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organisational change</title> <meta name="description" content="Search results for: organisational change"> <meta name="keywords" content="organisational change"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="organisational change"> <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> 7147</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: organisational change</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7147</span> Organisational Change: The Impact on Employees and Organisational Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maureen%20Royce">Maureen Royce</a>, <a href="https://publications.waset.org/abstracts/search?q=Joshi%20Jariwala"> Joshi Jariwala</a>, <a href="https://publications.waset.org/abstracts/search?q=Sally%20Kah"> Sally Kah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Change is inevitable, but the change process is progressive. Organisational change is the process in which an organisation changes strategies, operational methods, systems, culture, and structure to affect something different in the organisation. This process can be continuous or developed over a period and driven by internal and external factors. Organisational change is essential if organisations are to survive in dynamic and uncertain environments. However, evidence from research shows that many change initiatives fail, leading to severe consequences for organisations and their resources. The complex models of third sector organisations, i.e., social enterprise, compounds the levels of change in these organisations. Interestingly, innovation is associated with a change in social enterprises due to the hybridity of product and service development. Furthermore, the creation of social intervention has offered a new process and outcomes to the lifecycle of change. Therefore, different forms of organisational innovation are developed, i.e., total, evolutionary, expansionary, and developmental, which affect the interventions of social enterprises. This raises both theoretical and business concerns on how the competing hybrid nature of social enterprises change, how change is managed, and the impact on these organisations. These perspectives present critical questions for further investigation. In this study, we investigate the impact of organisational change on employees and organisational development at DaDaFest –a disability arts organisation with a social focus based in Liverpool. The three main objectives are to explore the drivers of change and the implementation process; to examine the impact of organisational change on employees and; to identify barriers to organisation change and development. To address the preceding research objectives, qualitative research design is adopted using semi-structured interviews. Data is analysed using a six-step thematic analysis framework, which enables the study to develop themes depicting the impact of change on employees and organisational development. This study presents theoretical and practical contributions for academics and practitioners. The knowledge contributions encapsulate the evolution of change and the change cycle in a social enterprise. However, practical implications provide critical insights into the change management process and the impact of change on employees and organisational development. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20change" title="organisational change">organisational change</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20management" title=" change management"> change management</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20change%20system" title=" organisational change system"> organisational change system</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20enterprise" title=" social enterprise"> social enterprise</a> </p> <a href="https://publications.waset.org/abstracts/116881/organisational-change-the-impact-on-employees-and-organisational-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/116881.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">126</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7146</span> Organisational Blogging: Reviewing Its Effectiveness as an Organisational Learning Tool</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gavin%20J.%20Baxter">Gavin J. Baxter</a>, <a href="https://publications.waset.org/abstracts/search?q=Mark%20H.%20Stansfield"> Mark H. Stansfield</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper reviews the internal use of blogs and their potential effectiveness as organisational learning tools. Prior to and since the emergence of the concept of ‘Enterprise 2.0’ there still remains a lack of empirical evidence associated with how organisations are applying social media tools and whether they are effective towards supporting organisational learning. Surprisingly, blogs, one of the more traditional social media tools, still remains under-researched in the context of ‘Enterprise 2.0’ and organisational learning. The aim of this paper is to identify the theoretical linkage between blogs and organisational learning in addition to reviewing prior research on organisational blogging with a view towards exploring why this area remains under-researched and identifying what needs to be done to try and move the area forward. Through a review of the literature, one of the principal findings of this paper is that organisational blogs, dependent on their use, do have a mutual compatibility with the interpretivist aspect of organisational learning. This paper further advocates that further empirical work in this subject area is required to substantiate this theoretical assumption. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Enterprise%202.0" title="Enterprise 2.0">Enterprise 2.0</a>, <a href="https://publications.waset.org/abstracts/search?q=blogs" title=" blogs"> blogs</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20learning" title=" organisational learning"> organisational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20media%20tools" title=" social media tools"> social media tools</a> </p> <a href="https://publications.waset.org/abstracts/13669/organisational-blogging-reviewing-its-effectiveness-as-an-organisational-learning-tool" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13669.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">286</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7145</span> Organizational Management and Leadership</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Osman%20Yildiz">Osman Yildiz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As it is predicted 2559 years before there is nothing permanent except change. In our turbulent World, Organizations will always be faced with the challenge of determining the path that will always keep them on balance en route that will bring success. That means from top to bottom, every organisation is exposed to fight to stay afloat and compete while they face the continuous prospect of change in an increasingly competitive and globalized World. Otherwise, they would fail to realize their goals and targets, and ultimately would disappear. But the organizations that will celebrate success five or ten years from now will be the winners of the fight by having recognizing that planning the change was only the first step in the journey and put sufficient efforts into the task of leading change. Increasingly unpredictable and competitive organizational environments have put pressure on leaders across all industries to better manage the change. The key of establishing effective change and transformation in organisations lies on the steps taken before the change happens depending to the quality of the human sources; readiness for change, acknowledgement by management, prepared leaders, motivated employees, overcoming the resistance to change and ultimately adapting change into the organization. Due to these factors, leaders managing the organisational development can ensure organizations and employees to meet new performance targets, motivation and skills rapidly and effectively. Finally, this article will provide some tools for leaders, and discuss how to catch organisational development and manage the innovations in effective ways. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=managing%20the%20change" title="managing the change">managing the change</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20factor" title=" human factor"> human factor</a>, <a href="https://publications.waset.org/abstracts/search?q=leaders" title=" leaders"> leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=globalization" title=" globalization"> globalization</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20development" title=" organisational development"> organisational development</a> </p> <a href="https://publications.waset.org/abstracts/33113/organizational-management-and-leadership" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33113.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">275</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7144</span> Positioning Organisational Culture in Knowledge Management Research</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Said%20Al%20Saifi">Said Al Saifi </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper proposes a conceptual model for understanding the impact of organisational culture on knowledge management processes and their link with organisational performance. It is suggested that organisational culture should be assessed as a multi-level construct comprising artifacts, espoused beliefs and values, and underlying assumptions. A holistic view of organisational culture and knowledge management processes, and their link with organisational performance, is presented. A comprehensive review of previous literature was undertaken in the development of the conceptual model. Taken together, the literature and the proposed model reveal possible relationships between organisational culture, knowledge management processes, and organisational performance. Potential implications of organisational culture levels for the creation, sharing, and application of knowledge are elaborated. In addition, the paper offers possible new insight into the impact of organisational culture on various knowledge management processes and their link with organisational performance. A number of possible relationships between organisational culture factors, knowledge management processes, and their link with organisational performance were employed to examine such relationships. The research model highlights the multi-level components of organisational culture. These are: the artifacts, the espoused beliefs and values, and the underlying assumptions. Through a conceptualisation of the relationships between organisational culture, knowledge management processes, and organisational performance, the study provides practical guidance for practitioners during the implementation of knowledge management processes. The focus of previous research on knowledge management has been on understanding organisational culture from the limited perspective of promoting knowledge creation and sharing. This paper proposes a more comprehensive approach to understanding organisational culture in that it draws on artifacts, espoused beliefs and values, and underlying assumptions, and reveals their impact on the creation, sharing, and application of knowledge which can affect overall organisational performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20application" title="knowledge application">knowledge application</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20creation" title=" knowledge creation"> knowledge creation</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title=" organisational culture"> organisational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20performance" title=" organisational performance"> organisational performance</a> </p> <a href="https://publications.waset.org/abstracts/21000/positioning-organisational-culture-in-knowledge-management-research" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21000.