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organisational factors</title> <meta name="description" content="Search results for: internal organisational factors"> <meta name="keywords" content="internal organisational factors"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> 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action="https://publications.waset.org/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="internal organisational factors"> <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> 12841</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: internal organisational factors</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">12841</span> Sustainable Practices through Organizational Internal Factors among South African Construction Firms</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Oluremi%20I.%20Bamgbade">Oluremi I. Bamgbade</a>, <a href="https://publications.waset.org/abstracts/search?q=Oluwayomi%20Babatunde"> Oluwayomi Babatunde</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Governments and nonprofits have been in the support of sustainability as the goal of businesses especially in the construction industry because of its considerable impacts on the environment, economy, and society. However, to measure the degree to which an organisation is being sustainable or pursuing sustainable growth can be difficult as a result of the clear sustainability strategy required to assume their commitment to the goal and competitive advantage. This research investigated the influence of organisational culture and organisational structure in achieving sustainable construction among South African construction firms. A total of 132 consultants from the nine provinces in South Africa participated in the survey. The data collected were initially screened using SPSS (version 21) while Partial Least Squares Structural Equation Modeling (PLS-SEM) algorithm and bootstrap techniques were employed to test the hypothesised paths. The empirical evidence also supported the hypothesised direct effects of organisational culture and organisational structure on sustainable construction. Similarly, the result regarding the relationship between organisational culture and organisational structure was supported. Therefore, construction industry can record a considerable level of construction sustainability and establish suitable cultures and structures within the construction organisations. Drawing upon organisational control theory, these findings supported the view that these organisational internal factors have a strong contingent effect on sustainability adoption in construction project execution. The paper makes theoretical, practical and methodological contributions within the domain of sustainable construction especially in the context of South Africa. Some limitations of the study are indicated, suggesting opportunities for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title="organisational culture">organisational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20structure" title=" organisational structure"> organisational structure</a>, <a href="https://publications.waset.org/abstracts/search?q=South%20African%20construction%20firms" title=" South African construction firms"> South African construction firms</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20construction" title=" sustainable construction"> sustainable construction</a> </p> <a href="https://publications.waset.org/abstracts/61109/sustainable-practices-through-organizational-internal-factors-among-south-african-construction-firms" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/61109.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">288</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">12840</span> Delivery of Sustainable Construction in South Africa – Assessing the Roles of Organisational Leadership</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ayodeji%20Emmanuel%20Oke">Ayodeji Emmanuel Oke</a>, <a href="https://publications.waset.org/abstracts/search?q=Mathew%20O.%20Ikuabe"> Mathew O. Ikuabe</a>, <a href="https://publications.waset.org/abstracts/search?q=Clinton%20O.%20Aigbavboa"> Clinton O. Aigbavboa</a>, <a href="https://publications.waset.org/abstracts/search?q=Douglas%20O.%20Aghimien"> Douglas O. Aghimien</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The call for sustainable construction has received significant drive in recent time considering the overwhelming impacts of its adoption. However, not much has been deliberated on this subject with regards to the roles of organisational leadership in delivering sustainable construction. To this end, the study empirically scrutinised the roles of organisational leadership in delivering sustainable construction. The study adopted a quantitative approach while construction professionals formed the population of the study. A well-articulated questionnaire was used in eliciting responses from the respondents, while appropriate methods of data analysis were used. Findings from the study depicted that the major role of organisational leadership in the delivery of sustainable construction is acting as sustainability integrators. Equally revealed are the internal and external factors affecting organisational leadership in delivering sustainable construction. The study concluded by emphasizing the core roles for delivering sustainable construction by organisational leadership and further recommended that sustainable construction should serve as a prominent and focal organisation goal by organisational leadership when steering the organisation towards meeting its objectives <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20leadership" title="organisational leadership">organisational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20delivery" title=" project delivery"> project delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=roles" title=" roles"> roles</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20construction" title=" sustainable construction"> sustainable construction</a> </p> <a href="https://publications.waset.org/abstracts/144045/delivery-of-sustainable-construction-in-south-africa-assessing-the-roles-of-organisational-leadership" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/144045.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">123</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">12839</span> Organisational Factors and Total Quality Management Practice in Nigeria Manufacturing Industry: Evidence from Honeywell Flour Mills Plc</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Cornelius%20Femi%20Popoola">Cornelius Femi Popoola</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nigerian manufacturing industry, particularly the flour producing firms play vital roles in Nigerian economy. This sector’s quality management practice is given a little attention along with organizational factors that hinder successful practice of total quality management which needs to be documented. Honeywell Flour Mills Plc operate in Nigeria with an appreciable number of products that serves this sector of the economy. Internal-external disposition of the company and total quality practice of the company deserve some elucidations. Hence, this study examined the influence of organizational factors on total quality management practice of Nigerian manufacturing industry, using Honeywell Flour Mills Plc as a case study. The study employed the correlational type of descriptive survey research design. The population consisted of 656 staff of Honeywell Flour Mills Plc, out of which 235 members were selected through scientific sampling method developed by Paler-Calmorin and Calmorin. A total of 235 copies of questionnaires titled 'Organisational Factors and Total Quality Management Practices (QF-TQM) Questionnaire' were administered with a response rate of 66 copies returned. The following variables were applied internal organisational factors (IOFs), external organizational factors (EOFs) and total quality management (TQM). Data generated were analysed using frequency distribution and regression analysis at 0.05 level. The findings revealed that IOFs positively and significantly related with TQM (r = .147**, N= 64, P(.000) < .01). Also, EOFs negatively and significantly related with TQM (r = -.117, N= 64, P(.000) < .01). Findings showed that internal and external organizational factors jointly influenced TQM practiced in F₍₂,₆₁₎=22.250; R²=.629; Adj.R²=.603; P(.000) < .05). The study concluded that organizational factors are determinants of TQM practice in Nigerian manufacturing industry. It is recommended that both internal and external organizational factors influencing TQM practices should be considered in the development of TQM strategies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=external%20organizational%20factors" title="external organizational factors">external organizational factors</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20organisational%20factors" title=" internal organisational factors"> internal organisational factors</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigerian%20manufacturing%20industry" title=" Nigerian manufacturing industry"> Nigerian manufacturing industry</a>, <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title=" total quality management"> total quality management</a> </p> <a href="https://publications.waset.org/abstracts/81601/organisational-factors-and-total-quality-management-practice-in-nigeria-manufacturing-industry-evidence-from-honeywell-flour-mills-plc" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81601.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">310</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">12838</span> Organisational Blogging: Reviewing Its Effectiveness as an Organisational Learning Tool</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gavin%20J.%20Baxter">Gavin J. Baxter</a>, <a href="https://publications.waset.org/abstracts/search?q=Mark%20H.