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organization</title> <meta name="description" content="Search results for: organization"> <meta name="keywords" content="organization"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler 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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="organization"> <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> 2419</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: organization</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2419</span> Organization’s Ethics, Job Performance Satisfaction and Effects on Employees’ Engagement and Commitment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anunya%20Thanasrisuebwong">Anunya Thanasrisuebwong</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research paper aimed to find out how was the ethical climate in an organization and job performance satisfaction of employees affected employees’ engagement and commitment by using the case study of PTT Exploration and Production Public Company Limited, Thailand. The population of this research was 4,383 Thai employees of PTTEP, Thailand. From a total of 420 questionnaires sent out, 345 respondents replied. The statistics utilized was mean score and Multiple Regression Analysis. The findings revealed that the respondents had opinion towards ethical climate of their organization, job performance satisfaction and organization engagement and commitment at a high level. The test of hypothesis disclosed the determinant attributes of job performance satisfaction that affected the respondents’ overall level of organization engagement and commitment. The set of these determinant attributes consisted of employees’ responsibilities for duties, organization’s policies and practice, relationship with organization’s commanders, work security and stability, job description, career path and relationship with colleagues. These variables were able to predict the employees’ organization engagement and commitment at 50.6 percent. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ethical%20climate%20in%20organization" title="ethical climate in organization">ethical climate in organization</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20performance%20satisfaction" title=" job performance satisfaction"> job performance satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20engagement" title=" organization engagement"> organization engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment" title=" commitment"> commitment</a> </p> <a href="https://publications.waset.org/abstracts/8134/organizations-ethics-job-performance-satisfaction-and-effects-on-employees-engagement-and-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/8134.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">285</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2418</span> Ontology as Knowledge Capture Tool in Organizations: A Literature Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maria%20Margaretha">Maria Margaretha</a>, <a href="https://publications.waset.org/abstracts/search?q=Dana%20Indra%20Sensuse"> Dana Indra Sensuse</a>, <a href="https://publications.waset.org/abstracts/search?q=Lukman"> Lukman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge capture is a step in knowledge life cycle to get knowledge in the organization. Tacit and explicit knowledge are needed to organize in a path, so the organization will be easy to choose which knowledge will be use. There are many challenges to capture knowledge in the organization, such as researcher must know which knowledge has been validated by an expert, how to get tacit knowledge from experts and make it explicit knowledge, and so on. Besides that, the technology will be a reliable tool to help the researcher to capture knowledge. Some paper wrote how ontology in knowledge management can be used for proposed framework to capture and reuse knowledge. Organization has to manage their knowledge, process capture and share will decide their position in the business area. This paper will describe further from literature review about the tool of ontology that will help the organization to capture its knowledge. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20capture" title="knowledge capture">knowledge capture</a>, <a href="https://publications.waset.org/abstracts/search?q=ontology" title=" ontology"> ontology</a>, <a href="https://publications.waset.org/abstracts/search?q=technology" title=" technology"> technology</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/20921/ontology-as-knowledge-capture-tool-in-organizations-a-literature-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20921.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">606</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">2417</span> The Effects of Organizational Apologies for Some Members’ Annoying Behavior on Other Members’ Appraisal of Their Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chikae%20Isobe">Chikae Isobe</a>, <a href="https://publications.waset.org/abstracts/search?q=Toshihiko%20Souma"> Toshihiko Souma</a>, <a href="https://publications.waset.org/abstracts/search?q=Yoshiya%20Furukawa"> Yoshiya Furukawa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In Japan, an organization is sometimes asked for responsibility and apology toward the organization for the annoying behavior of employees, even though the behavior is not relevant to the organization. Our studies have repeatedly shown that it is important for organizational evaluation to organization propose compensatory behavior for such annoying behavior, even though the behavior is not relevant to the organization. In this study, it was examined how such an organizational response (apology) was likely to evaluate by members of the organization who were not related to the annoying behavior. Three independent variables were manipulated that is organization emotion (guilt and shame), compensation (proposal or