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">576</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7143</span> A Qualitative Exploration of the Strategic Management of Employee Resistance to Organisational Change</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muneeb%20Banday">Muneeb Banday</a>, <a href="https://publications.waset.org/abstracts/search?q=Anukriti%20Dixit"> Anukriti Dixit</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Change in organizations is viewed as a conversion process of the organizational functioning. One of the crucial elements of this conversion process is the employee resistance to organizational change. The existing literature on change resistance has generally treated resistance as a barrier or an opportunity for successful implementation of change. However, there is little empirical research exploring how resistance to change is managed. This may be partially due to difficulty in getting information on resistance to change. The top management does not divulge such information to avoid negative evaluation whereas employees face huge risk in sharing information related to resistance. The focus of the study is to understand how the organization under study dealt with the employee resistance to change. The conversion process is a story of how the organization went from one stage to another. We used narrative approach to change. Data was collected data through company visits and interviews. The interviews were transcribed, coded, and themes were identified. We focused on the strands that left huge scope for alternative interpretations than the dominant narrative of change prevalent in the organization. The study reveals that the top management strategically uses the legitimacy of leadership, roles of key employees, and rationality of change to manage resistance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20resistance" title="employee resistance">employee resistance</a>, <a href="https://publications.waset.org/abstracts/search?q=legitimacy%20of%20leadership" title=" legitimacy of leadership"> legitimacy of leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=narrative%20analysis" title=" narrative analysis"> narrative analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20change" title=" organisational change"> organisational change</a> </p> <a href="https://publications.waset.org/abstracts/77240/a-qualitative-exploration-of-the-strategic-management-of-employee-resistance-to-organisational-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/77240.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">273</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">7142</span> Delivery of Sustainable Construction in South Africa – Assessing the Roles of Organisational Leadership</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ayodeji%20Emmanuel%20Oke">Ayodeji Emmanuel Oke</a>, <a href="https://publications.waset.org/abstracts/search?q=Mathew%20O.%20Ikuabe"> Mathew O. Ikuabe</a>, <a href="https://publications.waset.org/abstracts/search?q=Clinton%20O.%20Aigbavboa"> Clinton O. Aigbavboa</a>, <a href="https://publications.waset.org/abstracts/search?q=Douglas%20O.%20Aghimien"> Douglas O. Aghimien</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The call for sustainable construction has received significant drive in recent time considering the overwhelming impacts of its adoption. However, not much has been deliberated on this subject with regards to the roles of organisational leadership in delivering sustainable construction. To this end, the study empirically scrutinised the roles of organisational leadership in delivering sustainable construction. The study adopted a quantitative approach while construction professionals formed the population of the study. A well-articulated questionnaire was used in eliciting responses from the respondents, while appropriate methods of data analysis were used. Findings from the study depicted that the major role of organisational leadership in the delivery of sustainable construction is acting as sustainability integrators. Equally revealed are the internal and external factors affecting organisational leadership in delivering sustainable construction. The study concluded by emphasizing the core roles for delivering sustainable construction by organisational leadership and further recommended that sustainable construction should serve as a prominent and focal organisation goal by organisational leadership when steering the organisation towards meeting its objectives <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20leadership" title="organisational leadership">organisational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20delivery" title=" project delivery"> project delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=roles" title=" roles"> roles</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20construction" title=" sustainable construction"> sustainable construction</a> </p> <a href="https://publications.waset.org/abstracts/144045/delivery-of-sustainable-construction-in-south-africa-assessing-the-roles-of-organisational-leadership" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/144045.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">123</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7141</span> The Mediating Effect of Individual Readiness for Change in the Relationship between Organisational Culture and Individual Commitment to Change </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20Haffar">Mohamed Haffar</a>, <a href="https://publications.waset.org/abstracts/search?q=Lois%20Farquharson"> Lois Farquharson</a>, <a href="https://publications.waset.org/abstracts/search?q=Gbola%20Gbadamosi"> Gbola Gbadamosi</a>, <a href="https://publications.waset.org/abstracts/search?q=Wafi%20Al-Karaghouli"> Wafi Al-Karaghouli</a>, <a href="https://publications.waset.org/abstracts/search?q=Ramadane%20Djbarni"> Ramadane Djbarni</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A few recent research studies and mostly conceptual in nature have paid attention to the relationship between organizational culture (OC), individual readiness for change (IRFC) and individual affective commitment to change (IACC). Surprisingly enough, there is a lack of empirical studies investigating the influence of all four OC types on IRFC and IACC. Moreover, there is a very limited research investigating the mediating role of individual readiness for change between OC types and individual affective commitment to change. Therefore, this study is proposed to fill this gap by providing empirical evidence leading to advancement in the understanding of direct and indirect influences of OC on individual affective commitment to change. To achieve this, a questionnaire based survey was developed and self-administered to 226 middle managers in Algerian manufacturing organizations (AMOs). The results of this study indicated that group culture and adhocracy culture positively affect the IACC. Furthermore, the findings of this study show support for the mediating roles of self-efficacy and personally valence in the relationship between OC and IACC. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=individual%20readiness%20for%20change" title="individual readiness for change">individual readiness for change</a>, <a href="https://publications.waset.org/abstracts/search?q=individual%20commitment%20to%20change" title=" individual commitment to change"> individual commitment to change</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title=" organisational culture"> organisational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing%20organisations" title=" manufacturing organisations"> manufacturing organisations</a> </p> <a href="https://publications.waset.org/abstracts/24908/the-mediating-effect-of-individual-readiness-for-change-in-the-relationship-between-organisational-culture-and-individual-commitment-to-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24908.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">503</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">7140</span> Building Organisational Culture That Stimulates Creativity and Innovation </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ala%20Hanetite">Ala Hanetite </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this article is to present, by means of a model, the determinants of organisational culture which influence creativity and innovation. A literature study showed that a model, based on the open systems theory and the work of Schein, can offer a holistic approach in describing organisational culture. The relationship between creativity, innovation and culture is discussed in this context. Against the background of this model, the determinants of organisational culture were identified. The determinants are strategy, structure, support mechanisms, behaviour that encourages innovation, and open communication. The influence of each determinant on creativity and innovation is discussed. Values, norms and beliefs that play a role in creativity and innovation can either support or inhibit creativity and innovation depending on how they influence individual and group behaviour. This is also explained in the article. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=attitudes" title="attitudes">attitudes</a>, <a href="https://publications.waset.org/abstracts/search?q=creativity" title=" creativity"> creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title=" organisational culture"> organisational culture</a> </p> <a href="https://publications.waset.org/abstracts/14816/building-organisational-culture-that-stimulates-creativity-and-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14816.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">591</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7139</span> Framework for Developing Change Team to Maximize Change Initiative Success</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Z.