%20Stansfield"> Mark H. Stansfield</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper reviews the internal use of blogs and their potential effectiveness as organisational learning tools. Prior to and since the emergence of the concept of ‘Enterprise 2.0’ there still remains a lack of empirical evidence associated with how organisations are applying social media tools and whether they are effective towards supporting organisational learning. Surprisingly, blogs, one of the more traditional social media tools, still remains under-researched in the context of ‘Enterprise 2.0’ and organisational learning. The aim of this paper is to identify the theoretical linkage between blogs and organisational learning in addition to reviewing prior research on organisational blogging with a view towards exploring why this area remains under-researched and identifying what needs to be done to try and move the area forward. Through a review of the literature, one of the principal findings of this paper is that organisational blogs, dependent on their use, do have a mutual compatibility with the interpretivist aspect of organisational learning. This paper further advocates that further empirical work in this subject area is required to substantiate this theoretical assumption. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Enterprise%202.0" title="Enterprise 2.0">Enterprise 2.0</a>, <a href="https://publications.waset.org/abstracts/search?q=blogs" title=" blogs"> blogs</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20learning" title=" organisational learning"> organisational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20media%20tools" title=" social media tools"> social media tools</a> </p> <a href="https://publications.waset.org/abstracts/13669/organisational-blogging-reviewing-its-effectiveness-as-an-organisational-learning-tool" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13669.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">286</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">12837</span> Positioning Organisational Culture in Knowledge Management Research</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Said%20Al%20Saifi">Said Al Saifi </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper proposes a conceptual model for understanding the impact of organisational culture on knowledge management processes and their link with organisational performance. It is suggested that organisational culture should be assessed as a multi-level construct comprising artifacts, espoused beliefs and values, and underlying assumptions. A holistic view of organisational culture and knowledge management processes, and their link with organisational performance, is presented. A comprehensive review of previous literature was undertaken in the development of the conceptual model. Taken together, the literature and the proposed model reveal possible relationships between organisational culture, knowledge management processes, and organisational performance. Potential implications of organisational culture levels for the creation, sharing, and application of knowledge are elaborated. In addition, the paper offers possible new insight into the impact of organisational culture on various knowledge management processes and their link with organisational performance. A number of possible relationships between organisational culture factors, knowledge management processes, and their link with organisational performance were employed to examine such relationships. The research model highlights the multi-level components of organisational culture. These are: the artifacts, the espoused beliefs and values, and the underlying assumptions. Through a conceptualisation of the relationships between organisational culture, knowledge management processes, and organisational performance, the study provides practical guidance for practitioners during the implementation of knowledge management processes. The focus of previous research on knowledge management has been on understanding organisational culture from the limited perspective of promoting knowledge creation and sharing. This paper proposes a more comprehensive approach to understanding organisational culture in that it draws on artifacts, espoused beliefs and values, and underlying assumptions, and reveals their impact on the creation, sharing, and application of knowledge which can affect overall organisational performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20application" title="knowledge application">knowledge application</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20creation" title=" knowledge creation"> knowledge creation</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title=" organisational culture"> organisational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20performance" title=" organisational performance"> organisational performance</a> </p> <a href="https://publications.waset.org/abstracts/21000/positioning-organisational-culture-in-knowledge-management-research" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21000.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">576</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">12836</span> Making Sense of Adversity Triggers Using Organisational Resilience, a Systematic Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Luke%20McGowan">Luke McGowan</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Pickernell"> David Pickernell</a>, <a href="https://publications.waset.org/abstracts/search?q=Martini%20Battisti"> Martini Battisti</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, Adversity Triggers were explored through the lens of Organisational Resilience. Adversity Triggers are contextualized by temporal factors, thus, naturally aligning to Resilience literature. Resilience has been chosen as the theoretical framework as risk management approaches are often not geared towards providing meaningful responses to high-impact, low-probability events. Adversity Triggers and Organisational Resilience both consider temporal factors which enabled investigation of each phase of recovery. A systematic literature was employed to assess previous literature and define further areas of research. The systematic literature review method was chosen to catalogue and identify gaps in current literature. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=adversity%20triggers" title="adversity triggers">adversity triggers</a>, <a href="https://publications.waset.org/abstracts/search?q=crisis" title=" crisis"> crisis</a>, <a href="https://publications.waset.org/abstracts/search?q=extreme%20events" title=" extreme events"> extreme events</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20resilience" title=" organisational resilience"> organisational resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=resilience" title=" resilience"> resilience</a> </p> <a href="https://publications.waset.org/abstracts/148209/making-sense-of-adversity-triggers-using-organisational-resilience-a-systematic-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148209.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">146</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">12835</span> Organisational Change: The Impact on Employees and Organisational Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maureen%20Royce">Maureen Royce</a>, <a href="https://publications.waset.org/abstracts/search?q=Joshi%20Jariwala"> Joshi Jariwala</a>, <a href="https://publications.waset.org/abstracts/search?q=Sally%20Kah"> Sally Kah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Change is inevitable, but the change process is progressive. Organisational change is the process in which an organisation changes strategies, operational methods, systems, culture, and structure to affect something different in the organisation. This process can be continuous or developed over a period and driven by internal and external factors. Organisational change is essential if organisations are to survive in dynamic and uncertain environments. However, evidence from research shows that many change initiatives fail, leading to severe consequences for organisations and their resources. The complex models of third sector organisations, i.e., social enterprise, compounds the levels of change in these organisations. Interestingly, innovation is associated with a change in social enterprises due to the hybridity of product and service development. Furthermore, the creation of social intervention has offered a new process and outcomes to the lifecycle of change. Therefore, different forms of organisational innovation are developed, i.e., total, evolutionary, expansionary, and developmental, which affect the interventions of social enterprises. This raises both theoretical and business concerns on how the competing hybrid nature of social enterprises change, how change is managed, and the impact on these organisations. These perspectives present critical questions for further investigation. In this study, we investigate the impact of organisational change on employees and organisational development at DaDaFest –a disability arts organisation with a social focus based in Liverpool. The three main objectives are to explore the drivers of change and the implementation process; to examine the impact of organisational change on employees and; to identify barriers to organisation change and development. To address the preceding research objectives, qualitative research design is adopted using semi-structured interviews. Data is analysed using a six-step thematic analysis framework, which enables the study to develop themes depicting the impact of change on employees and organisational development. This study presents theoretical and practical contributions for academics and practitioners. The knowledge contributions encapsulate the evolution of change and the change cycle in a social enterprise. However, practical implications provide critical insights into the change management process and the impact of change on employees and organisational development. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20change" title="organisational change">organisational change</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20management" title=" change management"> change management</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20change%20system" title=" organisational change system"> organisational change system</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20enterprise" title=" social enterprise"> social enterprise</a> </p> <a href="https://publications.waset.org/abstracts/116881/organisational-change-the-impact-on-employees-and-organisational-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/116881.