not), and the relation between organization and the annoying behavior (relate or not). And the effects of organizational identity (high and low) were also examined. We conducted an online survey for 240 participants through a crowdsourcing company. Participants were asked to imagine a situation in which an incident in which some people in your company did not return an important document that they borrowed privately (vs. at work) became the topic of discussion, and the company responded. For the analysis,189 data (111 males and 78 females, mean age = 40.6) were selected. The results of ANOVA of 2 by2 on organizational appraisal, perceived organizational responsibility, and so on were conducted. Organization appraisal by members was also higher when the organization proposed compensatory behavior. In addition, when the annoying behavior was related to their work (than no related), for those who were high in organization identity (than low), organization appraisal was high. The interaction between relatedness and organizational identity was significant. Differences in relatedness between the organization and annoying behavior were significant in those with low organizational identity but not in those with high organizational identity. When the organization stated not taking compensatory action, members were more likely to perceive the organization as responsible for the annoying behavior. However, the interaction results indicated this tendency was limited to when the annoying behavior was not related to the organization. Furthermore, it tended to be perceived as responsible for the organization when the organization made a statement that felt shame for the annoying behavior not related to the organization and would compensate for the annoying behavior. These results indicate that even members of the organization do not consider the organization's compensatory actions to be unjustified. In addition, because those with high organizational identity perceived the organization to be responsible when it showed strong remorse (shame and compensation), they would be a tendency to make judgments that are consistent with organizational judgments. It would be considered that the Japanese have the norm that even if the organization is not at fault for a member's disruptive behavior, it should respond to it. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=appraisal%20for%20organization" title="appraisal for organization">appraisal for organization</a>, <a href="https://publications.waset.org/abstracts/search?q=annoying%20behavior" title=" annoying behavior"> annoying behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=group%20shame%20and%20guilt" title=" group shame and guilt"> group shame and guilt</a>, <a href="https://publications.waset.org/abstracts/search?q=compensation" title=" compensation"> compensation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20apologies" title=" organizational apologies"> organizational apologies</a> </p> <a href="https://publications.waset.org/abstracts/150878/the-effects-of-organizational-apologies-for-some-members-annoying-behavior-on-other-members-appraisal-of-their-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/150878.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">2416</span> Identifying Organizational Culture to Implement Knowledge Management: Case Study of BKN, Indonesia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maria%20Margaretha">Maria Margaretha</a>, <a href="https://publications.waset.org/abstracts/search?q=Elin%20Cahyaningsih"> Elin Cahyaningsih</a>, <a href="https://publications.waset.org/abstracts/search?q=Dana%20Indra%20Sensuse%20Lukman"> Dana Indra Sensuse Lukman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> One of key success an organization can be seen from its culture. Employee, environment, and so on are factors for organization to achieve goals and build a competitive advantage. Type of organizational culture can be a guide to implementing Knowledge Management (KM) in organization especially in BKN. Culture will determine behavior of employees or environment to support KM. This paper describes the process to decide which culture does organization belong and suggestion and creating strategic moves in the future to implement KM. OCAI (Organizational Culture Assessment Instrument) and its framework (Competing Value Framework) were used to decide the type of organizational culture. To implement KM in organization, clan is an appropriate culture, because clan culture represent cultural values and leader type to implement a successful KM. Result of the measurement will be references for BKN to improve organization culture to achieve its goals and organization effectiveness. <p class="card-text"><strong>Keywords:</strong> <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=government" title=" government"> government</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=OCAI" title=" OCAI"> OCAI</a> </p> <a href="https://publications.waset.org/abstracts/20923/identifying-organizational-culture-to-implement-knowledge-management-case-study-of-bkn-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20923.