%20Ansari">Mohammad Z. Ansari</a>, <a href="https://publications.waset.org/abstracts/search?q=Lisa%20Brodie"> Lisa Brodie</a>, <a href="https://publications.waset.org/abstracts/search?q=Marilyn%20Goh"> Marilyn Goh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Change facilitators are individuals who utilize change philosophy to make a positive change to organizations. The application of change facilitators can be seen in various change models; Lewin, Lippitt, etc. The facilitators within numerous change models are considered as internal/external consultants. Whilst most of the scholarly paper considers change facilitation as a consensus attempt to improve organization, there is a lack of a framework that develops both the organization and the change facilitator creating a self-sustaining change environment. This research paper introduces the development of the framework for change Leaders, Planners, and Executers (LPE), aiming at various organizational levels (Process, Departmental, and Organisational). The LPE framework is derived by exploring interrelated characteristics between facilitator(s) and the organization through qualitative research for understanding change management techniques and facilitator(s) behavioral aspect from existing Change Management models and Organisation behavior works of literature. The introduced framework assists in highlighting and identify the most appropriate change team to successfully deliver the change initiative within any organization (s). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change%20initiative" title="change initiative">change initiative</a>, <a href="https://publications.waset.org/abstracts/search?q=LPE%20framework" title=" LPE framework"> LPE framework</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20facilitator%28s%29" title=" change facilitator(s)"> change facilitator(s)</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20change" title=" sustainable change"> sustainable change</a> </p> <a href="https://publications.waset.org/abstracts/126523/framework-for-developing-change-team-to-maximize-change-initiative-success" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/126523.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">196</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">7138</span> The Delone and McLean Model: A Review and Reconceptualisation for Explaining Organisational IS Success</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Probir%20Kumar%20Banerjee">Probir Kumar Banerjee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Though the revised DeLone and McLean (DM) model of IS success is found to be effective at the individual level of analysis, there is lack of consensus in regard to its effectiveness at the organisational level. This research reviews the DM model in the light of business/IT alignment theory and supporting literature, and suggests its reconceptualization. Specifically, arguments are made for augmenting it with business process quality. Business process quality, it is argued, captures the effect of intent to use, use and user satisfaction interactions, thus eliminating the need to capture their interaction effects in explaining organisational IS success. It is also argued that ‘operational performance’ driven by systems and business process quality, and higher order measures of organisational performance tied to operational performance are appropriate measures of ‘net benefit’. Suggestions are made for reconceptualisation of the other constructs and an adapted model of organisational IS success is proposed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20IS%20success" title="organisational IS success">organisational IS success</a>, <a href="https://publications.waset.org/abstracts/search?q=business%2FIT%20alignment" title=" business/IT alignment"> business/IT alignment</a>, <a href="https://publications.waset.org/abstracts/search?q=systems%20quality" title=" systems quality"> systems quality</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20quality" title=" business process quality"> business process quality</a>, <a href="https://publications.waset.org/abstracts/search?q=operational%20performance" title=" operational performance"> operational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=market%20performance" title=" market performance"> market performance</a> </p> <a href="https://publications.waset.org/abstracts/39428/the-delone-and-mclean-model-a-review-and-reconceptualisation-for-explaining-organisational-is-success" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39428.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">395</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7137</span> Sustainable Practices through Organizational Internal Factors among South African Construction Firms</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Oluremi%20I.%20Bamgbade">Oluremi I. Bamgbade</a>, <a href="https://publications.waset.org/abstracts/search?q=Oluwayomi%20Babatunde"> Oluwayomi Babatunde</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Governments and nonprofits have been in the support of sustainability as the goal of businesses especially in the construction industry because of its considerable impacts on the environment, economy, and society. However, to measure the degree to which an organisation is being sustainable or pursuing sustainable growth can be difficult as a result of the clear sustainability strategy required to assume their commitment to the goal and competitive advantage. This research investigated the influence of organisational culture and organisational structure in achieving sustainable construction among South African construction firms. A total of 132 consultants from the nine provinces in South Africa participated in the survey. The data collected were initially screened using SPSS (version 21) while Partial Least Squares Structural Equation Modeling (PLS-SEM) algorithm and bootstrap techniques were employed to test the hypothesised paths. The empirical evidence also supported the hypothesised direct effects of organisational culture and organisational structure on sustainable construction. Similarly, the result regarding the relationship between organisational culture and organisational structure was supported. Therefore, construction industry can record a considerable level of construction sustainability and establish suitable cultures and structures within the construction organisations. Drawing upon organisational control theory, these findings supported the view that these organisational internal factors have a strong contingent effect on sustainability adoption in construction project execution. The paper makes theoretical, practical and methodological contributions within the domain of sustainable construction especially in the context of South Africa. Some limitations of the study are indicated, suggesting opportunities for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title="organisational culture">organisational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20structure" title=" organisational structure"> organisational structure</a>, <a href="https://publications.waset.org/abstracts/search?q=South%20African%20construction%20firms" title=" South African construction firms"> South African construction firms</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20construction" title=" sustainable construction"> sustainable construction</a> </p> <a href="https://publications.waset.org/abstracts/61109/sustainable-practices-through-organizational-internal-factors-among-south-african-construction-firms" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/61109.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">288</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7136</span> Knowledge and Organisational Success: Developing a Scale of Knowledge Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20Almohammedali">Mohammed Almohammedali</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Edgar"> David Edgar</a>, <a href="https://publications.waset.org/abstracts/search?q=Duncan%20Peter"> Duncan Peter</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this exploratory research is to further understand how organisations can evaluate their activities, which generate knowledge creation, to meet changing stakeholder expectations. A Scale of Knowledge (SoK) Framework is proposed which links knowledge management and organisational activities to changing stakeholder expectations. The framework was informed by the knowledge management literature, as well as empirical work conducted via a single case study of a multi-site hospital organisation in Saudi Arabia. Eight in-depth semi-structured interviews were conducted with managers from across the organisation regarding current and future stakeholder expectations, organisational strategy/activities and knowledge management. Data were analysed using thematic analysis and a hierarchical value map technique to identify activities that can produce further knowledge and consequently impact on how stakeholder expectations are met. The SoK Framework developed may be useful to practitioners as an analytical aid to determine if current organisational activities produce organisational knowledge which helps them meet (increasingly higher levels of) stakeholder expectations. The limitations of the research and avenues for future development of the proposed framework are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20creation" title="knowledge creation">knowledge creation</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20knowledge" title=" organisational knowledge"> organisational knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=analytical%20aid" title=" analytical aid"> analytical aid</a>, <a href="https://publications.waset.org/abstracts/search?q=stakeholders" title=" stakeholders"> stakeholders</a> </p> <a href="https://publications.waset.org/abstracts/23627/knowledge-and-organisational-success-developing-a-scale-of-knowledge-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23627.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">433</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7135</span> Making Sense of Adversity Triggers Using Organisational Resilience, a Systematic Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Luke%20McGowan">Luke McGowan</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Pickernell"> David Pickernell</a>, <a href="https://publications.waset.org/abstracts/search?q=Martini%20Battisti"> Martini Battisti</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, Adversity Triggers were explored through the lens of Organisational Resilience. Adversity Triggers are contextualized by temporal factors, thus, naturally aligning to Resilience literature. Resilience has been chosen as the theoretical framework as risk management approaches are often not geared towards providing meaningful responses to high-impact, low-probability events. Adversity Triggers and Organisational Resilience both consider temporal factors which enabled investigation of each phase of recovery. A systematic literature was employed to assess previous literature and define further areas of research. The systematic literature review method was chosen to catalogue and identify gaps in current literature. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=adversity%20triggers" title="adversity triggers">adversity triggers</a>, <a href="https://publications.waset.org/abstracts/search?q=crisis" title=" crisis"> crisis</a>, <a href="https://publications.waset.org/abstracts/search?q=extreme%20events" title=" extreme events"> extreme events</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20resilience" title=" organisational resilience"> organisational resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=resilience" title=" resilience"> resilience</a> </p> <a href="https://publications.waset.org/abstracts/148209/making-sense-of-adversity-triggers-using-organisational-resilience-a-systematic-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148209.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">147</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">7134</span> An Analysis of Employee Attitudes to Organisational Change Management Practices When Adopting New Technologies Within the Architectural, Engineering, and Construction Industry: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hannah%20O%27Sullivan">Hannah O'Sullivan</a>, <a href="https://publications.waset.org/abstracts/search?q=Esther%20Quinn"> Esther Quinn</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: The Architectural, Engineering, and Construction (AEC) industry has historically struggled to adapt to change. Although the ability to innovate and successfully implement organizational change has been demonstrated to be critical in achieving a sustainable competitive advantage in the industry, many AEC organizations continue to struggle when affecting organizational change. One prominent area of organizational change that presents many challenges in the industry is the adoption of new forms of technology, for example, Building Information Modelling (BIM). Certain Organisational Change Management (OCM) practices have been proven to be effective in supporting organizations to adopt change, but little research has been carried out on diverging employee attitudes to change relative to their roles within the organization. The purpose of this research study is to examine how OCM practices influence employee attitudes to change when adopting new forms of technology and to analyze the diverging employee perspectives within an organization on the importance of different OCM strategies. Methodology: Adopting an interview-based approach, a case study was carried out on a large-sized, prominent Irish construction organization who are currently adopting a new technology platform for its projects. Qualitative methods were used to gain insight into differing perspectives on the utilization of various OCM practices and their efficacy when adopting a new form of technology on projects. Change agents implementing the organizational change gave insight into their intentions with the technology rollout strategy, while other employees were interviewed to understand how this rollout strategy was received and the challenges that were encountered. Findings: The results of this research study are currently being finalized. However, it is expected that employees in different roles will value different OCM practices above others. Findings and conclusions will be determined within the coming weeks. Value: This study will contribute to the body of knowledge relating to the introduction of new technologies, including BIM, to AEC organizations. It will also contribute to the field of organizational change management, providing insight into methods of introducing change that will be most effective for different employees based on their roles and levels of experience within the industry. The focus of this study steers away from traditional studies of the barriers to adopting BIM in its first instance at an organizational level and centers on the direct effect on employees when a company changes the technology platform being used. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=architectural" title="architectural">architectural</a>, <a href="https://publications.waset.org/abstracts/search?q=engineering" title=" engineering"> engineering</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20construction%20%28AEC%29%20industry" title=" and construction (AEC) industry"> and construction (AEC) industry</a>, <a href="https://publications.waset.org/abstracts/search?q=Building%20Information%20Modelling" title=" Building Information Modelling"> Building Information Modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=case%20study" title=" case study"> case study</a>, <a href="https://publications.waset.org/abstracts/search?q=challenges" title=" challenges"> challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20perspectives" title=" employee perspectives"> employee perspectives</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20change%20management." title=" organisational change management."> organisational change management.</a> </p> <a href="https://publications.waset.org/abstracts/182061/an-analysis-of-employee-attitudes-to-organisational-change-management-practices-when-adopting-new-technologies-within-the-architectural-engineering-and-construction-industry-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/182061.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">69</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">7133</span> The Influence of Organisational Culture on the Implementation of Enterprise Resource Planning</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Redha%20M.%20Elhuni">Redha M. Elhuni</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The critical key success factors, which have to be targeted with appropriate change management, are the user acceptance and support of a new Enterprise Resource Planning (ERP) system at the early implementation stages. This becomes even more important in Arab context where national and organisational culture with a different value and belief system, resulting in different management styles, might not complement with Western business culture embedded in the predefined standard business processes of existing ERP packages. This study explains and critically evaluates research into national and organizational culture and the influence of different national cultures on the implementation and reengineering process of ERP packages in an Arab context. Using a case study, realized through a quantitative survey testing five of Martinsons’s and Davison’s propositions in a Libyan sample company, confirmed the expected results from the literature review that culture has an impact on the implementation process and that employee empowerment is an unavoidable consequence of an ERP implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=enterprise%20resource%20planning" title="enterprise resource planning">enterprise resource planning</a>, <a href="https://publications.waset.org/abstracts/search?q=ERP%20systems" title=" ERP systems"> ERP systems</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title=" organisational culture"> organisational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=Arab%20context" title=" Arab context"> Arab context</a> </p> <a href="https://publications.waset.org/abstracts/53626/the-influence-of-organisational-culture-on-the-implementation-of-enterprise-resource-planning" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/53626.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">316</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7132</span> Municipal Employees’ Perceptions of Fairness of Human Resource Management Practices and Employee Organisational Commitment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lineo%20Dzansi">Lineo Dzansi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> South African government has been mandated by the Constitution (Act 108 of 1996) to deliver basic services to all who live in it. However, service delivery has always been marred with much criticism and citizens’ dissatisfaction regarding the quality of services rendered to them. This is evidenced by public protests that are common in South Africa lately which they are mostly alleged to link with failure by the government through various municipalities to meet citizens’ service delivery expectations. Municipalities render services through people. People management plays a crucial role in influencing employee and organisational performance and it thus needs to be conducted in a fair and just manner. Literature confirms that there is a relationship between organisational justice perceptions and employee behaviour, and that positive or negative justice perceptions can have an influence on employee attitudes, commitment to their jobs and organisation. The nature of the attachments formed by individuals to their employing organisations depends on the manner in which the organisation treats them. This implies that Municipal employees’ commitment could be linked to fair or unfair perceptions of Human Resource Management practices within their organisations. Unfortunately, the political nature of municipal environment could be a fertile ground for appointments of people based on political affiliation as a reward for political patronage rather than on merit. This paper seeks to investigate the relationship between municipal employees’ perceptions of fairness of Human Resource Management practices and employee commitment from the organisational justice point of view. Research on organisational justice has shown that employees’ organisational justice perceptions link directly with job satisfaction and employee organisational commitment. Quantitative research methods were employed to collect and analyse data from selected managerial and non-managerial municipal employees within selected municipalities in Free State Province of South Africa. Employee commitment has positive relationships with HRM practices at the .05 and .01 levels of significance – indicating that the higher the levels of HRM practices in municipal employees the higher the organisational commitment of employees. Therefore, it is concluded that organisational commitment of municipal employees (EOC) is positively related to their perceptions of fairness of HRM practices (PHF) of municipalities. In other words, fair HRM practices of municipalities promote organisational commitment in municipal employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20Justice" title="organisational Justice">organisational Justice</a>, <a href="https://publications.waset.org/abstracts/search?q=HRM%20practices" title=" HRM practices"> HRM practices</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20organisational%20commitment" title=" employee organisational commitment"> employee organisational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20attitudes" title=" employee attitudes"> employee attitudes</a> </p> <a href="https://publications.waset.org/abstracts/166600/municipal-employees-perceptions-of-fairness-of-human-resource-management-practices-and-employee-organisational-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/166600.