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">126</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">12834</span> Determinants of Corporate Social Responsibility Adoption: Evidence from China </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jing%20%28Claire%29%20LI">Jing (Claire) LI</a> </p> <p class="card-text"><strong>Abstract:</strong></p> More than two decades from 2000 to 2020 of economic reforms have brought China unprecedented economic growth. There is an urgent call of research towards corporate social responsibility (CSR) in the context of China because while China continues to develop into a global trading market, it suffers from various serious problems relating to CSR. This study analyses the factors affecting the adoption of CSR practices by Chinese listed companies. The author proposes a new framework of factors of CSR adoption. Following common organisational factors and external factors in the literature (including organisational support, company size, shareholder pressures, and government support), this study introduces two additional factors, dynamic capability and regional culture. A survey questionnaire was conducted on the CSR adoption of Chinese listed companies in Shen Zhen and Shang Hai index from December 2019 to March 2020. The survey was conducted to collect data on the factors that affect the adoption of CSR. After collection of data, this study performed factor analysis to reduce the number of measurement items to several main factors. This procedure is to confirm the proposed framework and ensure the significant factors. Through analysis, this study identifies four grouped factors as determinants of the CSR adoption. The first factor loading includes dynamic capability and organisational support. The study finds that they are positively related to the first factor, so the first factor mainly reflects the capabilities of companies, which is one component in internal factors. In the second factor, measurement items of stakeholder pressures mainly are from regulatory bodies, customer and supplier, employees and community, and shareholders. In sum, they are positively related to the second factor and they reflect stakeholder pressures, which is one component of external factors. The third factor reflects organisational characteristics. Variables include company size and cultural score. Among these variables, company size is negatively related to the third factor. The resulted factor loading of the third factor implies that organisational factor is an important determinant of CSR adoption. Cultural consistency, the variable in the fourth factor, is positively related to the factor. It represents the difference between perception of managers and actual culture of the organisations in terms of cultural dimensions, which is one component in internal factors. It implies that regional culture is an important factor of CSR adoption. Overall, the results are consistent with previous literature. This study is of significance from both theoretical and empirical perspectives. First, from the significance of theoretical perspective, this research combines stakeholder theory, dynamic capability view of a firm, and neo-institutional theory in CSR research. Based on association of these three theories, this study introduces two new factors (dynamic capability and regional culture) to have a better framework for CSR adoption. Second, this study contributes to empirical literature of CSR in the context of China. Extant Chinese companies lack recognition of the importance of CSR practices adoption. This study built a framework and may help companies to design resource allocation strategies and evaluate future CSR and management practices in an early stage. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=China" title="China">China</a>, <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=CSR%20adoption" title=" CSR adoption"> CSR adoption</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capability" title=" dynamic capability"> dynamic capability</a>, <a href="https://publications.waset.org/abstracts/search?q=regional%20culture" title=" regional culture"> regional culture</a> </p> <a href="https://publications.waset.org/abstracts/128350/determinants-of-corporate-social-responsibility-adoption-evidence-from-china" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/128350.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">134</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">12833</span> The Role of Contextual Factors in the Sustainability Reporting of Australian and New Zealand Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ramona%20Zharfpeykan">Ramona Zharfpeykan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The concept of sustainability is generally considered as a key topic in many countries, and sustainability reporting is becoming an important tool for companies to communicate their sustainability plans and performance to their stakeholders. There have been various studies on factors that may influence sustainability reporting in companies. This study examines the possible effect of some of the organisational factors on corporate sustainability reporting. The organisational factors included in this study are a company’s type (public or private), industry, and size as well as managers’ perception of the level of importance of indicators in reporting these indicators. A survey was conducted from 240 Australian and New Zealand companies in various industries. They were asked about their perception of the importance of sustainability indicators in their performance and if they report these indicators. The GRI indicators used to develop the survey. A multiple regression model was developed using reporting strategy score as dependent and type, size, industry categorisation, and managers’ perception of the level of importance of the GRI indicators as independent factors. The results show that among all the factors included in the model, size of a company and the perception of managers of the level of importance of environmental and labour practice indicators can affect the sustainability scores of these companies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sustainability%20reporting" title="sustainability reporting">sustainability reporting</a>, <a href="https://publications.waset.org/abstracts/search?q=global%20reporting%20initiative" title=" global reporting initiative"> global reporting initiative</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability%20reporting%20strategy" title=" sustainability reporting strategy"> sustainability reporting strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20features" title=" organisational features"> organisational features</a> </p> <a href="https://publications.waset.org/abstracts/110777/the-role-of-contextual-factors-in-the-sustainability-reporting-of-australian-and-new-zealand-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/110777.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">158</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">12832</span> Intra and International Collaborations as Important Factors of Organisational Innovation of Government Agencies in STI Ecosystem in ASEAN </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Salinthip%20Thipayang">Salinthip Thipayang</a>, <a href="https://publications.waset.org/abstracts/search?q=Achara%20Chandrachai"> Achara Chandrachai</a>, <a href="https://publications.waset.org/abstracts/search?q=Rath%20Pichyangkura"> Rath Pichyangkura</a>, <a href="https://publications.waset.org/abstracts/search?q=Sukree%20Sinthupinyo"> Sukree Sinthupinyo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Most of the well-known frameworks and tools to measure and compare organisational innovation of the public or government agencies have been designed and used in the developed economies such as the EU, Nordic Region, Australia, and South Korea. This project is one of the very first attempts to develop a measurement tool to adequately measure the organisational (administrative) innovation of the government agencies in the developing economies in ASEAN. New measurement framework with the components including the intra and international collaborations of these government agencies to other private, public and academic sectors were added to the proposed measurement framework. Questionnaires and in-depth interviews with the experts and the middle to top executives of the participating public agencies in the ASEAN member states were conducted to determine the suitability and develop the indicators that should be included in the measurement model. The results showed that intra and international collaborations of these government organisations to other agencies in the public, private and academic sectors can lead to new changes and greatly impact the ways in which these government agencies in the ASEAN STI ecosystem are operated and administered. Government organisations in less developing countries in ASEAN are ready and willing to learn from their counterparts in other more advanced countries and adjust their internal management to be more innovative and to better handle international collaborative projects and commitments. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20innovation" title="organisational innovation">organisational innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=administrative%20innovation" title=" administrative innovation"> administrative innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=government%20agencies" title=" government agencies"> government agencies</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20agencies" title=" public agencies"> public agencies</a>, <a href="https://publications.waset.org/abstracts/search?q=ASEAN%20science%20technology%20and%20innovation%20ecosystem" title=" ASEAN science technology and innovation ecosystem"> ASEAN science technology and innovation ecosystem</a>, <a href="https://publications.waset.org/abstracts/search?q=international%20collaborations" title=" international collaborations"> international collaborations</a> </p> <a href="https://publications.waset.org/abstracts/65505/intra-and-international-collaborations-as-important-factors-of-organisational-innovation-of-government-agencies-in-sti-ecosystem-in-asean" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/65505.