waterfall"> waterfall</a>, <a href="https://publications.waset.org/abstracts/search?q=hybrid%20development%20system" title=" hybrid development system"> hybrid development system</a> </p> <a href="https://publications.waset.org/abstracts/110606/back-to-basics-redefining-quality-measurement-for-hybrid-software-development-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/110606.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">174</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2010</span> Boosting the Chance of Organizational Change Success: The Role of Individuals’ Goal Orientation, Affectivity and Psychological Capital</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=P.%20P.%20L.%20Kwan">P. P. L. Kwan</a>, <a href="https://publications.waset.org/abstracts/search?q=D.%20K.%20S.%20Chan"> D. K. S. Chan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations are constantly changing in today’s business environment. Research findings have revealed that overcoming resistance and getting employees ready for change is a crucial driver for organizational change success. Thus, change adaptability has become a more prominent selection criterion used in many organizations. Although change readiness could be situation-specific, employees’ personality, emotion, and cognition should also be crucial factors in shaping their readiness. However, relatively little research has focused on the roles of individual characteristics in organizational changes. The present study examines the relations between individual characteristics and change readiness with the aim to validate a model, which proposes three types of individual attributes as antecedents to change readiness. The three attributes considered are trait cynicism, positive affectivity, and personal valence covering personality, emotional, and cognitive aspects respectively. The model also hypothesizes that relations between the three antecedents and change readiness will be moderated by a positive mental resource known as psychological capital (PsyCap), which consists of hope, optimism, efficacy and resilience; and a learning culture within the organization. We are currently collecting data from a targeted sample size of 300 Hong Kong employees. Specifically, participants complete a questionnaire which was designed to measure their perceived change efficacy in response to three scenarios commonly happened in the workplace (i.e., business acquisition, team restructuring, and information system change) as a measure of change readiness, as well as the aforementioned individual characteristics. Preliminary analysis provides some support to the hypotheses. That is, employees who are less cynical in personality and more positive in their cognition and affectivity particularly welcome the potential changes in their organizations. Further data collection and analyses are continuously carried out for a more definitive conclusion. Our findings will shed light on employee selection; and on how strengthening positive psychological resources and promoting the culture of learning organization among employees may enhance the chance to succeed for organizations undergoing change. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=learning%20organization" title="learning organization">learning organization</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20capital" title=" psychological capital"> psychological capital</a>, <a href="https://publications.waset.org/abstracts/search?q=readiness%20for%20change" title=" readiness for change"> readiness for change</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20selection" title=" employee selection"> employee selection</a> </p> <a href="https://publications.waset.org/abstracts/25007/boosting-the-chance-of-organizational-change-success-the-role-of-individuals-goal-orientation-affectivity-and-psychological-capital" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25007.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">465</span> </span> </div> </div> <ul class="pagination"> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=MIS%20in%20Organizations&page=7" rel="prev">&lsaquo;</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=MIS%20in%20Organizations&page=1">1</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=MIS%20in%20Organizations&page=2">2</a></li> <li class="page-item disabled"><span 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