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">73</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7131</span> Organisational Disclosure: Threats to Individuals' Privacy</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=N.%20A.%20Badrul">N. A. Badrul </a> </p> <p class="card-text"><strong>Abstract:</strong></p> People are concerned that they are vulnerable as a result of what is exposed about them on the internet. Users are increasingly aware of their privacy and are making various efforts to protect their personal information. However, besides individuals themselves, organisations are also exposing personal information of their staff to the general public by publishing it on their official website. This practice may put individuals at risk and particularly vulnerable to threats. This preliminary study explores explicitly the amount and types of personal information disclosure from organisational websites. Threats and risks related to the disclosures are discussed. In general, all the examined organisational websites discloses personal information with varies identifiable degree of data. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=personal%20information" title="personal information">personal information</a>, <a href="https://publications.waset.org/abstracts/search?q=privacy" title=" privacy"> privacy</a>, <a href="https://publications.waset.org/abstracts/search?q=e-government" title=" e-government"> e-government</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20disclosure" title=" information disclosure"> information disclosure</a> </p> <a href="https://publications.waset.org/abstracts/8541/organisational-disclosure-threats-to-individuals-privacy" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/8541.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">318</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7130</span> The Evaluation of the Restructuring Process in Nursing Services by Nurses</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bilgen%20%C3%96zl%C3%BCk">Bilgen Özlük</a>, <a href="https://publications.waset.org/abstracts/search?q=%C3%9Clk%C3%BC%20Baykal"> Ülkü Baykal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study was conducted with the aim of determining the evaluations of nurses directed at the restructuring process carried out in the nursing services of a private hospital, and reveal how they have been affected by this process, in an integrated manner between a prospective approach and methods of quantitative and qualitative research, and as a comparative study, comparing the changes over a period of three years. The sample for the study is comprised of all of the nurses employed at a private hospital, and data has been collected from 17 nurses (a total of 30 interviews) for the qualitative part 377 nurses in 2013 and 429 nurses in 2014 for the quantitative part. As vehicles of data collection, the study used a form directed at identifying the changes in the organisational and management structure of the hospital, a nurses' interview form, a questionnaire identifying the personal and occupational characteristics of the nurses, the "Minnesota Job Satisfaction Scale", the "Organisational Citizenship Behaviour Scale" and the "Organisational Trust Scale". Qualitative data by researchers, quantitative data was analysed using number and percentage tests, a t-test, and ANOVA, progressive analysis Tukey and regression tests. While in the qualitative part of the study the nurses stated in the first year of the restructuring that they were satisfied with their relationship with top level management, the increases in salaries and changes in the working environment such as the increase in the number of staff, in later years, they stated that there had been a fall in their satisfaction levels due to reasons such as nursing services instead of nurse practitioners in a position they are not satisfied that the director, nursing services outside the nursing profession appointment of persons to positions of management and the lack of appropriate training and competence of these persons, increases in the burden of work, insufficient salaries and the lack of a difference in the salaries of senior and more junior staff. On the other hand, in the quantitative part, it was found that there was no difference in the levels of job satisfaction and organisational trust in any of the two years, that as the level of organisational trust increased the level of job satisfaction also increased, and that as the levels of job satisfaction and organisational trust a positive impact on organisational citizenship behaviour also increased. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=services" title="services">services</a>, <a href="https://publications.waset.org/abstracts/search?q=nursing%20management" title=" nursing management"> nursing management</a>, <a href="https://publications.waset.org/abstracts/search?q=re-structuring" title=" re-structuring"> re-structuring</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20citizenship%20behaviour" title=" organisational citizenship behaviour"> organisational citizenship behaviour</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20trust" title=" organisational trust"> organisational trust</a> </p> <a href="https://publications.waset.org/abstracts/46045/the-evaluation-of-the-restructuring-process-in-nursing-services-by-nurses" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46045.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">356</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7129</span> The Effect of Culture and Managerial Practices on Organizational Leadership Towards Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anyia%20Nduka">Anyia Nduka</a>, <a href="https://publications.waset.org/abstracts/search?q=Aslan%20Bin%20Amad%20Senin"> Aslan Bin Amad Senin</a>, <a href="https://publications.waset.org/abstracts/search?q=Ayu%20Azrin%20Bte%20Abdul%20Aziz"> Ayu Azrin Bte Abdul Aziz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A management practice characterised by a value chain as its relatively flexible culture is replacing the old bureaucratic model of organisational practice that was built on dominance. Using a management practice fruition paradigm, the study delves into the implications of organisational culture and leadership. Developing a theory of leadership called the “cultural model” of organisational leadership by explaining how the shift from bureaucracy to management practises altered the roles and interactions of leaders. This model is well-grounded in leadership theory, considering the concept's adaptability to different leadership ideologies. In organisations where operational procedures and borders are not clearly defined, hierarchies are flattened, and work collaborations are sometimes based on contracts rather than employment. This cultural model of organizational leadership is intended to be a useful tool for predicting how effectively a leader will perform. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20practices" title=" management practices"> management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=efficiency" title=" efficiency"> efficiency</a> </p> <a href="https://publications.waset.org/abstracts/177762/the-effect-of-culture-and-managerial-practices-on-organizational-leadership-towards-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/177762.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">84</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7128</span> Leadership Process Model: A Way to Provide Guidance in Dealing with the Key Challenges Within the Organisation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rawaa%20El%20Ayoubi">Rawaa El Ayoubi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many researchers, academics and practitioners have developed leadership theories during the 20th century. This substantial effort has built more leadership theories, generating considerable organisational research on leadership models in contemporary literature. This paper explores the stages and drivers of leadership theory evolution based on the researcher’s personal conclusions and review of leadership theories. The purpose of this paper is to create a Leadership Process Model (LPM) that can provide guidance in dealing with the key challenges within the organisation. This integrative model of organisational leadership is based on inner meaning, leader values and vision. It further addresses the relationships between leadership theory, practice and development, exploring why challenges exist within the field of leadership theory and how these challenges can be mitigated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20challenges" title="leadership challenges">leadership challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20process%20model" title=" leadership process model"> leadership process model</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20%7Ctheories" title=" leadership |theories"> leadership |theories</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20leadership" title=" organisational leadership"> organisational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=paradigm%20development" title=" paradigm development"> paradigm development</a> </p> <a href="https://publications.waset.org/abstracts/169511/leadership-process-model-a-way-to-provide-guidance-in-dealing-with-the-key-challenges-within-the-organisation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/169511.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">77</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7127</span> Improving Knowledge Management Practices in the South African Healthcare System</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kgabo%20H.