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">385</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">12831</span> Building Organisational Culture That Stimulates Creativity and Innovation </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ala%20Hanetite">Ala Hanetite </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this article is to present, by means of a model, the determinants of organisational culture which influence creativity and innovation. A literature study showed that a model, based on the open systems theory and the work of Schein, can offer a holistic approach in describing organisational culture. The relationship between creativity, innovation and culture is discussed in this context. Against the background of this model, the determinants of organisational culture were identified. The determinants are strategy, structure, support mechanisms, behaviour that encourages innovation, and open communication. The influence of each determinant on creativity and innovation is discussed. Values, norms and beliefs that play a role in creativity and innovation can either support or inhibit creativity and innovation depending on how they influence individual and group behaviour. This is also explained in the article. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=attitudes" title="attitudes">attitudes</a>, <a href="https://publications.waset.org/abstracts/search?q=creativity" title=" creativity"> creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title=" organisational culture"> organisational culture</a> </p> <a href="https://publications.waset.org/abstracts/14816/building-organisational-culture-that-stimulates-creativity-and-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14816.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">591</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">12830</span> The Delone and McLean Model: A Review and Reconceptualisation for Explaining Organisational IS Success</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Probir%20Kumar%20Banerjee">Probir Kumar Banerjee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Though the revised DeLone and McLean (DM) model of IS success is found to be effective at the individual level of analysis, there is lack of consensus in regard to its effectiveness at the organisational level. This research reviews the DM model in the light of business/IT alignment theory and supporting literature, and suggests its reconceptualization. Specifically, arguments are made for augmenting it with business process quality. Business process quality, it is argued, captures the effect of intent to use, use and user satisfaction interactions, thus eliminating the need to capture their interaction effects in explaining organisational IS success. It is also argued that ‘operational performance’ driven by systems and business process quality, and higher order measures of organisational performance tied to operational performance are appropriate measures of ‘net benefit’. Suggestions are made for reconceptualisation of the other constructs and an adapted model of organisational IS success is proposed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20IS%20success" title="organisational IS success">organisational IS success</a>, <a href="https://publications.waset.org/abstracts/search?q=business%2FIT%20alignment" title=" business/IT alignment"> business/IT alignment</a>, <a href="https://publications.waset.org/abstracts/search?q=systems%20quality" title=" systems quality"> systems quality</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20quality" title=" business process quality"> business process quality</a>, <a href="https://publications.waset.org/abstracts/search?q=operational%20performance" title=" operational performance"> operational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=market%20performance" title=" market performance"> market performance</a> </p> <a href="https://publications.waset.org/abstracts/39428/the-delone-and-mclean-model-a-review-and-reconceptualisation-for-explaining-organisational-is-success" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39428.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">395</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">12829</span> Investigating the Impact of Job-Related and Organisational Factors on Employee Engagement: An Emotionally Relevant Approach Based on Psychological Climate and Organisational Emotional Intelligence (OEI)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nuno%20Da%20Camara">Nuno Da Camara</a>, <a href="https://publications.waset.org/abstracts/search?q=Victor%20Dulewicz"> Victor Dulewicz</a>, <a href="https://publications.waset.org/abstracts/search?q=Malcolm%20Higgs"> Malcolm Higgs</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Factors on employee engagement: In particular, although theorists have described the critical role of emotional cognition of the workplace environment as antecedents to employee engagement, empirical research on the impact of emotional cognition on employee engagement is limited. However, previous researchers have typically provided evidence of the link between emotional cognition of the workplace environment and workplace attitudes such as job satisfaction and organisational commitment. This study therefore aims to investigate the impact of emotional cognition of job, role, leader and organisation domains of the work environment – as represented by measures of psychological climate and organizational emotional intelligence (OEI) - on employee engagement. The research is based on a quantitative cross-sectional survey of employees in a UK charity organization (n=174). The research instruments applied include the psychological climate scale, the organisational emotional intelligence questionnaire (OEIQ) and the Utrecht Work Engagement Scale (UWES). The data were analysed using hierarchical regression and partial least squares (PLS) analytical techniques. The results of the study show that both psychological climate and OEI, which represent emotional cognition of job, role, leader and organisation domains in the workplace are significant drivers of employee engagement. In particular, the study found that a sense of contribution and challenge at work are the strongest drivers of vigour, dedication and absorption and highlights the importance of emotionally relevant approaches in furthering our understanding of workplace engagement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title="employee engagement">employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20emotional%20intelligence" title=" organisational emotional intelligence"> organisational emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20climate" title=" psychological climate"> psychological climate</a>, <a href="https://publications.waset.org/abstracts/search?q=workplace%20attitudes" title=" workplace attitudes"> workplace attitudes</a> </p> <a href="https://publications.waset.org/abstracts/23879/investigating-the-impact-of-job-related-and-organisational-factors-on-employee-engagement-an-emotionally-relevant-approach-based-on-psychological-climate-and-organisational-emotional-intelligence-oei" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23879.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">505</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">12828</span> Knowledge and Organisational Success: Developing a Scale of Knowledge Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20Almohammedali">Mohammed Almohammedali</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Edgar"> David Edgar</a>, <a href="https://publications.waset.org/abstracts/search?q=Duncan%20Peter"> Duncan Peter</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this exploratory research is to further understand how organisations can evaluate their activities, which generate knowledge creation, to meet changing stakeholder expectations. A Scale of Knowledge (SoK) Framework is proposed which links knowledge management and organisational activities to changing stakeholder expectations. The framework was informed by the knowledge management literature, as well as empirical work conducted via a single case study of a multi-site hospital organisation in Saudi Arabia. Eight in-depth semi-structured interviews were conducted with managers from across the organisation regarding current and future stakeholder expectations, organisational strategy/activities and knowledge management. Data were analysed using thematic analysis and a hierarchical value map technique to identify activities that can produce further knowledge and consequently impact on how stakeholder expectations are met. The SoK Framework developed may be useful to practitioners as an analytical aid to determine if current organisational activities produce organisational knowledge which helps them meet (increasingly higher levels of) stakeholder expectations. The limitations of the research and avenues for future development of the proposed framework are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20creation" title="knowledge creation">knowledge creation</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20knowledge" title=" organisational knowledge"> organisational knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=analytical%20aid" title=" analytical aid"> analytical aid</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholders" title=" stakeholders"> stakeholders</a> </p> <a href="https://publications.waset.org/abstracts/23627/knowledge-and-organisational-success-developing-a-scale-of-knowledge-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23627.