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organizational intelligence</title> <meta name="description" content="Search results for: organizational intelligence"> <meta name="keywords" content="organizational intelligence"> <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="organizational intelligence"> <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> 2839</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: organizational intelligence</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2839</span> Antecedents and Consequences of Organizational Intelligence in an R and D Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Akriti%20Srivastava">Akriti Srivastava</a>, <a href="https://publications.waset.org/abstracts/search?q=Soumi%20Awasthy"> Soumi Awasthy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> One of the disciplines that provoked increased interest in the importance of intelligence is the management and organization development literature. Organization intelligence is a key enabling force underlying many vital activities and processes dominating organizational life. Hence, the factors which lead to organizational intelligence and the result which comes out of the whole procedure is important to be understood with the understanding of OI. The focus of this research was to uncover potential antecedents and consequences of organizational intelligence, thus a non-experimental explanatory survey research design was used. A non-experimental research design is in which the manipulation of variables and randomization of samples are not present. The data was collected with the help of the questionnaire from 321 scientists from different laboratories of an R & D organization. Out of which 304 data were found suitable for the analysis. There were 194 males (age, M= 35.03, SD=7.63) and 110 females (age, M= 34.34, SD=8.44). This study tested a conceptual model linking antecedent variables (leadership and organizational culture) to organizational intelligence, followed by organizational innovational capability and organizational performance. Structural equation modeling techniques were used to analyze the hypothesized model. But, before that, confirmatory factor analysis of organizational intelligence scale was done which resulted in an insignificant model. Then, exploratory factor analysis was done which gave six factors for organizational intelligence scale. This structure was used throughout the study. Following this, the final analysis revealed relatively good fit of data to the hypothesized model with certain modifications. Leadership and organizational culture emerged out as the significant antecedents of organizational intelligence. Organizational innovational capability and organizational performance came out to be the consequent factors of organizational intelligence. But organizational intelligence did not predict organizational performance via organizational innovational capability. With this, additional significant pathway emerged out between leadership and organizational performance. The model offers a fresh and comprehensive view of the organizational intelligence. In this study, prior studies in related literature were reviewed to offer a basic framework of organizational intelligence. The study proved to be beneficial for organizational intelligence scholarship, seeing its importance in the competitive environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20intelligence" title=" organizational intelligence"> organizational intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20innovational%20capability" title=" organizational innovational capability"> organizational innovational capability</a> </p> <a href="https://publications.waset.org/abstracts/52150/antecedents-and-consequences-of-organizational-intelligence-in-an-r-and-d-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52150.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">344</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2838</span> Impact of Emotional Intelligence on Job Satisfaction and Organizational Commitment: A Study on Young Doctors of Pakistan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aisha%20Khalid">Aisha Khalid</a>, <a href="https://publications.waset.org/abstracts/search?q=Talha%20Aftab"> Talha Aftab</a>, <a href="https://publications.waset.org/abstracts/search?q=Fareeha%20Zafar"> Fareeha Zafar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper investigates the impact of emotional intelligence on job satisfaction and organizational commitment at workplace in the doctors; age ranging from 25 to 32 years. Job satisfaction and organizational commitment have been considered as important issue in terms of high quality services and superior performance. This paper presents a field survey conducted in 9 different public sector hospitals which operate in Punjab, Pakistan. 250 questionnaires were distributed out of which 180 returned back were showing 72% response rate, confirming the significant positive relationship between emotional intelligence and job satisfaction and emotional intelligence and organizational commitment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title="emotional intelligence">emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=young%20doctors" title=" young doctors"> young doctors</a> </p> <a href="https://publications.waset.org/abstracts/5669/impact-of-emotional-intelligence-on-job-satisfaction-and-organizational-commitment-a-study-on-young-doctors-of-pakistan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/5669.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">573</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">2837</span> The Moderating Effect of Organizational Commitment in the Relationship between Emotional Intelligence and Work Outcomes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20Muhammad">Ali Muhammad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to determine the moderating of effect of organizational commitment in the relationship between emotional intelligence and work outcomes. The study presents a new model to explain the mechanism through which emotional intelligence influences work outcomes. The model includes emotional intelligence as an independent variable, organizational commitment as a moderating variable, and work performance, job involvement, job satisfaction, organizational citizenship behavior, and intention to leave as dependent variables. A sample of 208 employees working in eight Kuwaiti business organizations (from industrial, banking, service, and financial sectors) were surveyed, and data was analyzed using structural equation modeling. Results indicate that emotional intelligence is positively associated with organizational commitment and that the positive effect of emotional intelligence on job involvement and organizational citizenship behavior is moderated by organizational commitment. The results of the current study are discussed and are compared to the results of previous studies in this area. Finally, the directions for future research are suggested. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title="emotional intelligence">emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20involvement" title=" job involvement"> job involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=intention%20to%20leave" title=" intention to leave"> intention to leave</a> </p> <a href="https://publications.waset.org/abstracts/63026/the-moderating-effect-of-organizational-commitment-in-the-relationship-between-emotional-intelligence-and-work-outcomes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/63026.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">319</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">2836</span> The Relation between Spiritual Intelligence and Organizational Health and Job Satisfaction among the Female Staff in Islamic Azad University of Marvdasht</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Reza%20Zarei">Reza Zarei</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The result of the present study is to determine the relation between spiritual intelligence and organizational health and job satisfaction among the female staff in Islamic Azad University of Marvdasht. The population of the study includes the female staff and the faculty of Islamic Azad University of Marvdasht. The method is correlational and the instrument in the research is three questionnaires namely the spiritual intelligence by (ISIS), Amraam and Dryer, organizational health by Fieldman and Job satisfaction questionnaire. In order to test the hypotheses we used interpretive statistics, Pearson and regression correlation coefficient. The findings show that there is a significant relation between the spiritual intelligence and organizational health among the female staff of this unit. In addition, the organizational health has a significant relation with the elements of self-consciousness and social skills and on the other hand, job satisfaction is in significant relation with the elements of self-consciousness, self-control, self-provocation, sympathy and social skills in the whole sample regardless of the participants' gender. Finally, the results of multiple regression and variance analysis showed that using the variables of the spiritual intelligence of the female staff could predict the organizational health and their job satisfaction. <p class="card-text"><strong>Keywords:</strong> <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=spiritual%20intelligence" title=" spiritual intelligence"> spiritual intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20health" title=" organizational health"> organizational health</a>, <a href="https://publications.waset.org/abstracts/search?q=Islamic%20Azad%20University" title=" Islamic Azad University"> Islamic Azad University</a> </p> <a href="https://publications.waset.org/abstracts/37589/the-relation-between-spiritual-intelligence-and-organizational-health-and-job-satisfaction-among-the-female-staff-in-islamic-azad-university-of-marvdasht" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37589.