%20Badimo">Kgabo H. Badimo</a>, <a href="https://publications.waset.org/abstracts/search?q=Sheryl%20Buckley"> Sheryl Buckley</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge is increasingly recognised in this, the knowledge era, as a strategic resource, by public sector organisations, in view of the public sector reform initiatives. People and knowledge play a vital role in attaining improved organisational performance and high service quality. Many government departments in the public sector have started to realise the importance of knowledge management in streamlining their operations and processes. This study focused on knowledge management in the public healthcare service organisations, where the concept of service provider competitiveness pales to insignificance, considering the huge challenges emanating from the healthcare and public sector reforms. Many government departments are faced with challenges of improving organisational performance and service delivery, improving accountability, making informed decisions, capturing the knowledge of the aging workforce, and enhancing partnerships with stakeholders. The purpose of this paper is to examine the knowledge management practices of the Gauteng Department of Health in South Africa, in order to understand how knowledge management practices influence improvement in organisational performance and healthcare service delivery. This issue is explored through a review of literature on dominant views on knowledge management and healthcare service delivery, as well as results of interviews with, and questionnaire responses from, the general staff of the Gauteng Department of Health. Web-based questionnaires, face-to-face interviews and organisational documents were used to collect data. The data were analysed using both the quantitative and qualitative methods. The central question investigated was: To what extent can the conditions required for successful knowledge management be observed, in order to improve organisational performance and healthcare service delivery in the Gauteng Department of Health. The findings showed that the elements of knowledge management capabilities investigated in this study, namely knowledge creation, knowledge sharing and knowledge application, have a positive, significant relationship with all measures of organisational performance and healthcare service delivery. These findings thus indicate that by employing knowledge management principles, the Gauteng Department of Health could improve its ability to achieve its operational goals and objectives, and solve organisational and healthcare challenges, thereby improving organisational. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=Healthcare%20Service%20%0D%0ADelivery" title=" Healthcare Service Delivery"> Healthcare Service Delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20healthcare" title=" public healthcare"> public healthcare</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20sector" title=" public sector"> public sector</a> </p> <a href="https://publications.waset.org/abstracts/14643/improving-knowledge-management-practices-in-the-south-african-healthcare-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14643.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">271</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">7126</span> A Critical Discourse Analysis of Intersectionality, the Ideal Worker and the Professionalized UK Non-Profit Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nicola%20Bentham">Nicola Bentham</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Drawing on the concept of the Ideal Worker and Intersectionality as a Critical Social theory, this research examines to what extent minority ethnic female workers are excluded from the Ideal Worker concept in non-profits, specifically whilst these organizations undergo change to become more professionalized. Critical Discourse Analysis was used to analyse semi-structured interviews from 21 workers, including minority ethnic female, male and non-binary workers, who all represent a range of job roles across the non-profit sector (e.g., trustees, consultants, fundraisers, recruiters, Human Resource (HR), Equity, Diversity and Inclusion (EDI) professionals, etc.). Organizational literature, which provides the symbolic capital for the Ideal Worker concept within this sector and used by these workers within career development and recruitment practices, was further examined. Non-profits present an interesting context of tensions, given their historical ethos of philanthropic social change, whilst changing their present-day organisational practices to reflect the professionalized for-profit sector. This research aims to examine the technologies of inclusion that are used to validate the Ideal Worker concept and the tensions between the projected organisational rhetoric advocating for societal change and those internalized organizational practices that perpetuate workplace inequalities for minority ethnic females. In doing so, this research will provide an insight into the interplay between inclusion, performativity and underrepresentation; examining whether the latter can improve. This research contributes to the call for action regarding effective inclusion practices within non-profit organizations by advocating the use of a critical framework to be incorporated within organizational equity and inclusion strategies; thereby enabling effective sector-wide representation for minoritized workers. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=critical%20discourse%20analysis" title="critical discourse analysis">critical discourse analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=professionalization" title=" professionalization"> professionalization</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a>, <a href="https://publications.waset.org/abstracts/search?q=ideal%20worker" title=" ideal worker"> ideal worker</a>, <a href="https://publications.waset.org/abstracts/search?q=non-profit" title=" non-profit"> non-profit</a>, <a href="https://publications.waset.org/abstracts/search?q=third%20sector" title=" third sector"> third sector</a>, <a href="https://publications.waset.org/abstracts/search?q=charity" title=" charity"> charity</a>, <a href="https://publications.waset.org/abstracts/search?q=intersectionality" title=" intersectionality"> intersectionality</a>, <a href="https://publications.waset.org/abstracts/search?q=inclusion" title=" inclusion"> inclusion</a>, <a href="https://publications.waset.org/abstracts/search?q=minority%20ethnic%20female" title=" minority ethnic female"> minority ethnic female</a> </p> <a href="https://publications.waset.org/abstracts/172960/a-critical-discourse-analysis-of-intersectionality-the-ideal-worker-and-the-professionalized-uk-non-profit-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/172960.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">59</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7125</span> Exploring the Relationship between Organisational Identity and Value Systems: Reflecting on the Values-Crafting Process in a Multi-National Organisation within the Entertainment Industry </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dieter%20Veldsman">Dieter Veldsman</a>, <a href="https://publications.waset.org/abstracts/search?q=Theo%20Heyns%20Veldsman"> Theo Heyns Veldsman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The knowledge economy demands an organisation that is flexible, adaptable and able to navigate the ever-changing environment. This fast-paced environment has however resulted in an organizational landscape that battles to engage employees, retain top talent and create meaningful work for its members. In the knowledge economy, the concept of organizational identity has become an important consideration as organisations aim to create a compelling and inviting narrative for all stakeholders across the business value chain. Values are often seen as the behavioural framework that informs organisational culture, yet often values are perceived to be inauthentic and misaligned with the true character or identity of the organisation and how it is perceived by different role players. This paper focuses on exploring the relationship between organisational identity and value systems by focusing on a case study within a multi-national organisation within South Africa. The paper evaluates the implementation of mixed methods OD approach that gathered collaborative inputs of more than 4500 employees who participated in crafting the newly established values system post a retrenchment process. The paper will evaluate the relationship between the newly crafted value system and the identity of the organisation as described by various internal and external stakeholders in order to explore potential alignment, dissonance and key insights into understanding the relationship between organisational identity and values. The case study will be reported from the perspective of an OD consultant who supported the transformation process over a period of 8 months and aims to provide key insights into values and identity alignment within knowledge economy organisations. From a practical perspective, the paper provides insights into how values are created, perceived and lived within organisations and the impact on employee engagement and culture. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=culture" title="culture">culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20development" title=" organisational development"> organisational development</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20identity" title=" organisational identity"> organisational identity</a>, <a href="https://publications.waset.org/abstracts/search?q=values" title=" values"> values</a> </p> <a href="https://publications.waset.org/abstracts/59224/exploring-the-relationship-between-organisational-identity-and-value-systems-reflecting-on-the-values-crafting-process-in-a-multi-national-organisation-within-the-entertainment-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59224.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">310</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7124</span> Investigating the Impact of Job-Related and Organisational Factors on Employee Engagement: An Emotionally Relevant Approach Based on Psychological Climate and Organisational Emotional Intelligence (OEI)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nuno%20Da%20Camara">Nuno Da Camara</a>, <a href="https://publications.waset.org/abstracts/search?q=Victor%20Dulewicz"> Victor Dulewicz</a>, <a href="https://publications.waset.org/abstracts/search?q=Malcolm%20Higgs"> Malcolm Higgs</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Factors on employee engagement: In particular, although theorists have described the critical role of emotional cognition of the workplace environment as antecedents to employee engagement, empirical research on the impact of emotional cognition on employee engagement is limited. However, previous researchers have typically provided evidence of the link between emotional cognition of the workplace environment and workplace attitudes such as job satisfaction and organisational commitment. This study therefore aims to investigate the impact of emotional cognition of job, role, leader and organisation domains of the work environment – as represented by measures of psychological climate and organizational emotional intelligence (OEI) - on employee engagement. The research is based on a quantitative cross-sectional survey of employees in a UK charity organization (n=174). The research instruments applied include the psychological climate scale, the organisational emotional intelligence questionnaire (OEIQ) and the Utrecht Work Engagement Scale (UWES). The data were analysed using hierarchical regression and partial least squares (PLS) analytical techniques. The results of the study show that both psychological climate and OEI, which represent emotional cognition of job, role, leader and organisation domains in the workplace are significant drivers of employee engagement. In particular, the study found that a sense of contribution and challenge at work are the strongest drivers of vigour, dedication and absorption and highlights the importance of emotionally relevant approaches in furthering our understanding of workplace engagement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title="employee engagement">employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20emotional%20intelligence" title=" organisational emotional intelligence"> organisational emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20climate" title=" psychological climate"> psychological climate</a>, <a href="https://publications.waset.org/abstracts/search?q=workplace%20attitudes" title=" workplace attitudes"> workplace attitudes</a> </p> <a href="https://publications.waset.org/abstracts/23879/investigating-the-impact-of-job-related-and-organisational-factors-on-employee-engagement-an-emotionally-relevant-approach-based-on-psychological-climate-and-organisational-emotional-intelligence-oei" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23879.