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">621</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">2415</span> The Role of Education (Tarbiyyah) in the Religio-Political Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhaimin%20Bin%20Sulam">Muhaimin Bin Sulam</a>, <a href="https://publications.waset.org/abstracts/search?q=Abdul%20Mutalib%20Embong"> Abdul Mutalib Embong</a>, <a href="https://publications.waset.org/abstracts/search?q=Azelin%20Mohamed%20Noor"> Azelin Mohamed Noor</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper presents the reinvention of the role of education <em>(tarbiyyah</em>) in the social influence of organizations focusing on the sustainability of a specific religio-political organization. The objective of the paper is to describe how the position secured by education could transform the organization while maintaining its objective and vision. The study employed the qualitative approach that involves data from conducted interviews. An analysis on the role political leaders play in educating the organization in the context of ideological struggle is also analyzed. The process description also evaluates how education could intellectualize its followers and members which inspires them to submit to their leaders and the organization. This extensive cultivation of religio-political doctrine could offer a new interpretation on politics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=religiopolitical%20organization" title="religiopolitical organization">religiopolitical organization</a>, <a href="https://publications.waset.org/abstracts/search?q=Malaysia" title=" Malaysia"> Malaysia</a>, <a href="https://publications.waset.org/abstracts/search?q=education%20%28Tarbiyyah%29" title=" education (Tarbiyyah)"> education (Tarbiyyah)</a>, <a href="https://publications.waset.org/abstracts/search?q=followers" title=" followers"> followers</a>, <a href="https://publications.waset.org/abstracts/search?q=political%20movement" title=" political movement"> political movement</a> </p> <a href="https://publications.waset.org/abstracts/24471/the-role-of-education-tarbiyyah-in-the-religio-political-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24471.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">483</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">2414</span> Role of ICT and Wage Inequality in Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shoji%20Katagiri">Shoji Katagiri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study deals with wage inequality in organization and shows the relationship between ICT and wage in organization. To do so, we incorporate ICT’s factors in organization into our model. ICT’s factors are efficiencies of Enterprise Resource Planning (ERP), Computer Assisted Design/Computer Assisted Manufacturing (CAD/CAM), and NETWORK. The improvement of ICT’s factors decrease the learning cost to solve problem pertaining to the hierarchy in organization. The improvement of NETWORK increases the wage inequality within workers and decreases within managers and entrepreneurs. The improvements of CAD/CAM and ERP increases the wage inequality within all agent, and partially increase it between the agents in hierarchy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=endogenous%20economic%20growth" title="endogenous economic growth">endogenous economic growth</a>, <a href="https://publications.waset.org/abstracts/search?q=ICT" title=" ICT"> ICT</a>, <a href="https://publications.waset.org/abstracts/search?q=inequality" title=" inequality"> inequality</a>, <a href="https://publications.waset.org/abstracts/search?q=capital%20accumulation" title=" capital accumulation"> capital accumulation</a> </p> <a href="https://publications.waset.org/abstracts/52476/role-of-ict-and-wage-inequality-in-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52476.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">260</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">2413</span> Analysis of Patterns in TV Commercials That Recognize NGO Image</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Areerut%20Jaipadub">Areerut Jaipadub</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research is to analyze the pattern of television commercials and how they encourage non-governmental organizations to build their image in Thailand. It realizes how public relations can impact an organization's image. It is a truth that bad public relations management can cause hurt a reputation. On the other hand, a very small amount of work in public relations helps your organization to be recognized broadly and eventually accepted even wider. The main idea in this paper is to study and analyze patterns of television commercials that could impact non-governmental organization's images in a greater way. This research uses questionnaires and content analysis to summarize results. The findings show the aspects of how patterns of television commercials that are suited to non-governmental organization work in Thailand. It will be useful for any non-governmental organization that wishes to build their image through television commercials and also for further work based on this research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=television%20commercial%20%28TVC%29" title="television commercial (TVC)">television commercial (TVC)</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20image" title=" organization image"> organization image</a>, <a href="https://publications.waset.org/abstracts/search?q=non-governmental%20organization%20%28NGO%29" title=" non-governmental organization (NGO)"> non-governmental organization (NGO)</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20relation" title=" public relation"> public relation</a> </p> <a href="https://publications.waset.org/abstracts/8526/analysis-of-patterns-in-tv-commercials-that-recognize-ngo-image" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/8526.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">284</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">2412</span> Ranking Effective Factors on Strategic Planning to Achieve Organization Objectives in Fuzzy Multivariate Decision-Making Technique</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elahe%20Memari">Elahe Memari</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Aslizadeh"> Ahmad Aslizadeh</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Memari"> Ahmad Memari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today strategic planning is counted as the most important duties of senior directors in each organization. Strategic planning allows the organizations to implement compiled strategies and reach higher competitive benefits than their competitors. The present research work tries to prepare and rank the strategies form effective factors on strategic planning in fulfillment of the State Road Management and Transportation Organization in order to indicate the role of organizational factors in efficiency of the process to organization managers. Connection between six main factors in fulfillment of State Road Management and Transportation Organization were studied here, including Improvement of Strategic Thinking in senior managers, improvement of the organization business process, rationalization of resources allocation in different parts of the organization, coordination and conformity of strategic plan with organization needs, adjustment of organization activities with environmental changes, reinforcement of organizational culture. All said factors approved by implemented tests and then ranked using fuzzy multivariate decision-making technique. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fuzzy%20TOPSIS" title="Fuzzy TOPSIS">Fuzzy TOPSIS</a>, <a href="https://publications.waset.org/abstracts/search?q=improvement%20of%20organization%20business%20process" title=" improvement of organization business process"> improvement of organization business process</a>, <a href="https://publications.waset.org/abstracts/search?q=multivariate%20decision-making" title=" multivariate decision-making"> multivariate decision-making</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20planning" title=" strategic planning"> strategic planning</a> </p> <a href="https://publications.waset.org/abstracts/55021/ranking-effective-factors-on-strategic-planning-to-achieve-organization-objectives-in-fuzzy-multivariate-decision-making-technique" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55021.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">423</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">2411</span> Review of the Effect of Strategic Planning on Fulfillment of State Road Management and Transportation Organization Objectives</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elahe%20Memari">Elahe Memari</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Aslizadeh"> Ahmad Aslizadeh</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Memari"> Ahmad Memari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> To compile and execute a strategy for State Road Management and Transportation Organization, we need to identify and include them in the process of planning. Therefore, present research work tries to rely on experiences by managers and experts from State Road Management and Transportation Organization and other sources like books, magazines and new papers, such factors have to be identified and be applied in this important and vital process before proceeding to strategic planning. Trying to present a conceptual model from factors effective on strategic planning success in fulfillment of State Road Management and Transportation Organization, the present research figures on indicating the role of organizational factors in efficiency of the process to managers. In this research connection between six main factors studied in fulfillment of State Road Management and Transportation Organization objectives. The factors are improvement of strategic thinking in senior managers, improvement of organization business, rationalizing resource allocation in different sections of the organization, conformity of strategic planning with organization needs, conformity of organization activities with environmental changes, stabilization of organizational culture, all approved through implemented tests. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=improvement%20of%20organization%20business" title="improvement of organization business">improvement of organization business</a>, <a href="https://publications.waset.org/abstracts/search?q=rationalization%20of%20resource%20allocation%20in%20different%20sections%20of%20the%20organization" title=" rationalization of resource allocation in different sections of the organization"> rationalization of resource allocation in different sections of the organization</a>, <a href="https://publications.waset.org/abstracts/search?q=stability%20of%20organizational%20culture" title=" stability of organizational culture"> stability of organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20planning" title=" strategic planning"> strategic planning</a> </p> <a href="https://publications.waset.org/abstracts/54989/review-of-the-effect-of-strategic-planning-on-fulfillment-of-state-road-management-and-transportation-organization-objectives" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54989.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">345</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">2410</span> Features Valuation of Intellectual Capital in the Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=H.%20M.%20Avanesyan">H. M. Avanesyan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Economists have been discussing the importance of intangible assets for the success of organization for many years. The term intellectual capital was popularized in the 1990s by Thomas Stewart. “Intellectual capital is the knowledge, applied experience, enterprise processes and technology customer relationship and professional skills which are valuable assets to an organization.” Human capital – includes employee brainpower, competence, skills, experience and knowledge. Customer capital – includes relations and networks with partners, suppliers, distributors, and customers. The objective of the article is to assess one of the key components of organizational culture – organizational values. The focus of the survey was on assessing how intellectual capital presented in these values of the organization. In the conclusion section the article refers to underestimation of intellectual capital by the organization management and the various possible negative effects of the latter. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20capital" title="human capital">human capital</a>, <a href="https://publications.waset.org/abstracts/search?q=intellectual%20capital" title=" intellectual capital"> intellectual capital</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" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20identity" title=" social identity"> social identity</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/19393/features-valuation-of-intellectual-capital-in-the-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19393.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">464</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">2409</span> Employee Branding: An Exploratory Study Applied to Nurses in an Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pawan%20Hinge">Pawan Hinge</a>, <a href="https://publications.waset.org/abstracts/search?q=Priya%20Gupta"> Priya Gupta</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to cutting edge competitions between organizations and war for talent, the workforce as an asset is gaining significance. The employees are considered as the brand ambassadors of an organization, and their interactions with the clients and customers might impact directly or indirectly on the overall value of the organization. Especially, organizations in the healthcare industry the value of an organization in the perception of their employees can be one of the revenue generating and talent retention strategy. In such context, it is essential to understand that the brand awareness among employees can effect on employer brand image and brand value since the brand ambassadors are the interface between organization and customers and clients. In this exploratory study, we have adopted both quantitative and qualitative approaches for data analysis. Our study shows existing variation among nurses working in different business units of the same organization in terms of their customer interface or interactions and brand awareness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=brand%20awareness" title="brand awareness">brand awareness</a>, <a href="https://publications.waset.org/abstracts/search?q=brand%20image" title=" brand image"> brand image</a>, <a href="https://publications.waset.org/abstracts/search?q=brand%20value" title=" brand value"> brand value</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20interface" title=" customer interface"> customer interface</a> </p> <a href="https://publications.waset.org/abstracts/72160/employee-branding-an-exploratory-study-applied-to-nurses-in-an-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/72160.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">285</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">2408</span> Review and Suggestions of the Similarity between Employee and Its Workplace</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gi%20Ryung%20Song">Gi Ryung Song</a>, <a href="https://publications.waset.org/abstracts/search?q=Kyoung%20Seok%20Kim"> Kyoung Seok Kim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study reviewed the literature that focused on similarity of various characteristics such as values, personality, or demographics between employee and other elements in its organization for example employee with leader, job, and organization. We divided a body of this study into two parts and organized and demonstrated recent studies in first part. Three issues appeared in this part, which are statistical ways of measuring similarity, supervisor-subordinate similarity, and person-organization fit with person-job fit. In the latter part, based on the three issues of recent studies, we suggested three propositions about points that the recent studies missed or the studies did not orient. First proposition argued about the direction of similarity, which could also be interpreted as there is causal relation between employee and its workplace environments. Second, we suggested a consideration of eliminating common variance buried in one’s characteristics or its profiles. Third proposition was about the similarity of extra role behavior between individual and organization, and we treated this organization’s level of extra role behavior as a kind of its culture. In doing so, similarity of individual’s extra role behavior and organization’s has the meaning that individual’s congruence against their organization culture. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=similarity" title="similarity">similarity</a>, <a href="https://publications.waset.org/abstracts/search?q=person-organization%20fit" title=" person-organization fit"> person-organization fit</a>, <a href="https://publications.waset.org/abstracts/search?q=supervisor-subordinate%20similarity" title=" supervisor-subordinate similarity"> supervisor-subordinate similarity</a>, <a href="https://publications.waset.org/abstracts/search?q=literature%20review" title=" literature review"> literature review</a> </p> <a href="https://publications.waset.org/abstracts/54492/review-and-suggestions-of-the-similarity-between-employee-and-its-workplace" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54492.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">283</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">2407</span> The Effect of Wellness Program on Organizations Productivity: The Case of Pakistani Corporation’s</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saad%20Bin%20Nasir">Saad Bin Nasir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study imperially evaluated of five human resource (HR) practices (Wellness program extents are Employee’s assistance program, Health care screenings, and Recreation trips, Seminars for life style, Indoor and Outdoor activities) and there likely impact on the organization productivity in Pakistani organizations. The data were gathering by administrating questionnaires. The result indicated that all five variables are positively and significantly correlated with organization productivity. Results of regressing the all variables on organization productivity show that seminars for life style and employee’s assistance program strong predictors of organization productivity. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=wellness%20program" title="wellness program">wellness program</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%E2%80%99s%20productivity" title=" organization’s productivity"> organization’s productivity</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%E2%80%99s%20assistance%20program" title=" employee’s assistance program"> employee’s assistance program</a>, <a href="https://publications.waset.org/abstracts/search?q=health%20care%20screening" title=" health care screening"> health care screening</a> </p> <a href="https://publications.waset.org/abstracts/41065/the-effect-of-wellness-program-on-organizations-productivity-the-case-of-pakistani-corporations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/41065.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">352</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">2406</span> The International Labor Organization and the Formulation of International Labor Standards</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tahraoui%20Boualem">Tahraoui Boualem</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The International Labor Organization is one of the specialized agencies of the United Nations, and it is the only organization within the United Nations system that is distinguished by its tripartite legitimacy and which simultaneously includes governments, workers' and employers' organizations of its member states in a joint effort to set standards and policies Work to promote decent work in various parts of the world, and the expression of international labor standards basically means two types of documents, namely international labor agreements and international labor recommendations, and so far its general conference, which is held annually, has set a number of standards, the number of which has reached 184 agreements and 192 recommendations so far. For this reason, it is decided to clarify the International Labor Organization and the formulation of international labor standards within two sections. In the first topic, the researcher discusses the concept of the International Labor Organization, and in the second topic, it highlights the legal basis for the authority of the International Labor Organization in protecting the rights of workers. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=international%20labor" title="international labor">international labor</a>, <a href="https://publications.waset.org/abstracts/search?q=international%20labor%20standards" title=" international labor standards"> international labor standards</a>, <a href="https://publications.waset.org/abstracts/search?q=rights%20of%20workers" title=" rights of workers"> rights of workers</a>, <a href="https://publications.waset.org/abstracts/search?q=nation%E2%80%99s%20system" title=" nation’s system"> nation’s system</a> </p> <a href="https://publications.waset.org/abstracts/170985/the-international-labor-organization-and-the-formulation-of-international-labor-standards" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/170985.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">71</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">2405</span> The Effect of the Internal Organization Communications' Effectiveness through Employee's Performance of Faculty of Management Science, Suan Sunandha Rajabhat University</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Malaiphan%20Pansap">Malaiphan Pansap</a>, <a href="https://publications.waset.org/abstracts/search?q=Surasit%20Vithayarat"> Surasit Vithayarat</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to study the relationship between internal organization communications’ effectiveness and employee’s performance of Faculty of Management Science, Suan Sunandha Rajabhat University. Study on solutions of communication were carried out within the organization. Questionnaire was used to collect information from 136 people of staff and instructor and data were analyzed by using frequency, percentage, mean and standard deviation and then data processing statistic programs. The result found that organization communication that affects their employee’s performance is sender which lack the skills for speaking and writing to convince audiences ready before taking message and the message which organizations are not always informed. The employees believe the behavior of good organization communication has a positive impact on the development of organization because the employees feel involved and be a part of the organization, by the cooperation in working to achieve the goal, the employees can work in the same direction and meet goal quickly. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%E2%80%99s%20performance" title="employee’s performance">employee’s performance</a>, <a href="https://publications.waset.org/abstracts/search?q=faculty%20of%20management%20science" title=" faculty of management science"> faculty of management science</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20organization%20communications%E2%80%99%20effectiveness" title=" internal organization communications’ effectiveness"> internal organization communications’ effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20accounting" title=" management accounting"> management accounting</a>, <a href="https://publications.waset.org/abstracts/search?q=Suan%20Sunandha%20Rajabhat%20University" title=" Suan Sunandha Rajabhat University"> Suan Sunandha Rajabhat University</a> </p> <a href="https://publications.waset.org/abstracts/44791/the-effect-of-the-internal-organization-communications-effectiveness-through-employees-performance-of-faculty-of-management-science-suan-sunandha-rajabhat-university" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44791.