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">376</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">2835</span> Exploring Enabling Effects of Organizational Climate on Academicians’ Emotional Intelligence and Learning Outcomes: A Case from Chinese Higher Education</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zahid%20Shafait">Zahid Shafait</a>, <a href="https://publications.waset.org/abstracts/search?q=Jiayu%20Huang"> Jiayu Huang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: This study is based on a trait-based theory of emotional intelligence. This study intends to explore the enabling effect of organizational climate, i.e., affiliation, innovation, and fairness, on the emotional intelligence of teachers in Chinese higher education institutes. This study, additionally, intends to investigate the direct impact of teachers’ emotional intelligence on their learning outcomes, i.e., cognitive, social, self-growth outcomes and satisfaction with the university experience. Design/methodology/approach: This study utilized quantitative research techniques to scrutinize the data. Moreover, partial least squares structural equation modeling, i.e., PLS-SEM, was used to assess the hypothetical relationships to conclude their statistical significance. Findings: Results confirmed the supposed associations, i.e., the organizational climate has an enabling effect on emotional intelligence. Likewise, emotional intelligence was concluded to have a direct and positive association with learning outcomes in higher education. Practical implications: This study has investigated abandoned research that is enabling the effects of organizational climate on teachers’ emotional intelligence in Chinese higher education. Organizational climate enables emotionally intelligent teachers to learn efficiently and, at the same time, augments their satisfaction and productivity within an institution. Originality/value: This study investigated the enabling effects of organizational climate on teachers’ emotional intelligence in Chinese higher education that is original in investigated country and sector. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20climate" title="organizational climate">organizational climate</a>, <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title=" emotional intelligence"> emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=learning%20outcomes" title=" learning outcomes"> learning outcomes</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a> </p> <a href="https://publications.waset.org/abstracts/171360/exploring-enabling-effects-of-organizational-climate-on-academicians-emotional-intelligence-and-learning-outcomes-a-case-from-chinese-higher-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/171360.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">74</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">2834</span> Organizational Commitment in Islamic Boarding School: The Implementation of Organizational Behavior Integrative Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Siswoyo%20Haryono">Siswoyo Haryono</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose – The fundamental goal of this research is to see if the integrative organizational behavior model can be used effectively in Islamic boarding schools. This paper also seeks to assess the effect of Islamic organizational culture, leadership, and spiritual intelligence on teachers' organizational commitment to Islamic Boarding schools. The goal of the mediation analysis is to see if the Islamic work ethic has a more significant effect on the instructors' organizational commitment than the direct effects of Islamic organizational culture, leadership, and Islamic spiritual intelligence. Design/methodology/approach – A questionnaire survey was used to obtain data from teachers at Islamic Boarding Schools. This study used the AMOS technique for structural equation modeling to evaluate the expected direct effect. To test the hypothesized indirect effect, employed Sobel test. Findings – Islamic organizational culture, Islamic leadership, and Islamic spiritual intelligence significantly affect Islamic work ethic. When it comes to Islamic corporate culture, Islamic leadership, Islamic spiritual intelligence, and Islamic work ethics have a significant impact. The findings of the mediation study reveal that Islamic organizational culture, leadership, and spiritual intelligence influences organizational commitment through Islamic work ethic. The total effect analysis shows that the most effective path to increasing teachers’ organizational commitment is Islamic leadership - Islamic work ethic – organizational commitment. Originality/value – This study evaluates the Integrative Model of Organizational Behavior by Colquitt (2016) applied in Islamic Boarding School. The model consists of contemporary leadership and individual characteristic as the antecedent. The mediating variables of the model consist of individual mechanisms such as trust, justice, and ethic. Individual performance and organizational commitment are the model's outcomes. These variables, on the other hand, do not represent the Islamic viewpoint as a whole. As a result, this study aims to assess the role of Islamic principles in the model. The study employs reliability and validity tests to get reliable and valid measures. The ﬁndings revealed that the evaluation model is proven to improve organizational commitment at Islamic Boarding School. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Islamic%20leadership" title="Islamic leadership">Islamic leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=Islamic%20spiritual%20intelligence" title=" Islamic spiritual intelligence"> Islamic spiritual intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=Islamic%20work%20ethic" title=" Islamic work ethic"> Islamic work ethic</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=Islamic%20boarding%20school" title=" Islamic boarding school"> Islamic boarding school</a> </p> <a href="https://publications.waset.org/abstracts/143970/organizational-commitment-in-islamic-boarding-school-the-implementation-of-organizational-behavior-integrative-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/143970.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">161</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2833</span> Influence of Perceived Organizational Support and Emotional Intelligence on Organizational Cynicism among Millennials</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Paridhi%20Agarwal">Paridhi Agarwal</a>, <a href="https://publications.waset.org/abstracts/search?q=Kusum%20M.%20George"> Kusum M. George</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A cynic is someone upset about the future prematurely. In today’s highly competitive workplace, cynicism has become a prominent concern. It is a controversial issue that brings about psychological disengagement and antagonism towards the management. In organizational sciences, scientific investigation of this negative work behavior is lacking, and so there is no universal definition so far. But most commonly, Organizational Cynicism (OC) has been characterized as an unfavorable attitude towards the organization, encompassing a belief that the organization has low integrity, negative affect, and depreciative behavioral tendencies. Given its prevalence, this study aims to contribute to the existing body of knowledge on OC. This research examines the predictability of OC from two factors- Perceived Organizational Support (POS) and Emotional Intelligence (EI) among millennials in India as well as identify contradictions in today’s scenario. Standardized Organizational Cynicism Scale comprising of three components, Perceived Organizational Support Questionnaire and Goleman’s Emotional Intelligence Test are used on a convenient sample of 104 corporate sector employees in the age range 22-35 years. Correlation test elucidated the relationships, and regression analysis revealed the level of influence of the above variables on OC. Surprisingly, Emotional-Social Awareness had stronger relationships with all dimensions of OC in males as compared to females. It was also seen that EI and POS, together with predicted OC, but separately, only POS accounted for variability in OC, and this impact was much stronger for males, implying that there are other important factors that make females cynical at work. Thus, the over-emphasis on EI training for the millennial generation has also been challenged in this study. It can be said that there are avertible preconditions to the negative attitude- OC. This research has important managerial implications in areas of recruitment, training, and organizational environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title="emotional intelligence">emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=millennials" title=" millennials"> millennials</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20cynicism" title=" organizational cynicism"> organizational cynicism</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20organizational%20support." title=" perceived organizational support. "> perceived organizational support. </a> </p> <a href="https://publications.waset.org/abstracts/104785/influence-of-perceived-organizational-support-and-emotional-intelligence-on-organizational-cynicism-among-millennials" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/104785.