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">505</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7123</span> Impact of Individual Resilience on Organizational Resilience: An Exploratory Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mitansha">Mitansha</a>, <a href="https://publications.waset.org/abstracts/search?q=Suzanne%20Wilkinson"> Suzanne Wilkinson</a>, <a href="https://publications.waset.org/abstracts/search?q=Regan%20Potangaroa"> Regan Potangaroa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The built environment is designed, maintained, operated, and decommissioned by construction organisations, which play a significant role in providing physical resources and rebuilding infrastructures during major crises and disasters. It is evident that enhancing the resilience of construction organisations allows better responding ability and speedy recovery from disasters and acts as a boon for the nation in the face of significant disruptions. As individuals are the integral component of any organisation, hence, individual resilience is considered a critical aspect, which may boost organisational resilience of construction sector. It has been observed that individual resilience is indirectly supported by organisation’s citizenship behaviour, job performance, and career success. Not only this, it also tends to hold a directly proportional relation with job satisfaction, physical and emotional well-being affected by organisation’s work culture, whereas the resilience of organisation increases as a result of positive adaption, growth and collective learning of the employees as an entity. Moreover, indicators like Situation awareness in staff and crisis related issues, effective vulnerability management, organisational leadership and culture ensured by approachable, encouraging and people-oriented leaders, are prominent for achieving organisational resilience. It, thus, becomes perceptible that both, organisational and individual resiliencies have the potential to influence each other. Consequently, it arises a major question that how these characteristics are associated and tend to behave with respect to each other The study, thus, aims to explore the overlapping dimensions of organisational and individual resilience to determine the impact boundaries. The research methodology of the paper would be based on systematic literature review specifically focused on the resilience of construction industry. This would provide a direct comparison of characteristics influencing individual and organisational resilience and will present the most significant indicators of individual resilience, that can eventually help to enhance the resilience of construction organisations amidst any disaster or crisis. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=construction%20industry" title="construction industry">construction industry</a>, <a href="https://publications.waset.org/abstracts/search?q=individual%20resilience" title=" individual resilience"> individual resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20resilience" title=" organizational resilience"> organizational resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=overlapping%20dimension" title=" overlapping dimension"> overlapping dimension</a> </p> <a href="https://publications.waset.org/abstracts/163020/impact-of-individual-resilience-on-organizational-resilience-an-exploratory-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163020.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">102</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">7122</span> An Exploration of Organisational Elements on Social Media Platforms Based Knowledge Sharing: The Case of Higher Education Institutions in Malaysia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nor%20Erlissa%20Abd%20Aziz">Nor Erlissa Abd Aziz</a>, <a href="https://publications.waset.org/abstracts/search?q=R.%20M.%20U.%20S.%20Udagedara"> R. M. U. S. Udagedara</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Sharifi"> S. Sharifi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Managing and sharing knowledge has been a broadly satisfactory strategy to most of the organisations. Harnessing the power of knowledge supported the organisations to gain a competitive advantage over their competitors. Along with the invention of social media, knowledge sharing process has been more efficient and comfortable. Numerous researches have been conducted to investigate the effect of social media platforms for public and academic use. Furthermore, knowledge sharing, in general, have been subject to considerable n research, but research on sharing knowledge in Higher Education Institutions (HEIs) is rare. Also, it is noted that still there is a gap related to the organisational elements that contribute to the successful knowledge sharing through social media platforms. Thus, this research aims to investigate organisational elements that influence the social media platform based knowledge sharing within the context of Malaysian Higher Education Institutions (HEIs). The research used qualitative research methods to get an in-depth understanding of the subject matter. The conclusions of this study are based on interpreting the results of semi-structured interviews with academic staff from various Malaysian HEIs from the public and private sectors. Documents review will supplement the data from the interviews, and this ensures triangulation of the responses and thus increase the validity of the research. This research contributes to the literature by investigating an in-depth understanding the role of organisational elements about the social media platform based knowledge sharing in nourishing knowledge and spreading it to become better HEIs in utilising their knowledge. The proposed framework which identifies the organisational elements influences of social media platform based knowledge sharing will present as the main contribution of this research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title="knowledge sharing">knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20media" title=" social media"> social media</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20and%20knowledge%20management" title=" knowledge and knowledge management"> knowledge and knowledge management</a> </p> <a href="https://publications.waset.org/abstracts/79875/an-exploration-of-organisational-elements-on-social-media-platforms-based-knowledge-sharing-the-case-of-higher-education-institutions-in-malaysia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/79875.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">205</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">7121</span> Positive Disruption: Towards a Definition of Artist-in-Residence Impact on Organisational Creativity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Denise%20Bianco">Denise Bianco</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Several studies on innovation and creativity in organisations emphasise the need to expand horizons and take on alternative and unexpected views to produce something new. This paper theorises the potential impact artists can have as creative catalysts, working embedded in non-artistic organisations. It begins from an understanding that in today's ever-changing scenario, organisations are increasingly seeking to open up new creative thinking through deviant behaviours to produce innovation and that art residencies need to be critically revised in this specific context in light of their disruptive potential. On the one hand, this paper builds upon recent contributions made on workplace creativity and related concepts of deviance and disruption. Research suggests that creativity is likely to be lower in work contexts where utter conformity is a cardinal value and higher in work contexts that show some tolerance for uncertainty and deviance. On the other hand, this paper draws attention to Artist-in-Residence as a vehicle for epistemic friction between divergent and convergent thinking, which allows the creation of unparalleled ways of knowing in the dailiness of situated and contextualised social processes. In order to do so, this contribution brings together insights from the most relevant theories on organisational creativity and unconventional agile methods such as Art Thinking and direct insights from ethnographic fieldwork in the context of embedded art residencies within work organisations to propose a redefinition of Artist-in-Residence and their potential impact on organisational creativity. The result is a re-definition of embedded Artist-in-Residence in organisational settings from a more comprehensive, multi-disciplinary, and relational perspective that builds on three focal points. First the notion that organisational creativity is a dynamic and synergistic process throughout which an idea is framed by recurrent activities subjected to multiple influences. Second, the definition of embedded Artist-in-Residence as an assemblage of dynamic, productive relations and unexpected possibilities for new networks of relationality that encourage the recombination of knowledge. Third, and most importantly, the acknowledgment that embedded residencies are, at the very essence, bi-cultural knowledge contexts where creativity flourishes as the result of open-to-change processes that are highly relational, constantly negotiated, and contextualised in time and space. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=artist-in-residence" title="artist-in-residence">artist-in-residence</a>, <a href="https://publications.waset.org/abstracts/search?q=convergent%20and%20divergent%20%20thinking" title=" convergent and divergent thinking"> convergent and divergent thinking</a>, <a href="https://publications.waset.org/abstracts/search?q=creativity" title=" creativity"> creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=creative%20friction" title=" creative friction"> creative friction</a>, <a href="https://publications.waset.org/abstracts/search?q=deviance%20and%20creativity" title=" deviance and creativity"> deviance and creativity</a> </p> <a href="https://publications.waset.org/abstracts/155729/positive-disruption-towards-a-definition-of-artist-in-residence-impact-on-organisational-creativity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/155729.