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">433</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">12827</span> Exploring the Relationship between Organisational Identity and Value Systems: Reflecting on the Values-Crafting Process in a Multi-National Organisation within the Entertainment Industry </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dieter%20Veldsman">Dieter Veldsman</a>, <a href="https://publications.waset.org/abstracts/search?q=Theo%20Heyns%20Veldsman"> Theo Heyns Veldsman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The knowledge economy demands an organisation that is flexible, adaptable and able to navigate the ever-changing environment. This fast-paced environment has however resulted in an organizational landscape that battles to engage employees, retain top talent and create meaningful work for its members. In the knowledge economy, the concept of organizational identity has become an important consideration as organisations aim to create a compelling and inviting narrative for all stakeholders across the business value chain. Values are often seen as the behavioural framework that informs organisational culture, yet often values are perceived to be inauthentic and misaligned with the true character or identity of the organisation and how it is perceived by different role players. This paper focuses on exploring the relationship between organisational identity and value systems by focusing on a case study within a multi-national organisation within South Africa. The paper evaluates the implementation of mixed methods OD approach that gathered collaborative inputs of more than 4500 employees who participated in crafting the newly established values system post a retrenchment process. The paper will evaluate the relationship between the newly crafted value system and the identity of the organisation as described by various internal and external stakeholders in order to explore potential alignment, dissonance and key insights into understanding the relationship between organisational identity and values. The case study will be reported from the perspective of an OD consultant who supported the transformation process over a period of 8 months and aims to provide key insights into values and identity alignment within knowledge economy organisations. From a practical perspective, the paper provides insights into how values are created, perceived and lived within organisations and the impact on employee engagement and culture. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=culture" title="culture">culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20development" title=" organisational development"> organisational development</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20identity" title=" organisational identity"> organisational identity</a>, <a href="https://publications.waset.org/abstracts/search?q=values" title=" values"> values</a> </p> <a href="https://publications.waset.org/abstracts/59224/exploring-the-relationship-between-organisational-identity-and-value-systems-reflecting-on-the-values-crafting-process-in-a-multi-national-organisation-within-the-entertainment-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59224.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">310</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">12826</span> Ibadan-Nigeria Citizenship Behavior Scale: Development and Validation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Benjamin%20O.%20Ehigie">Benjamin O. Ehigie</a>, <a href="https://publications.waset.org/abstracts/search?q=Aderemi%20Alarape"> Aderemi Alarape</a>, <a href="https://publications.waset.org/abstracts/search?q=Nyitor%20Shenge"> Nyitor Shenge</a>, <a href="https://publications.waset.org/abstracts/search?q=Sylvester%20A.%20Okhakhume"> Sylvester A. Okhakhume</a>, <a href="https://publications.waset.org/abstracts/search?q=Timileyin%20Fashola"> Timileyin Fashola</a>, <a href="https://publications.waset.org/abstracts/search?q=Fiyinfunjah%20Dosumu"> Fiyinfunjah Dosumu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organisational citizenship behaviour (OCB) is a construct in industrial and organisational behaviour that explains a person's voluntary commitment within an organisation, which is outside the scope of his or her contractual tasks. To attain organisational effectiveness the human factor of production is inevitable, hence the importance of employee behaviour. While the concept of organisational citizenship behavior is mostly discussed in the context of the workplace, it is reasoned that the idea could be reflective in relation to national commitment. Many developing countries in Africa, including Nigeria, suffer economic hardship today not necessarily due to poor resources but bad management of the resources. The mangers of their economies are not committed to the tenets of economic growth but engrossed in fraud, corruption, bribery, and other economic vices. It is this backdrop that necessitated the development and validation of the Ibadan-Nigeria Citizenship Behaviour (I-NCB) Scale. The study adopted a cross-sectional survey (online) research design, using 2404 postgraduate students in the Premier University of the country, with 99.2% being Nigerians and 0.8% non-Nigerians. Gender composition was 1,439 (60%) males and 965 (40%) females, 1201 (50%) were employed while 1203 50% unemployed, 74.2% of the employed were in public paid employment, 19.5% in private sector, and 6.3% were self-employed. Through literature review, 78 items were generated. Using 10 lecturers and 21 students, content and face validity were established respectively. Data collected were subjected to reliability and factor analytic statistics at p < .05 level of significance. Results of the content and face validity at 80% level of item acceptance resulted to 60 items; this was further reduced to 50 after item-total correlation using r=.30 criterion. Divergent validity of r= -.28 and convergent validity of r= .44 were obtained by correlating the I-NCB scale with standardized Counterproductive work behaviour (CWB) scale and Organisational Citizenship Behaviour (OCB) scale among the workers. The reliability coefficients obtained were; Cronbach alpha of internal consistency (α = 0.941) and split-half reliability of r = 0.728. Factor analyses of the I-NCB scale with principal component and varimax rotation yielded five factors when Eigenvalue above 1 were extracted. The factors which accounted for larger proportions of the total variance were given factor names as; Altruistic, Attachment, Affective, Civic responsibility and Allegiance. As much as there are vast journals on citizenship behaviour in organisations, there exists no standardized tool to measure citizenship behaviour of a country. The Ibadan-Nigeria Citizenship Behaviour (I-NCB) scale was consequently developed. The scale could be used to select personnel into political positions and senior administrative positions among career workers in Nigeria, with the aim of determining national commitment to service. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=counterproductive%20work%20behaviour" title="counterproductive work behaviour">counterproductive work behaviour</a>, <a href="https://publications.waset.org/abstracts/search?q=CWB" title=" CWB"> CWB</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria%20Citizenship%20Behaviour" title=" Nigeria Citizenship Behaviour"> Nigeria Citizenship Behaviour</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20citizenship%20behaviour" title=" organisational citizenship behaviour"> organisational citizenship behaviour</a>, <a href="https://publications.waset.org/abstracts/search?q=OCB" title=" OCB"> OCB</a>, <a href="https://publications.waset.org/abstracts/search?q=Ibadan" title=" Ibadan"> Ibadan</a> </p> <a href="https://publications.waset.org/abstracts/100137/ibadan-nigeria-citizenship-behavior-scale-development-and-validation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/100137.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">249</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">12825</span> Internal Factors that Prevent Using Assessment for Learning Strategies: A Case Study of Saudi Arabia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Khalid%20A.%20Alotaibi">Khalid A. Alotaibi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> To assess the students, there are different strategies adopted by teachers and all are important while taking their scope into consideration. Teachers may face some obstacles that prevent them using the assessment for learning. These obstacles can be internal or external. The present study has been collected from two regions (Riyadh and Hotat Bani Tamim) of Saudi Arabia, with sample size of 174 teachers. The results of the study have shown that the significant factors that can prevent teachers using assessment for learning are; the way of introducing the new form of assessment, lack of teachers' training, clarity of the regulations and size of students in the class. Additionally, other elements have also shown in this paper. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=teachers" title="teachers">teachers</a>, <a href="https://publications.waset.org/abstracts/search?q=assessment" title=" assessment"> assessment</a>, <a href="https://publications.waset.org/abstracts/search?q=assessment%20for%20learning" title=" assessment for learning"> assessment for learning</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20factors%20and%20external%20factors" title=" internal factors and external factors"> internal factors and external factors</a> </p> <a href="https://publications.waset.org/abstracts/32693/internal-factors-that-prevent-using-assessment-for-learning-strategies-a-case-study-of-saudi-arabia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32693.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">452</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">12824</span> The Influence of Organisational Culture on the Implementation of Enterprise Resource Planning</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Redha%20M.