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">124</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2832</span> Emotional Intelligence: Strategies in the Sphere of Leadership</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Raghavi%20Janaswamy">Raghavi Janaswamy</a>, <a href="https://publications.waset.org/abstracts/search?q=Srinivas%20Janaswamy"> Srinivas Janaswamy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Emotional Intelligence (EI) measures the degree to which individuals can identify, understand and manage emotions. Indeed, it highlights the intricate relationship between thoughts, feelings, and behavior of an individual. In today's world, EI competencies appear to be more valuable compared to cognitive and/or technical expertise. Higher EI endows realistic confidence to perceive challenges with positive thinking and, in turn, offers a steady growth as well as the speed of work and discerning ability. It certainly plays a vital role for aspirants to ascend the organizational ladder and distinguishes outstanding leaders from the rest. Emotional maturity further reflects on the behavioral pattern toward dealing with self and the immediate environment. Indeed, it aids in cementing inter-personal relations at a workplace with a thorough understanding and certainly paves the way for leaders to their prosperity as well as organizational growth. Herein, EI contributions to an individual, team, and organizational success are discussed with an emphasis on the required tools to acquire higher EI traits. The strategies for promoting self-awareness, empathy, and social skills and changing trends of the new programs for the EI improvement are also highlighted. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title="emotional intelligence">emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20growth" title=" organizational growth"> organizational growth</a>, <a href="https://publications.waset.org/abstracts/search?q=self-awareness%20skills" title=" self-awareness skills"> self-awareness skills</a> </p> <a href="https://publications.waset.org/abstracts/150719/emotional-intelligence-strategies-in-the-sphere-of-leadership" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/150719.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">82</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">2831</span> Investigation of Relationship between Organizational Climate and Organizational Citizenship Behaviour: A Research in Health Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Serdar%20%C3%96ge">Serdar Öge</a>, <a href="https://publications.waset.org/abstracts/search?q=Pinar%20Ert%C3%BCrk"> Pinar Ertürk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main objective of this research is to describe the relationship between organizational climate and organizational citizenship behavior. In order to examine this relationship, a research is intended to be carried out in relevant institutions and organizations operating in the health sector in Turkey. It will be found whether there is a statistically significant relationship between organizational climate and organizational citizenship behavior through elated scientific research methods and statistical analysis. In addition, elationships between the dimensions of organizational climate and organizational citizenship behavior subscales will be questioned statistically. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20climate" title="organizational climate">organizational climate</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship" title=" organizational citizenship"> organizational citizenship</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=climate" title=" climate"> climate</a> </p> <a href="https://publications.waset.org/abstracts/36006/investigation-of-relationship-between-organizational-climate-and-organizational-citizenship-behaviour-a-research-in-health-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36006.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">379</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2830</span> An Examination of Some Determinates of Work Performance in Kuwaiti Business Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20Muhammad">Ali Muhammad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study investigates the effect of some determinates of work performance in Kuwaiti business organizations. The study postulates that employee attitudes (organizational commitment, job satisfaction), behaviors (organizational citizenship behavior, job involvement), and emotional intelligence will have positive effects on work performance. Survey data were collected from 204 employees working in eight Kuwaiti work organizations. Data were analyzed using descriptive statistics, Pearson correlation, Cronbach alpha, and regression analysis. Results confirmed the study hypotheses; employee attitudes of organizational commitment and job satisfaction was found to have a significant positive effect on work performance. Organizational citizenship behavior and job involvement were also found to have positive effect on work performance. Findings also revealed that an in increase in emotional intelligent will cause performance to increase. Results of the current study were compared and contrasted to findings of previous studies. The theoretical and empirical application of the findings were explained. Limitation of the current study was discussed and topics for future research were proposed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title="organizational commitment">organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=Job%20satisfaction" title=" Job satisfaction"> Job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20involvement" title=" job involvement"> job involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title=" emotional intelligence "> emotional intelligence </a>, <a href="https://publications.waset.org/abstracts/search?q=work%20performance" title=" work performance"> work performance</a> </p> <a href="https://publications.waset.org/abstracts/83828/an-examination-of-some-determinates-of-work-performance-in-kuwaiti-business-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/83828.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">194</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">2829</span> The Impact of Emotional Intelligence on Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=El%20Ghazi%20Safae">El Ghazi Safae</a>, <a href="https://publications.waset.org/abstracts/search?q=Cherkaoui%20Mounia"> Cherkaoui Mounia</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Within companies, emotions have been forgotten as key elements of successful management systems. Seen as factors which disturb judgment, make reckless acts or affect negatively decision-making. Since management systems were influenced by the Taylorist worker image, that made the work regular and plain, and considered employees as executing machines. However, recently, in globalized economy characterized by a variety of uncertainties, emotions are proved as useful elements, even necessary, to attend high-level management. The work of Elton Mayo and Kurt Lewin reveals the importance of emotions. Since then emotions start to attract considerable attention. These studies have shown that emotions influence, directly or indirectly, many organization processes. For example, the quality of interpersonal relationships, job satisfaction, absenteeism, stress, leadership, performance and team commitment. Emotions became fundamental and indispensable to individual yield and so on to management efficiency. The idea that a person potential is associated to Intellectual Intelligence, measured by the IQ as the main factor of social, professional and even sentimental success, was the main problematic that need to be questioned. The literature on emotional intelligence has made clear that success at work does not only depend on intellectual intelligence but also other factors. Several researches investigating emotional intelligence impact on performance showed that emotionally intelligent managers perform more, attain remarkable results, able to achieve organizational objectives, impact the mood of their subordinates and create a friendly work environment. An improvement in the emotional intelligence of managers is therefore linked to the professional development of the organization and not only to the personal development of the manager. In this context, it would be interesting to question the importance of emotional intelligence. Does it impact organizational performance? What is the importance of emotional intelligence and how it impacts organizational performance? The literature highlighted that measurement and conceptualization of emotional intelligence are difficult to define. Efforts to measure emotional intelligence have identified three models that are more prominent: the mixed model, the ability model, and the trait model. The first is considered as cognitive skill, the second relates to the mixing of emotional skills with personality-related aspects and the latter is intertwined with personality traits. But, despite strong claims about the importance of emotional intelligence in the workplace, few studies have empirically examined the impact of emotional intelligence on organizational performance, because even though the concept of performance is at the heart of all evaluation processes of companies and organizations, we observe that performance remains a multidimensional concept and many authors insist about the vagueness that surrounds the concept. Given the above, this article provides an overview of the researches related to emotional intelligence, particularly focusing on studies that investigated the impact of emotional intelligence on organizational performance to contribute to the emotional intelligence literature and highlight its importance and show how it impacts companies’ performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emotions" title="emotions">emotions</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=intelligence" title=" intelligence"> intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=firms" title=" firms"> firms</a> </p> <a href="https://publications.waset.org/abstracts/118803/the-impact-of-emotional-intelligence-on-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/118803.