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">97</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">7120</span> Juxtaposing South Africa’s Private Sector and Its Public Service Regarding Innovation Diffusion, to Explore the Obstacles to E-Governance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Petronella%20Jonck">Petronella Jonck</a>, <a href="https://publications.waset.org/abstracts/search?q=Freda%20van%20der%20Walt"> Freda van der Walt</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Despite the benefits of innovation diffusion in the South African public service, implementation thereof seems to be problematic, particularly with regard to e-governance which would enhance the quality of service delivery, especially accessibility, choice, and mode of operation. This paper reports on differences between the public service and the private sector in terms of innovation diffusion. Innovation diffusion will be investigated to explore identified obstacles that are hindering successful implementation of e-governance. The research inquiry is underpinned by the diffusion of innovation theory, which is premised on the assumption that innovation has a distinct channel, time, and mode of adoption within the organisation. A comparative thematic document analysis was conducted to investigate organisational differences with regard to innovation diffusion. A similar approach has been followed in other countries, where the same conceptual framework has been used to guide document analysis in studies in both the private and the public sectors. As per the recommended conceptual framework, three organisational characteristics were emphasised, namely the external characteristics of the organisation, the organisational structure, and the inherent characteristics of the leadership. The results indicated that the main difference in the external characteristics lies in the focus and the clientele of the private sector. With regard to organisational structure, private organisations have veto power, which is not the case in the public service. Regarding leadership, similarities were observed in social and environmental responsibility and employees’ attitudes towards immediate supervision. Differences identified included risk taking, the adequacy of leadership development, organisational approaches to motivation and involvement in decision making, and leadership style. Due to the organisational differences observed, it is recommended that differentiated strategies be employed to ensure effective innovation diffusion, and ultimately e-governance. It is recommended that the results of this research be used to stimulate discussion on ways to improve collaboration between the mentioned sectors, to capitalise on the benefits of each sector. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=E-governance" title="E-governance">E-governance</a>, <a href="https://publications.waset.org/abstracts/search?q=ICT" title=" ICT"> ICT</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation%20diffusion" title=" innovation diffusion"> innovation diffusion</a>, <a href="https://publications.waset.org/abstracts/search?q=comparative%20analysis" title=" comparative analysis"> comparative analysis</a> </p> <a href="https://publications.waset.org/abstracts/36376/juxtaposing-south-africas-private-sector-and-its-public-service-regarding-innovation-diffusion-to-explore-the-obstacles-to-e-governance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36376.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">354</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7119</span> Intra and International Collaborations as Important Factors of Organisational Innovation of Government Agencies in STI Ecosystem in ASEAN </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Salinthip%20Thipayang">Salinthip Thipayang</a>, <a href="https://publications.waset.org/abstracts/search?q=Achara%20Chandrachai"> Achara Chandrachai</a>, <a href="https://publications.waset.org/abstracts/search?q=Rath%20Pichyangkura"> Rath Pichyangkura</a>, <a href="https://publications.waset.org/abstracts/search?q=Sukree%20Sinthupinyo"> Sukree Sinthupinyo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Most of the well-known frameworks and tools to measure and compare organisational innovation of the public or government agencies have been designed and used in the developed economies such as the EU, Nordic Region, Australia, and South Korea. This project is one of the very first attempts to develop a measurement tool to adequately measure the organisational (administrative) innovation of the government agencies in the developing economies in ASEAN. New measurement framework with the components including the intra and international collaborations of these government agencies to other private, public and academic sectors were added to the proposed measurement framework. Questionnaires and in-depth interviews with the experts and the middle to top executives of the participating public agencies in the ASEAN member states were conducted to determine the suitability and develop the indicators that should be included in the measurement model. The results showed that intra and international collaborations of these government organisations to other agencies in the public, private and academic sectors can lead to new changes and greatly impact the ways in which these government agencies in the ASEAN STI ecosystem are operated and administered. Government organisations in less developing countries in ASEAN are ready and willing to learn from their counterparts in other more advanced countries and adjust their internal management to be more innovative and to better handle international collaborative projects and commitments. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20innovation" title="organisational innovation">organisational innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=administrative%20innovation" title=" administrative innovation"> administrative innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=government%20agencies" title=" government agencies"> government agencies</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20agencies" title=" public agencies"> public agencies</a>, <a href="https://publications.waset.org/abstracts/search?q=ASEAN%20science%20technology%20and%20innovation%20ecosystem" title=" ASEAN science technology and innovation ecosystem"> ASEAN science technology and innovation ecosystem</a>, <a href="https://publications.waset.org/abstracts/search?q=international%20collaborations" title=" international collaborations"> international collaborations</a> </p> <a href="https://publications.waset.org/abstracts/65505/intra-and-international-collaborations-as-important-factors-of-organisational-innovation-of-government-agencies-in-sti-ecosystem-in-asean" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/65505.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">385</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">7118</span> A Study of Relationship between Leadership Style and Organisational Culture in Private Organisations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shreya%20Sirohi">Shreya Sirohi</a>, <a href="https://publications.waset.org/abstracts/search?q=Vineeta%20Sirohi"> Vineeta Sirohi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the 21st century, the nature of work has become quite complex and dynamic, and in response to this, the organizational culture continues to change and develop new perspectives. Organizational culture and leadership are important elements of any organization. Organization’s performance and success to a large extent, depend upon these two factors. The ability of a leader lies in confronting with the challenge of evolving and adapting the culture of the organization as per the situational demands. Leadership and organizational culture are conceptually intertwined. Leadership is a key ingredient for the successful transformation of any organization, and a favorable organizational culture helps to motivate the employees towards their work. Organizational culture and leadership style plays a crucial role in achieving the specified objectives of an organization. The harmony between culture and leader within organization undoubtedly affects relationships, processes, and employee performance. The present investigation aimed to study the Leadership style and Organisational Culture of private organizations and the relationship between the two. The study was carried out on a sample of 100 employees from five private organizations located in the cities of Gurgaon and Delhi in India. The data was collected by employing organisational culture profile and multifactor leadership questionnaire. The findings of the study indicate that the selected organizations had dominant transformation leadership style, whereas the organizational culture varied from one organization to another. However, technocratic culture was found to be prominent, followed by entrepreneurial organizational culture. A low positive correlation was found between leadership style and organizational culture. The transformational leaders have a positive and significant relationship with employee’s satisfaction, productivity, and organization’s culture. The leaders practicing transformational leadership style inspire their followers, are innovative and are aware of their needs as well as of their followers. Such leadership style has a positive impact both on employees and working culture. Employees of such organization are able to come up with innovative ideas and are efficient in handling situations and making effective decisions. However, low correlation is self indicative of the fact that a single leadership style or a single culture type alone cannot contribute solely towards the growth of an organization. There is a need to blend the culture types and leadership styles suiting the needs of the organization. Organisational culture represents the deeper values and beliefs of the employees and influences organizational performance; hence, the leader has a crucial role to play in creating and managing organizational culture in aligning to the requirements of the present era of competitiveness, globalization and technological advancement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title="leadership style">leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=technocratic" title=" technocratic"> technocratic</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational" title=" transformational"> transformational</a> </p> <a href="https://publications.waset.org/abstracts/112543/a-study-of-relationship-between-leadership-style-and-organisational-culture-in-private-organisations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/112543.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">138</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=organisational%20change&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=organisational%20change&page=3">3</a></li> <li class="page-item"><a class="page-link" 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