%20Elhuni">Redha M. Elhuni</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The critical key success factors, which have to be targeted with appropriate change management, are the user acceptance and support of a new Enterprise Resource Planning (ERP) system at the early implementation stages. This becomes even more important in Arab context where national and organisational culture with a different value and belief system, resulting in different management styles, might not complement with Western business culture embedded in the predefined standard business processes of existing ERP packages. This study explains and critically evaluates research into national and organizational culture and the influence of different national cultures on the implementation and reengineering process of ERP packages in an Arab context. Using a case study, realized through a quantitative survey testing five of Martinsons’s and Davison’s propositions in a Libyan sample company, confirmed the expected results from the literature review that culture has an impact on the implementation process and that employee empowerment is an unavoidable consequence of an ERP implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=enterprise%20resource%20planning" title="enterprise resource planning">enterprise resource planning</a>, <a href="https://publications.waset.org/abstracts/search?q=ERP%20systems" title=" ERP systems"> ERP systems</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title=" organisational culture"> organisational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=Arab%20context" title=" Arab context"> Arab context</a> </p> <a href="https://publications.waset.org/abstracts/53626/the-influence-of-organisational-culture-on-the-implementation-of-enterprise-resource-planning" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/53626.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">316</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">12823</span> Planning for Sustainable Tourism in Chabahar Coastal Zone Using Swot Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=R.%20Karami">R. Karami</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Gharaei"> A. Gharaei</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study was to investigate ecotourism status in Chabahar coastal zone using swot analysis and strategic planning. Firstly, the current status of region was studied by literature review, field survey and statistical analysis. Then strengths and weaknesses (internal factors) were identified as well as opportunities and threats (external factors) using Delphi Method. Based on the obtained results, the total score of 2.46 in IFE matrix and 2.33 in the EFE matrix represents poor condition related to the internal and external factors respectively. This condition means both external and internal factors have not been utilized properly and the zone needs defensive plan; thus appropriate planning and organizational management practices are required to deal with these factors. Furthermore strategic goals, objectives and action plans in short, medium and long term schedule were formulated in attention to swot analysis. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=tourism" title="tourism">tourism</a>, <a href="https://publications.waset.org/abstracts/search?q=SWOT%20analysis" title=" SWOT analysis"> SWOT analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20planning" title=" strategic planning"> strategic planning</a>, <a href="https://publications.waset.org/abstracts/search?q=Chabahar" title=" Chabahar"> Chabahar</a> </p> <a href="https://publications.waset.org/abstracts/32310/planning-for-sustainable-tourism-in-chabahar-coastal-zone-using-swot-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32310.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">513</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">12822</span> Municipal Employees’ Perceptions of Fairness of Human Resource Management Practices and Employee Organisational Commitment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lineo%20Dzansi">Lineo Dzansi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> South African government has been mandated by the Constitution (Act 108 of 1996) to deliver basic services to all who live in it. However, service delivery has always been marred with much criticism and citizens’ dissatisfaction regarding the quality of services rendered to them. This is evidenced by public protests that are common in South Africa lately which they are mostly alleged to link with failure by the government through various municipalities to meet citizens’ service delivery expectations. Municipalities render services through people. People management plays a crucial role in influencing employee and organisational performance and it thus needs to be conducted in a fair and just manner. Literature confirms that there is a relationship between organisational justice perceptions and employee behaviour, and that positive or negative justice perceptions can have an influence on employee attitudes, commitment to their jobs and organisation. The nature of the attachments formed by individuals to their employing organisations depends on the manner in which the organisation treats them. This implies that Municipal employees’ commitment could be linked to fair or unfair perceptions of Human Resource Management practices within their organisations. Unfortunately, the political nature of municipal environment could be a fertile ground for appointments of people based on political affiliation as a reward for political patronage rather than on merit. This paper seeks to investigate the relationship between municipal employees’ perceptions of fairness of Human Resource Management practices and employee commitment from the organisational justice point of view. Research on organisational justice has shown that employees’ organisational justice perceptions link directly with job satisfaction and employee organisational commitment. Quantitative research methods were employed to collect and analyse data from selected managerial and non-managerial municipal employees within selected municipalities in Free State Province of South Africa. Employee commitment has positive relationships with HRM practices at the .05 and .01 levels of significance – indicating that the higher the levels of HRM practices in municipal employees the higher the organisational commitment of employees. Therefore, it is concluded that organisational commitment of municipal employees (EOC) is positively related to their perceptions of fairness of HRM practices (PHF) of municipalities. In other words, fair HRM practices of municipalities promote organisational commitment in municipal employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20Justice" title="organisational Justice">organisational Justice</a>, <a href="https://publications.waset.org/abstracts/search?q=HRM%20practices" title=" HRM practices"> HRM practices</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20organisational%20commitment" title=" employee organisational commitment"> employee organisational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20attitudes" title=" employee attitudes"> employee attitudes</a> </p> <a href="https://publications.waset.org/abstracts/166600/municipal-employees-perceptions-of-fairness-of-human-resource-management-practices-and-employee-organisational-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/166600.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">12821</span> Organisational Disclosure: Threats to Individuals' Privacy</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=N.%20A.%20Badrul">N. A. Badrul </a> </p> <p class="card-text"><strong>Abstract:</strong></p> People are concerned that they are vulnerable as a result of what is exposed about them on the internet. Users are increasingly aware of their privacy and are making various efforts to protect their personal information. However, besides individuals themselves, organisations are also exposing personal information of their staff to the general public by publishing it on their official website. This practice may put individuals at risk and particularly vulnerable to threats. This preliminary study explores explicitly the amount and types of personal information disclosure from organisational websites. Threats and risks related to the disclosures are discussed. In general, all the examined organisational websites discloses personal information with varies identifiable degree of data. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=personal%20information" title="personal information">personal information</a>, <a href="https://publications.waset.org/abstracts/search?q=privacy" title=" privacy"> privacy</a>, <a href="https://publications.waset.org/abstracts/search?q=e-government" title=" e-government"> e-government</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20disclosure" title=" information disclosure"> information disclosure</a> </p> <a href="https://publications.waset.org/abstracts/8541/organisational-disclosure-threats-to-individuals-privacy" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/8541.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">318</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">12820</span> Review of Assessment of Integrated Information System (IIS) in Organisation </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mariya%20Salihu%20Ingawa">Mariya Salihu Ingawa</a>, <a href="https://publications.waset.org/abstracts/search?q=Sani%20Suleiman%20Isah"> Sani Suleiman Isah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The assessment of Integrated Information System (IIS) in organisation is an important initiative to enable the Information System (IS) managers, as well as top management to understand the success status of their investment in IS integration efforts. However, without a proper assessment, an organisation will not know its IIS status, which may affect their judgment on what action should be taken onwards. Current research on IIS assessment is lacking and those related literature on IIS assessment focus more on assessing the technical aspect of IIS. It is argued that assessing technical aspect alone is inadequate since organisational and strategic aspects in IIS should also be considered. Current methods, techniques and tools used by vendors for IIS assessment also are lack of comprehensive measures to fully assess the Integrated Information System in term of technical, organisational and strategic domains. The purpose of this study is to establish critical success factors for measuring success of an Integrated Information System. These factors are used as the basis for constructing an approach to comprehensively assess IIS in an organisation. A comprehensive list of success factors for IIS assessment, established from literature, was initially presented. An expert surveys using both manual and online methods were conducted to verify the factors. Based on the factors, an instrument for IIS assessment was constructed. The results from a case study indicate that through comprehensive assessment approach, not only the level of success been known, but also reveals the contributing factors. This research contributes to the field of Information Systems specifically in the area of Integrated Information System assessment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=integrated%20information%20system" title="integrated information system">integrated information system</a>, <a href="https://publications.waset.org/abstracts/search?q=expert%20surveys" title=" expert surveys"> expert surveys</a>, <a href="https://publications.waset.org/abstracts/search?q=organisation" title=" organisation"> organisation</a>, <a href="https://publications.waset.org/abstracts/search?q=assessment" title=" assessment"> assessment</a> </p> <a href="https://publications.waset.org/abstracts/22657/review-of-assessment-of-integrated-information-system-iis-in-organisation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22657.