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">108</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">2828</span> Leadership in the Era of AI: Growing Organizational Intelligence</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mark%20Salisbury">Mark Salisbury</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The arrival of artificially intelligent avatars and the automation they bring is worrying many of us, not only for our livelihood but for the jobs that may be lost to our kids. We worry about what our place will be as human beings in this new economy where much of it will be conducted online in the metaverse – in a network of 3D virtual worlds – working with intelligent machines. The Future of Leadership was written to address these fears and show what our place will be – the right place – in this new economy of AI avatars, automation, and 3D virtual worlds. But to be successful in this new economy, our job will be to bring wisdom to our workplace and the marketplace. And we will use AI avatars and 3D virtual worlds to do it. However, this book is about more than AI and the avatars that we will work with in the metaverse. It’s about building Organizational intelligence (OI) -- the capability of an organization to comprehend and create knowledge relevant to its purpose; in other words, it is the intellectual capacity of the entire organization. To increase organizational intelligence requires a new kind of knowledge worker, a wisdom worker, that requires a new kind of leadership. This book begins your story for how to become a leader of wisdom workers and be successful in the emerging wisdom economy. After this presentation, conference participants will be able to do the following: Recognize the characteristics of the new generation of wisdom workers and how they differ from their predecessors. Recognize that new leadership methods and techniques are needed to lead this new generation of wisdom workers. Apply personal and professional values – personal integrity, belief in something larger than yourself, and keeping the best interest of others in mind – to improve your work performance and lead others. Exhibit an attitude of confidence, courage, and reciprocity of sharing knowledge to increase your productivity and influence others. Leverage artificial intelligence to accelerate your ability to learn, augment your decision-making, and influence others.Utilize new technologies to communicate with human colleagues and intelligent machines to develop better solutions more quickly. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=metaverse" title="metaverse">metaverse</a>, <a href="https://publications.waset.org/abstracts/search?q=generative%20artificial%20intelligence" title=" generative artificial intelligence"> generative artificial intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=automation" title=" automation"> automation</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20intelligence" title=" organizational intelligence"> organizational intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=wisdom%20worker" title=" wisdom worker"> wisdom worker</a> </p> <a href="https://publications.waset.org/abstracts/183106/leadership-in-the-era-of-ai-growing-organizational-intelligence" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/183106.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">43</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">2827</span> Amazon and Its AI Features</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Leen%20Sulaimani">Leen Sulaimani</a>, <a href="https://publications.waset.org/abstracts/search?q=Maryam%20Hafiz"> Maryam Hafiz</a>, <a href="https://publications.waset.org/abstracts/search?q=Naba%20Ali"> Naba Ali</a>, <a href="https://publications.waset.org/abstracts/search?q=Roba%20Alsharif"> Roba Alsharif</a> </p> <p class="card-text"><strong>Abstract:</strong></p> One of Amazon’s most crucial online systems is artificial intelligence. Amazon would not have a worldwide successful online store, an easy and secure way of payment, and other services if it weren’t for artificial intelligence and machine learning. Amazon uses AI to expand its operations and enhance them by upgrading the website daily; having a strong base of artificial intelligence in a worldwide successful business can improve marketing, decision-making, feedback, and more qualities. Aiming to have a rational AI system in one’s business should be the start of any process; that is why Amazon is fortunate that they keep taking care of the base of their business by using modern artificial intelligence, making sure that it is stable, reaching their organizational goals, and will continue to thrive more each and every day. Artificial intelligence is used daily in our current world and is still being amplified more each day to reach consumer satisfaction and company short and long-term goals. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence" title="artificial intelligence">artificial intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=Amazon" title=" Amazon"> Amazon</a>, <a href="https://publications.waset.org/abstracts/search?q=business" title=" business"> business</a>, <a href="https://publications.waset.org/abstracts/search?q=customer" title=" customer"> customer</a>, <a href="https://publications.waset.org/abstracts/search?q=decision%20making" title=" decision making"> decision making</a> </p> <a href="https://publications.waset.org/abstracts/167535/amazon-and-its-ai-features" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/167535.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">109</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">2826</span> The Liability of Renewal: The Impact of Changes in Organizational Capability, Performance, Legitimacy and Pressure for Change </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alshehri%20Sultan">Alshehri Sultan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational change has remained an important subject for many researchers in the field of organizations theory. We propose the importance of organizational liability of renewal through a model that examines how an organization can overcome potential rigidities in organizational capabilities from learning by changing capabilities. We examine whether an established organization can overcome liability of renewal by changes in organizational capabilities and how the organizational renewal process reflect on the balance between the dynamic aspect of organizational learning as demonstrated by changes in capabilities and the stabilizing aspects of organizational inertia. We found both positive relationship between organizational learning and performance, and between legitimacy and performance. Performance and legitimacy have, however, a negative relationship on the pressure for change. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20capabilities" title="organizational capabilities">organizational capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20liability" title=" organizational liability"> organizational liability</a>, <a href="https://publications.waset.org/abstracts/search?q=liability%20of%20renewal" title=" liability of renewal"> liability of renewal</a>, <a href="https://publications.waset.org/abstracts/search?q=pressure%20for%20change" title=" pressure for change"> pressure for change</a> </p> <a href="https://publications.waset.org/abstracts/20295/the-liability-of-renewal-the-impact-of-changes-in-organizational-capability-performance-legitimacy-and-pressure-for-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20295.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">526</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">2825</span> The Effect of Organizational Commitment and Burn out on Organizational Cynicism: A Field Study in the Healthcare Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aykut%20Bed%C3%BCk">Aykut Bedük</a>, <a href="https://publications.waset.org/abstracts/search?q=Kemalettin%20Erye%C5%9Fil"> Kemalettin Eryeşil</a>, <a href="https://publications.waset.org/abstracts/search?q=Osman%20E%C5%9Fmen"> Osman Eşmen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study is to examine the relationship between organizational commitment which is defined as a strong belief in and acceptance of the organization’s goals and values, and burnout syndrome and organizational cynicism. Accordingly, a field research based on survey method was conducted on the employees of a health institution operating in the province of Konya. The findings of the research show that there is a positive statistically significant relationship between organizational cynicism and burnout while there is a negative statistically significant relationship between organizational commitment and burnout. Furthermore, it has been also realized that there is a negative and statistically significant relationship between organizational commitment and organizational cynicism. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=burnout" title="burnout">burnout</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20cynicism" title=" organizational cynicism"> organizational cynicism</a>, <a href="https://publications.waset.org/abstracts/search?q=healthcare%20management" title=" healthcare management"> healthcare management</a> </p> <a href="https://publications.waset.org/abstracts/38078/the-effect-of-organizational-commitment-and-burn-out-on-organizational-cynicism-a-field-study-in-the-healthcare-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38078.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">277</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2824</span> Ingratiation as a Moderator of the Impact of the Perception of Organizational Politics on Job Satisfaction</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Triana%20Fitriastuti">Triana Fitriastuti</a>, <a href="https://publications.waset.org/abstracts/search?q=Pipiet%20Larasatie"> Pipiet Larasatie</a>, <a href="https://publications.waset.org/abstracts/search?q=Alex%20Vanderstraten"> Alex Vanderstraten</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many scholars have demonstrated the negative impacts of the perception of organizational politics on organizational outcomes. The model proposed in this study analyzes the impact of the perception of organizational politics on job satisfaction. In the same way, ingratiation as a moderator variable is tested. We applied regression analysis to test the hypothesis. The findings of the current research, which was conducted with 240 employees in the public sector in Indonesia, show that the perception of organizational politics has a negative effect on job satisfaction. In contrast, ingratiation plays a role that fully moderates the relationship between organizational politics and organizational outcomes and changes the correlation between the perception of organizational politics on job satisfaction. Employees who use ingratiation as a coping mechanism tend to do so when they perceive a high degree of organizational politics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ingratiation" title="ingratiation">ingratiation</a>, <a href="https://publications.waset.org/abstracts/search?q=impression%20management" title=" impression management"> impression management</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=perception%20of%20organizational%20politics" title=" perception of organizational politics"> perception of organizational politics</a> </p> <a href="https://publications.waset.org/abstracts/134370/ingratiation-as-a-moderator-of-the-impact-of-the-perception-of-organizational-politics-on-job-satisfaction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/134370.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">153</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">2823</span> The Effect of Change Communication towards Commitment to Change through the Role of Organizational Trust</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Enno%20R.%20Farahzehan">Enno R. Farahzehan</a>, <a href="https://publications.waset.org/abstracts/search?q=Wustari%20L.%20Mangundjaya"> Wustari L. Mangundjaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational change is necessary to develop innovation and to compete with other competitors. Organizational changes were also made to defend the existence of the organization itself. Success in implementing organizational change consists of a variety of factors, one of which is individual (employee) who run changes. The employee must have the willingness and ability in carrying out the changes. Besides, employees must also have a commitment to change for creation of the successful organizational change. This study aims to execute the effect of change communication towards commitment to change through the role of organizational trust. The respondents of this study were employees who work in organizations, which have been or are currently running organizational changes. The data were collected using Change Communication, Commitment to Change, and Organizational Trust Inventory. The data were analyzed using regression. The result showed that there is an effect among change communication towards commitment to change which is higher when mediated by organizational trust. This paper will contribute to the knowledge and implications of organizational change, that shows change communication can affect commitment to change among employee if there is trust in the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change%20communication" title="change communication">change communication</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment%20to%20change" title=" commitment to change"> commitment to change</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20trust" title=" organizational trust"> organizational trust</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a> </p> <a href="https://publications.waset.org/abstracts/69139/the-effect-of-change-communication-towards-commitment-to-change-through-the-role-of-organizational-trust" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69139.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">341</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">2822</span> Maximizing the Efficiency of Knowledge Management Systems</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tori%20Reddy%20Dodla">Tori Reddy Dodla</a>, <a href="https://publications.waset.org/abstracts/search?q=Laura%20Ann%20Jones"> Laura Ann Jones</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this study was to propose strategies to improve the efficiency of Knowledge Management Systems (KMS). This study highlights best practices from various industries to create an overall summary of Knowledge Management (KM) and efficiency in organizational performance. Results indicated eleven best practices for maximizing the efficiency of organizational KMS that can be divided into four categories: Designing the KMS, Identifying Case Studies, Implementing the KMS, and Promoting adoption and usage. Our findings can be used as a foundation for scholars to conduct further research on KMS efficiency. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence" title="artificial intelligence">artificial intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20efficiency" title=" knowledge management efficiency"> knowledge management efficiency</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20systems" title=" knowledge management systems"> knowledge management systems</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a> </p> <a href="https://publications.waset.org/abstracts/165236/maximizing-the-efficiency-of-knowledge-management-systems" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165236.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">113</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">2821</span> Organizational Learning Strategies for Building Organizational Resilience</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Stephanie%20K.%20Douglas">Stephanie K. Douglas</a>, <a href="https://publications.waset.org/abstracts/search?q=Gordon%20R.%20Haley"> Gordon R. Haley</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations face increasing disruptions, changes, and uncertainties through the rapid shifts in the economy and business environment. A capacity for resilience is necessary for organizations to survive and thrive in such adverse conditions. Learning is an essential component of an organization's capability for building resilience. Strategic human resource management is a principal component of learning and organizational resilience. To achieve organizational resilience, human resource management strategies must support individual knowledge, skills, and ability development through organizational learning. This study aimed to contribute to the comprehensive knowledge of the relationship between strategic human resource management and organizational learning to build organizational resilience. The organizational learning dimensions of knowledge acquisition, knowledge distribution, knowledge interpretation, and organizational memory can be fostered through human resource management strategies and then aggregated to the organizational level to build resilience. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20development" title="human resource development">human resource development</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20resilience" title=" organizational resilience"> organizational resilience</a> </p> <a href="https://publications.waset.org/abstracts/155369/organizational-learning-strategies-for-building-organizational-resilience" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/155369.