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">388</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">12819</span> A Parametric Study on Effects of Internal Factors on Carbonation of Reinforced Concrete</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kunal%20Tongaria">Kunal Tongaria</a>, <a href="https://publications.waset.org/abstracts/search?q=Abhishek%20Mangal"> Abhishek Mangal</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Mandal"> S. Mandal</a>, <a href="https://publications.waset.org/abstracts/search?q=Devendra%20Mohan"> Devendra Mohan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The carbonation of concrete is a phenomenon which is a function of various interdependent parameters. Therefore, in spite of numerous literature and database, the useful generalization is not an easy task. These interdependent parameters can be grouped under the category of internal and external factors. This paper focuses on the internal parameters which govern and increase the probability of the ingress of deleterious substances into concrete. The mechanism of effects of internal parameters such as microstructure for with and without supplementary cementing materials (SCM), water/binder ratio, the age of concrete etc. has been discussed. This is followed by the comparison of various proposed mathematical models for the deterioration of concrete. Based on existing laboratory experiments as well as field results, this paper concludes the present understanding of mechanism, modeling and future research needs in this field. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=carbonation" title="carbonation">carbonation</a>, <a href="https://publications.waset.org/abstracts/search?q=diffusion%20coefficient" title=" diffusion coefficient"> diffusion coefficient</a>, <a href="https://publications.waset.org/abstracts/search?q=microstructure%20of%20concrete" title=" microstructure of concrete"> microstructure of concrete</a>, <a href="https://publications.waset.org/abstracts/search?q=reinforced%20concrete" title=" reinforced concrete"> reinforced concrete</a> </p> <a href="https://publications.waset.org/abstracts/57694/a-parametric-study-on-effects-of-internal-factors-on-carbonation-of-reinforced-concrete" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/57694.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">407</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">12818</span> The Evaluation of the Restructuring Process in Nursing Services by Nurses</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bilgen%20%C3%96zl%C3%BCk">Bilgen Özlük</a>, <a href="https://publications.waset.org/abstracts/search?q=%C3%9Clk%C3%BC%20Baykal"> Ülkü Baykal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study was conducted with the aim of determining the evaluations of nurses directed at the restructuring process carried out in the nursing services of a private hospital, and reveal how they have been affected by this process, in an integrated manner between a prospective approach and methods of quantitative and qualitative research, and as a comparative study, comparing the changes over a period of three years. The sample for the study is comprised of all of the nurses employed at a private hospital, and data has been collected from 17 nurses (a total of 30 interviews) for the qualitative part 377 nurses in 2013 and 429 nurses in 2014 for the quantitative part. As vehicles of data collection, the study used a form directed at identifying the changes in the organisational and management structure of the hospital, a nurses' interview form, a questionnaire identifying the personal and occupational characteristics of the nurses, the "Minnesota Job Satisfaction Scale", the "Organisational Citizenship Behaviour Scale" and the "Organisational Trust Scale". Qualitative data by researchers, quantitative data was analysed using number and percentage tests, a t-test, and ANOVA, progressive analysis Tukey and regression tests. While in the qualitative part of the study the nurses stated in the first year of the restructuring that they were satisfied with their relationship with top level management, the increases in salaries and changes in the working environment such as the increase in the number of staff, in later years, they stated that there had been a fall in their satisfaction levels due to reasons such as nursing services instead of nurse practitioners in a position they are not satisfied that the director, nursing services outside the nursing profession appointment of persons to positions of management and the lack of appropriate training and competence of these persons, increases in the burden of work, insufficient salaries and the lack of a difference in the salaries of senior and more junior staff. On the other hand, in the quantitative part, it was found that there was no difference in the levels of job satisfaction and organisational trust in any of the two years, that as the level of organisational trust increased the level of job satisfaction also increased, and that as the levels of job satisfaction and organisational trust a positive impact on organisational citizenship behaviour also increased. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=services" title="services">services</a>, <a href="https://publications.waset.org/abstracts/search?q=nursing%20management" title=" nursing management"> nursing management</a>, <a href="https://publications.waset.org/abstracts/search?q=re-structuring" title=" re-structuring"> re-structuring</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20citizenship%20behaviour" title=" organisational citizenship behaviour"> organisational citizenship behaviour</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20trust" title=" organisational trust"> organisational trust</a> </p> <a href="https://publications.waset.org/abstracts/46045/the-evaluation-of-the-restructuring-process-in-nursing-services-by-nurses" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46045.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">356</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">12817</span> Literature Review and Evaluation of the Internal Marketing Theory</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hsiao%20Hsun%20Yuan">Hsiao Hsun Yuan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Internal marketing was proposed in 1970s. The theory of the concept has continually changed over the past forty years. This study discussed the following themes: the definition and implication of internal marketing, the progress of its development, and the evolution of its theoretical model. Moreover, the study systematically organized the strategies of the internal marketing theory adopted on enterprise and how they were put into practice. It also compared the empirical studies focusing on how the existent theories influenced the important variables of internal marketing. The results of this study are expected to serve as references for future exploration of the boundary and studies aiming at how internal marketing is applied to different types of enterprises. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20responsibility" title="corporate responsibility">corporate responsibility</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20organizational%20performance" title=" employee organizational performance"> employee organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20marketing" title=" internal marketing"> internal marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20customer" title=" internal customer"> internal customer</a> </p> <a href="https://publications.waset.org/abstracts/52645/literature-review-and-evaluation-of-the-internal-marketing-theory" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52645.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">355</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">12816</span> The Effect of Culture and Managerial Practices on Organizational Leadership Towards Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anyia%20Nduka">Anyia Nduka</a>, <a href="https://publications.waset.org/abstracts/search?q=Aslan%20Bin%20Amad%20Senin"> Aslan Bin Amad Senin</a>, <a href="https://publications.waset.org/abstracts/search?q=Ayu%20Azrin%20Bte%20Abdul%20Aziz"> Ayu Azrin Bte Abdul Aziz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A management practice characterised by a value chain as its relatively flexible culture is replacing the old bureaucratic model of organisational practice that was built on dominance. Using a management practice fruition paradigm, the study delves into the implications of organisational culture and leadership. Developing a theory of leadership called the “cultural model” of organisational leadership by explaining how the shift from bureaucracy to management practises altered the roles and interactions of leaders. This model is well-grounded in leadership theory, considering the concept's adaptability to different leadership ideologies. In organisations where operational procedures and borders are not clearly defined, hierarchies are flattened, and work collaborations are sometimes based on contracts rather than employment. This cultural model of organizational leadership is intended to be a useful tool for predicting how effectively a leader will perform. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20practices" title=" management practices"> management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=efficiency" title=" efficiency"> efficiency</a> </p> <a href="https://publications.waset.org/abstracts/177762/the-effect-of-culture-and-managerial-practices-on-organizational-leadership-towards-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/177762.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">84</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">12815</span> Leadership Process Model: A Way to Provide Guidance in Dealing with the Key Challenges Within the Organisation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rawaa%20El%20Ayoubi">Rawaa El Ayoubi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many researchers, academics and practitioners have developed leadership theories during the 20th century. This substantial effort has built more leadership theories, generating considerable organisational research on leadership models in contemporary literature. This paper explores the stages and drivers of leadership theory evolution based on the researcher’s personal conclusions and review of leadership theories. The purpose of this paper is to create a Leadership Process Model (LPM) that can provide guidance in dealing with the key challenges within the organisation. This integrative model of organisational leadership is based on inner meaning, leader values and vision. It further addresses the relationships between leadership theory, practice and development, exploring why challenges exist within the field of leadership theory and how these challenges can be mitigated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20challenges" title="leadership challenges">leadership challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20process%20model" title=" leadership process model"> leadership process model</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20%7Ctheories" title=" leadership |theories"> leadership |theories</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20leadership" title=" organisational leadership"> organisational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=paradigm%20development" title=" paradigm development"> paradigm development</a> </p> <a href="https://publications.waset.org/abstracts/169511/leadership-process-model-a-way-to-provide-guidance-in-dealing-with-the-key-challenges-within-the-organisation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/169511.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">77</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">12814</span> Political Economy of Internal Dispalcement, Migration and Human Security in Zimbabwe: 1800 to Present Day</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chupicai%20Manuel">Chupicai Manuel</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this article is to examine the political economy and history of internal displacement, migration and human security in Zimbabwe from 1800 to present day. The article gives a timeline of major internal displacement, migration trends that took place in Zimbabwe before colonialism, through the colonial period up to the present day and examines the human security context of such periods. In view of the above, a political economy analysis will be employed to examine the different factors that promoted internal displacement and human movements from 1800 to the present day and explore the architecture of human security in Zimbabwe. The ultimate goal of this literature review is to provide a longitudinal analysis of internal displacement, migration and human security regimes that existed in Zimbabwe with the view of promoting social cohesion and nation building. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20security" title="human security">human security</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20displacement" title=" internal displacement"> internal displacement</a>, <a href="https://publications.waset.org/abstracts/search?q=migration" title=" migration"> migration</a>, <a href="https://publications.waset.org/abstracts/search?q=political%20economy" title=" political economy"> political economy</a> </p> <a href="https://publications.waset.org/abstracts/42348/political-economy-of-internal-dispalcement-migration-and-human-security-in-zimbabwe-1800-to-present-day" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/42348.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">354</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">12813</span> Organizational Management and Leadership</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Osman%20Yildiz">Osman Yildiz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As it is predicted 2559 years before there is nothing permanent except change. In our turbulent World, Organizations will always be faced with the challenge of determining the path that will always keep them on balance en route that will bring success. That means from top to bottom, every organisation is exposed to fight to stay afloat and compete while they face the continuous prospect of change in an increasingly competitive and globalized World. Otherwise, they would fail to realize their goals and targets, and ultimately would disappear. But the organizations that will celebrate success five or ten years from now will be the winners of the fight by having recognizing that planning the change was only the first step in the journey and put sufficient efforts into the task of leading change. Increasingly unpredictable and competitive organizational environments have put pressure on leaders across all industries to better manage the change. The key of establishing effective change and transformation in organisations lies on the steps taken before the change happens depending to the quality of the human sources; readiness for change, acknowledgement by management, prepared leaders, motivated employees, overcoming the resistance to change and ultimately adapting change into the organization. Due to these factors, leaders managing the organisational development can ensure organizations and employees to meet new performance targets, motivation and skills rapidly and effectively. Finally, this article will provide some tools for leaders, and discuss how to catch organisational development and manage the innovations in effective ways. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=managing%20the%20change" title="managing the change">managing the change</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20factor" title=" human factor"> human factor</a>, <a href="https://publications.waset.org/abstracts/search?q=leaders" title=" leaders"> leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=globalization" title=" globalization"> globalization</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20development" title=" organisational development"> organisational development</a> </p> <a href="https://publications.waset.org/abstracts/33113/organizational-management-and-leadership" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33113.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">275</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">12812</span> Key Factors for Stakeholder Engagement and Sustainable Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jo%20Rhodes">Jo Rhodes</a>, <a href="https://publications.waset.org/abstracts/search?q=Bruce%20Bergstrom"> Bruce Bergstrom</a>, <a href="https://publications.waset.org/abstracts/search?q=Peter%20Lok"> Peter Lok</a>, <a href="https://publications.waset.org/abstracts/search?q=Vincent%20Cheng"> Vincent Cheng</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study is to determine key factors and processes for multinationals (MNCs) to develop an effective stakeholder engagement and sustainable development framework. A qualitative multiple-case approach was used. A triangulation method was adopted (interviews, archival documents and observations) to collect data on three global firms (MNCs). 9 senior executives were interviewed for this study (3 from each firm). An initial literature review was conducted to explore possible practices and factors (the deductive approach) to sustainable development. Interview data were analysed using Nvivo to obtain appropriate nodes and themes for the framework. A comparison of findings from interview data and themes, factors developed from the literature review and cross cases comparison were used to develop the final conceptual framework (the inductive approach). The results suggested that stakeholder engagement is a key mediator between ‘stakeholder network’ (internal and external factors) and outcomes (corporate social responsibility, social capital, shared value and sustainable development). Key internal factors such as human capital/talent, technology, culture, leadership and processes such as collaboration, knowledge sharing and co-creation of value with stakeholders were identified. These internal factors and processes must be integrated and aligned with external factors such as social, political, cultural, environment and NGOs to achieve effective stakeholder engagement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=stakeholder" title="stakeholder">stakeholder</a>, <a href="https://publications.waset.org/abstracts/search?q=engagement" title=" engagement"> engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20development" title=" sustainable development"> sustainable development</a>, <a href="https://publications.waset.org/abstracts/search?q=shared%20value" title=" shared value"> shared value</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20social%20responsibility" title=" corporate social responsibility"> corporate social responsibility</a> </p> <a href="https://publications.waset.org/abstracts/5571/key-factors-for-stakeholder-engagement-and-sustainable-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/5571.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">513</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=internal%20organisational%20factors&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=internal%20organisational%20factors&page=3">3</a></li> <li class="page-item"><a class="page-link" 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