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">137</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2820</span> Analytics Capabilities and Employee Role Stressors: Implications for Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Divine%20Agozie">Divine Agozie</a>, <a href="https://publications.waset.org/abstracts/search?q=Muesser%20Nat"> Muesser Nat</a>, <a href="https://publications.waset.org/abstracts/search?q=Eric%20Afful-Dadzie"> Eric Afful-Dadzie</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This examination attempts an analysis of the effect of business intelligence and analytics (BI&A) capabilities on organizational role stressors and the implications of such an effect on performance. Two hundred twenty-eight responses gathered from seventy-six firms across Ghana were analyzed using the Partial Least Squares Structural Equation Modelling (PLS-SEM) approach to validate the hypothesized relationships identified in the research model. Findings suggest both endogenous and exogenous dependencies of the sensing capability on the multiple role requirements of personnel. Further, transforming capability increases role conflict, whereas driving capability of BI&A systems impacts role conflict and role ambiguity. This study poses many practical insights to firms seeking to acquire analytics capabilities to drive performance and data-driven decision-making. It is important for firms to consider balancing role changes and task requirements before implementing and post-implementation stages of BI&A innovations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence%20and%20analytics" title="business intelligence and analytics">business intelligence and analytics</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20capabilities%20view" title=" dynamic capabilities view"> dynamic capabilities view</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20stressors" title=" organizational stressors"> organizational stressors</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20equation%20modelling" title=" structural equation modelling"> structural equation modelling</a> </p> <a href="https://publications.waset.org/abstracts/160565/analytics-capabilities-and-employee-role-stressors-implications-for-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/160565.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">110</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">2819</span> The Role of Organizational Trust in the Relationship Between Organizational Justice and Organizational Citizenship Behaviors: A Case Study of Sport Organizations of Tehran Municipality</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tayebeh%20Zargar">Tayebeh Zargar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of the present research is to study the role of organizational trust in the relationship between organizational justice and organizational citizenship behaviors in sport organizations of Tehran Municipality. The method of this study is correlation and it is based on structural equation modeling. Among all staffs of sport organizations of Tehran Municipality, 150 staff members were selected through random sampling. The data gathering instrument of the study incorporated the Moorman’s (1999) Organizational Justice Questionnaire (OJQ), Ruder’s (2003) Trust Organizational Questionnaire (TOQ), and the Organizational Citizenship Behavior Scale (DiPaola, Tarter, & Hoy, 2005). SEM was utilized to analyze the data. Regarding the relationships between the variables presented in the model, the following results were obtained: organizational justice has significant direct positive effect on organizational trust (β=0.82), and organizational trust itself has significant direct positive effect on citizenship behavior (β=0.65). According to the results, making efforts in order to encourage staff members to participate more in organizational decision-making will influence their condition. Furthermore, paying more attention to organizational justice may cause the staff members to accept the organizational structure and respect the rules, volunteer in supporting the organizational resources, and have active participation in managing organization roles. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20trust" title="organizational trust">organizational trust</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20justice" title=" organizational justice"> organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behaviors" title=" organizational citizenship behaviors"> organizational citizenship behaviors</a>, <a href="https://publications.waset.org/abstracts/search?q=sport%20organizations" title=" sport organizations "> sport organizations </a> </p> <a href="https://publications.waset.org/abstracts/11458/the-role-of-organizational-trust-in-the-relationship-between-organizational-justice-and-organizational-citizenship-behaviors-a-case-study-of-sport-organizations-of-tehran-municipality" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11458.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">340</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2818</span> Relationship of Organizational Culture, Teacher Psychological Empowerment, and Organizational Citizenship Behavior in Universities in Bangkalan District</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Iqbal%20Abd.%20Muhbir%20Hadi%20Anam">Iqbal Abd. Muhbir Hadi Anam</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of the study is to discuss the relationship between organizational culture, teacher psychological empowerment, and organizational citizenship behavior at the University of Bangkalan District. The data was obtained using a survey of 100 respondents tested for validity and reliability. The analytical technique used is a hierarchical regression test. The results showed that the organizational culture of the university had a strong influence on the psychological empowerment of teachers and the psychological empowerment of teachers and that the organizational culture and psychological empowerment of teachers provided effective predictions of the psychological empowerment of the university. In addition, organizational culture directly or indirectly influences teachers' organizational citizenship behavior through psychological empowerment. Given these results, universities need to build an organizational culture that reflects the nature of the university. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20behavior" title="organizational behavior">organizational behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=teacher%20psychological%20empowerment" title=" teacher psychological empowerment"> teacher psychological empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=universities" title=" universities"> universities</a> </p> <a href="https://publications.waset.org/abstracts/145391/relationship-of-organizational-culture-teacher-psychological-empowerment-and-organizational-citizenship-behavior-in-universities-in-bangkalan-district" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/145391.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">206</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2817</span> Systems Intelligence in Management (High Performing Organizations and People Score High in Systems Intelligence)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Raimo%20P.%20H%C3%A4m%C3%A4l%C3%A4inen">Raimo P. Hämäläinen</a>, <a href="https://publications.waset.org/abstracts/search?q=Juha%20T%C3%B6rm%C3%A4nen"> Juha Törmänen</a>, <a href="https://publications.waset.org/abstracts/search?q=Esa%20Saarinen"> Esa Saarinen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Systems thinking has been acknowledged as an important approach in the strategy and management literature ever since the seminal works of Ackhoff in the 1970´s and Senge in the 1990´s. The early literature was very much focused on structures and organizational dynamics. Understanding systems is important but making improvements also needs ways to understand human behavior in systems. Peter Senge´s book The Fifth Discipline gave the inspiration to the development of the concept of Systems Intelligence. The concept integrates the concepts of personal mastery and systems thinking. SI refers to intelligent behavior in the context of complex systems involving interaction and feedback. It is a competence related to the skills needed in strategy and the environment of modern industrial engineering and management where people skills and systems are in an increasingly important role. The eight factors of Systems Intelligence have been identified from extensive surveys and the factors relate to perceiving, attitude, thinking and acting. The personal self-evaluation test developed consists of 32 items which can also be applied in a peer evaluation mode. The concept and test extend to organizations too. One can talk about organizational systems intelligence. This paper reports the results of an extensive survey based on peer evaluation. The results show that systems intelligence correlates positively with professional performance. People in a managerial role score higher in SI than others. Age improves the SI score but there is no gender difference. Top organizations score higher in all SI factors than lower ranked ones. The SI-tests can also be used as leadership and management development tools helping self-reflection and learning. Finding ways of enhancing learning organizational development is important. Today gamification is a new promising approach. The items in the SI test have been used to develop an interactive card game following the Topaasia game approach. It is an easy way of engaging people in a process which both helps participants see and approach problems in their organization. It also helps individuals in identifying challenges in their own behavior and in improving in their SI. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=gamification" title="gamification">gamification</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20competence" title=" management competence"> management competence</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=systems%20thinking" title=" systems thinking"> systems thinking</a> </p> <a href="https://publications.waset.org/abstracts/147157/systems-intelligence-in-management-high-performing-organizations-and-people-score-high-in-systems-intelligence" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147157.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">96</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2816</span> Perceived Organizational Justice, Trust and Employee Engagement in Bank Managers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seemal%20Mazhar%20Khan">Seemal Mazhar Khan</a>, <a href="https://publications.waset.org/abstracts/search?q=Tahira%20Mubashar"> Tahira Mubashar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present research aimed to investigate the relationship in perceived organizational justice, organizational trust and employee engagement in bank employees. It was hypothesized: there is likely to be a relationship in perceived organizational justices, organizational trust and employee engagement; perceived organizational justice and organizational trust are likely to predict employee engagement; there is likely to be effect of bank type and designation on perceived organizational justice, organizational trust and employee engagement. The sample consisted of 150 bank employees (50 from government, 50 from private and 50 from privatized banks) selected from different banks in Lahore, Pakistan. Correlational research design was used to conduct this study. Perceived Organizational Justices Questionnaire, Organizational Trust Questionnaire and Employee Engagement Scale were used for assessment. Pearson product moment correlation, hierarchical regression and multivariate analysis of covariance were applied. Results showed a positive significant relationship in perceived organizational justice and organizational engagement and there were also a positive significant relation between organizational trust and job and organizational engagement. Results showed that organizational trust predicts organizational engagement after controlling the effect of age, marital status and socio-economic status and there is a significant interaction effect of bank type and designation level on organizational trust in bank employees. The findings of the research can serve as a platform for the awareness of important antecedents of employee engagement and organizations can inculcate trust for better and improved engagement of its employees, thereby, enhancing the productivity of their employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=bank%20employees" title="bank employees">bank employees</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20engagement" title=" organizational engagement"> organizational engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20organizational%20justice" title=" perceived organizational justice"> perceived organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=trust" title=" trust"> trust</a> </p> <a href="https://publications.waset.org/abstracts/38155/perceived-organizational-justice-trust-and-employee-engagement-in-bank-managers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38155.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">397</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">2815</span> The Roles of Organizational Culture, Participative Leadership, Employee Satisfaction and Work Motivation Towards Organizational Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Inezia%20Aurelia">Inezia Aurelia</a>, <a href="https://publications.waset.org/abstracts/search?q=Soebowo%20Musa"> Soebowo Musa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many firms still fail to develop organizational agility. There are more than 40% of organizations think that they are low/not agile in facing market change. Organizational culture plays an important role in developing the organizations to be adaptive in order to manage the VUCA effectively. This study examines the relationships of organizational culture towards participative leadership, employee satisfaction, employee work motivation, organizational learning, and absorptive capacity in developing organizational agility in managing the VUCA environment. 263 employees located from international chemical-based company offices across the globe who have worked for more than three years were the respondents in this study. This study showed that organizational clan culture promotes the development of participative leadership, which it has an empowering effect on people in the organization resulting in employee satisfaction. The study also confirms the role of organizational culture in creating organizational behavior within the organization that fosters organizational learning, absorptive capacity, and organizational agility, while the study also found that the relationship between participative leadership and employee work motivation is not significant. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=absorptive%20capacity" title="absorptive capacity">absorptive capacity</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction" title=" employee satisfaction"> employee satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20work%20motivation" title=" employee work motivation"> employee work motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20agility" title=" organizational agility"> organizational agility</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=participative%20leadership" title=" participative leadership"> participative leadership</a> </p> <a href="https://publications.waset.org/abstracts/147908/the-roles-of-organizational-culture-participative-leadership-employee-satisfaction-and-work-motivation-towards-organizational-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147908.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">123</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2814</span> The Effect of Organizational Virtuousness on Nurses' Organizational Identification Level and Performance: The Mediating Role of Perceived Organizational Support</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Feride%20Eskin%20Bacaksiz">Feride Eskin Bacaksiz</a>, <a href="https://publications.waset.org/abstracts/search?q=Aytolan%20Yildirim"> Aytolan Yildirim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Practices voluntarily performed by organizations for their employees well-being, create an emotional imperative for employees in accordance with reciprocity norm. Changes in desired course occur in organizational outputs and attitudes towards organization among employees perceiving their organizations as virtuous and supportive. The aim of this study was to examine the effect of organizational virtuousness on performance and organizational identification levels of employees and mediating role of perceived organizational support in this relationship. The data of this descriptive and methodological study were collected from 336 nurses working in a public university hospital in 2015. Participant information form, Organizational Virtuousness, Perceived Organizational Support, Organizational Identification, and Employee Performance scales were used to collect the data. Descriptive, correlative, psychometric analyses and Structural Equation Modeling were performed for the data analysis. Most of the participants were female, under 30 years of age, graduated degrees and staff nurse. Mean scores obtained by the participants from scales were calculated as 3.43(SD=.99) for organizational virtuousness, 2.99 (SD=1.16) for perceived organizational support, 3.18 (SD=1.03) for organizational identification and 3.84 (SD=0.66) for employee performance. It was found that correlation between organizational virtuousness and employee performance regressed from r=0.64 to r=-0.01 and correlation between organizational virtuousness and organizational identification regressed from r=0.55 to r=-0.16 and became statistically non-significant (p < 0.05) via mediating role of perceived organizational support. According to the results, perceived organizational support assumes full mediation on the impact of organizational virtues of employee performance and organizational identification levels. Therefore, organizations, which intend to positively affect employees attitudes towards organization and their performance, should both extend organizational virtuous activities and affect perceptions of employees; whereas, employees should perceive that they are supported by their organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title="employee performance">employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20identification" title=" organizational identification"> organizational identification</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20virtuousness" title=" organizational virtuousness"> organizational virtuousness</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20organizational%20support" title=" perceived organizational support"> perceived organizational support</a> </p> <a href="https://publications.waset.org/abstracts/50435/the-effect-of-organizational-virtuousness-on-nurses-organizational-identification-level-and-performance-the-mediating-role-of-perceived-organizational-support" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50435.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">364</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2813</span> Correlation between Potential Intelligence Explanatory Study in the Perspective of Multiple Intelligence Theory by Using Dermatoglyphics and Culture Approaches </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Efnie%20Indrianie">Efnie Indrianie</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Potential Intelligence constitutes one essential factor in every individual. This intelligence can be a provision for the development of Performance Intelligence if it is supported by surrounding environment. Fingerprint analysis is a method in recognizing this Potential Intelligence. This method is grounded on pattern and number of finger print outlines that are assumed symmetrical with the number of nerves in our brain, in which these areas have their own function among another. These brain’s functions are later being transposed into intelligence components in accordance with the Multiple Intelligences theory. This research tested the correlation between Potential Intelligence and the components of its Performance Intelligence. Statistical test results that used Pearson correlation showed that five components of Potential Intelligence correlated with Performance Intelligence. Those five components are Logic-Math, Logic, Linguistic, Music, Kinesthetic, and Intrapersonal. Also, this research indicated that cultural factor had a big role in shaping intelligence. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=potential%20intelligence" title="potential intelligence">potential intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20intelligence" title=" performance intelligence"> performance intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=multiple%20intelligences" title=" multiple intelligences"> multiple intelligences</a>, <a href="https://publications.waset.org/abstracts/search?q=fingerprint" title=" fingerprint"> fingerprint</a>, <a href="https://publications.waset.org/abstracts/search?q=environment" title=" environment"> environment</a>, <a href="https://publications.waset.org/abstracts/search?q=brain" title=" brain"> brain</a> </p> <a href="https://publications.waset.org/abstracts/9449/correlation-between-potential-intelligence-explanatory-study-in-the-perspective-of-multiple-intelligence-theory-by-using-dermatoglyphics-and-culture-approaches" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9449.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">535</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">2812</span> Customer Data Analysis Model Using Business Intelligence Tools in Telecommunication Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Monica%20Lia">Monica Lia</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article presents a customer data analysis model using business intelligence tools for data modelling, transforming, data visualization and dynamic reports building. Economic organizational customer’s analysis is made based on the information from the transactional systems of the organization. The paper presents how to develop the data model starting for the data that companies have inside their own operational systems. The owned data can be transformed into useful information about customers using business intelligence tool. For a mature market, knowing the information inside the data and making forecast for strategic decision become more important. Business Intelligence tools are used in business organization as support for decision-making. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20analysis" title="customer analysis">customer analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence" title=" business intelligence"> business intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20warehouse" title=" data warehouse"> data warehouse</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20mining" title=" data mining"> data mining</a>, <a href="https://publications.waset.org/abstracts/search?q=decisions" title=" decisions"> decisions</a>, <a href="https://publications.waset.org/abstracts/search?q=self-service%20reports" title=" self-service reports"> self-service reports</a>, <a href="https://publications.waset.org/abstracts/search?q=interactive%20visual%20analysis" title=" interactive visual analysis"> interactive visual analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20dynamic%20dashboards" title=" and dynamic dashboards"> and dynamic dashboards</a>, <a href="https://publications.waset.org/abstracts/search?q=use%20cases%20diagram" title=" use cases diagram"> use cases diagram</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20modelling" title=" process modelling"> process modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=logical%20data%20model" title=" logical data model"> logical data model</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20mart" title=" data mart"> data mart</a>, <a href="https://publications.waset.org/abstracts/search?q=ETL" title=" ETL"> ETL</a>, <a href="https://publications.waset.org/abstracts/search?q=star%20schema" title=" star schema"> star schema</a>, <a href="https://publications.waset.org/abstracts/search?q=OLAP" title=" OLAP"> OLAP</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20universes" title=" data universes"> data universes</a> </p> <a href="https://publications.waset.org/abstracts/39914/customer-data-analysis-model-using-business-intelligence-tools-in-telecommunication-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39914.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">430</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">2811</span> Using Information Theory to Observe Natural Intelligence and Artificial Intelligence</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lipeng%20Zhang">Lipeng Zhang</a>, <a href="https://publications.waset.org/abstracts/search?q=Limei%20Li"> Limei Li</a>, <a href="https://publications.waset.org/abstracts/search?q=Yanming%20Pearl%20Zhang"> Yanming Pearl Zhang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper takes a philosophical view as axiom, and reveals the relationship between information theory and Natural Intelligence and Artificial Intelligence under real world conditions. This paper also derives the relationship between natural intelligence and nature. According to communication principle of information theory, Natural Intelligence can be divided into real part and virtual part. Based on information theory principle that Information does not increase, the restriction mechanism of Natural Intelligence creativity is conducted. The restriction mechanism of creativity reveals the limit of natural intelligence and artificial intelligence. The paper provides a new angle to observe natural intelligence and artificial intelligence. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=natural%20intelligence" title="natural intelligence">natural intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=artificial%20intelligence" title=" artificial intelligence"> artificial intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=creativity" title=" creativity"> creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20theory" title=" information theory"> information theory</a>, <a href="https://publications.waset.org/abstracts/search?q=restriction%20of%20creativity" title=" restriction of creativity"> restriction of creativity</a> </p> <a href="https://publications.waset.org/abstracts/43501/using-information-theory-to-observe-natural-intelligence-and-artificial-intelligence" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43501.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">2810</span> Organizational Innovations of the 20th Century as High Tech of the 21st: Evidence from Patent Data</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Valery%20Yakubovich">Valery Yakubovich</a>, <a href="https://publications.waset.org/abstracts/search?q=Shuping%20wu"> Shuping wu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organization theorists have long claimed that organizational innovations are nontechnological, in part because they are unpatentable. The claim rests on the assumption that organizational innovations are abstract ideas embodied in persons and contexts rather than in context-free practical tools. However, over the last three decades, organizational knowledge has been increasingly embodied in digital tools which, in principle, can be patented. To provide the first empirical evidence regarding the patentability of organizational innovations, we trained two machine learning algorithms to identify a population of 205,434 patent applications for organizational technologies (OrgTech) and, among them, 141,285 applications that use organizational innovations accumulated over the 20th century. Our event history analysis of the probability of patenting an OrgTech invention shows that ideas from organizational innovations decrease the probability of patent allowance unless they describe a practical tool. We conclude that the present-day digital transformation places organizational innovations in the realm of high tech and turns the debate about organizational technologies into the challenge of designing practical organizational tools that embody big ideas about organizing. We outline an agenda for patent-based research on OrgTech as an emerging phenomenon. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20innovation" title="organizational innovation">organizational innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20technology" title=" organizational technology"> organizational technology</a>, <a href="https://publications.waset.org/abstracts/search?q=high%20tech" title=" high tech"> high tech</a>, <a href="https://publications.waset.org/abstracts/search?q=patents" title=" patents"> patents</a>, <a href="https://publications.waset.org/abstracts/search?q=machine%20learning" title=" machine learning"> machine learning</a> </p> <a href="https://publications.waset.org/abstracts/150526/organizational-innovations-of-the-20th-century-as-high-tech-of-the-21st-evidence-from-patent-data" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/150526.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">122</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=organizational%20intelligence&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=organizational%20intelligence&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=organizational%20intelligence&page=4">4</a></li> <li class="page-item"><a class="page-link" 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