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">239</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">2404</span> Testing a Moderated Mediation Model of Person–Organization Fit, Organizational Support, and Feelings of Violation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chi-Tai%20Shen">Chi-Tai Shen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to examine whether perceived organizational support moderates the relationship between person–former organization fit and person–organization fit after the mediating effect of feelings of violation. A two-stage data collection method was used. Based on our research requirements, we only approached participants who were involuntary turnover from their former organizations and looking for a new job. Our final usable sample was comprised of a total of 264 participants from Taiwan. We followed Muller, Judd, and Yzerbyt, and Preacher, Rucker, and Hayes’s suggestions to test our moderated mediation model. This study found that employee perceived organizational support moderated the indirect effect of person–former organization fit on person–organization fit (through feelings of violation). Our study ends with a discussion of the main research findings and their limitations and presents suggestions regarding the direction of future studies and the empirical implications of the results. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=person%E2%80%93organization%20fit" title="person–organization fit">person–organization fit</a>, <a href="https://publications.waset.org/abstracts/search?q=feelings%20of%20violation" title=" feelings of violation"> feelings of violation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20support" title=" organizational support"> organizational support</a>, <a href="https://publications.waset.org/abstracts/search?q=moderated%20mediation" title=" moderated mediation"> moderated mediation</a> </p> <a href="https://publications.waset.org/abstracts/64313/testing-a-moderated-mediation-model-of-person-organization-fit-organizational-support-and-feelings-of-violation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64313.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">265</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">2403</span> The Strategy of the International Organization for Migration in Dealing with the Phenomenon of Migration</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Djehich%20Mohamed%20Yousri">Djehich Mohamed Yousri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays, migration has become a phenomenon that attracts the attention of researchers, countries, agencies, and national and international bodies. Wars and climate change, demographics, poverty, natural disasters, and epidemics are all threats that are contributing daily to forcing more people to migrate. There are those who resort to emigration because of the deteriorating political conditions in their country, others resort to emigration to improve their financial situation, and others emigrate from their country for fear of some penalties and judgments issued against them. In the field of migration, becoming a member of the United Nations as a "relevant organization" gives the United Nations a clear mandate on migration. Its primary goal is to facilitate the management of international migration in an orderly and humane manner. In order to achieve this goal, the organization adopts an international policy to meet the challenges posed in the field of migration. This paper attempts to study the structure of this international organization and its strategy in dealing with the phenomenon of international migration. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=international%20organization%20for%20migration" title="international organization for migration">international organization for migration</a>, <a href="https://publications.waset.org/abstracts/search?q=immigrants" title=" immigrants"> immigrants</a>, <a href="https://publications.waset.org/abstracts/search?q=immigrant%20rights" title=" immigrant rights"> immigrant rights</a>, <a href="https://publications.waset.org/abstracts/search?q=resettlement" title=" resettlement"> resettlement</a>, <a href="https://publications.waset.org/abstracts/search?q=migration%20organization%20strategy" title=" migration organization strategy"> migration organization strategy</a> </p> <a href="https://publications.waset.org/abstracts/161931/the-strategy-of-the-international-organization-for-migration-in-dealing-with-the-phenomenon-of-migration" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/161931.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">121</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">2402</span> The Influence of Employer Branding Campaign on Organization Commitment and Employee Satisfaction towards Voluntary Intention</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Prabukusumo%20Prakoso">Prabukusumo Prakoso</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The topic research aims to analyze the influence of employer branding towards the voluntary turnover intention on employee by projecting the variable of organization commitment and employee satisfaction. To measure each components of employer branding, the author conducted an exploratory study to confirm the items in the questionnaire. There are 80 respondents that are mostly permanent employees at an IT company in Indonesia, including partner and clients to get external viewpoints of employer branding. The result of this research indicates that employer branding has an influence on the voluntary turnover. Furthermore, to maintain the organization commitment in the company, the management can develop employer branding strategy in order to increase employee’s organization commitment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employer%20branding" title="employer branding">employer branding</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20commitment" title=" organization commitment"> organization commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction" title=" employee satisfaction"> employee satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=voluntary%20intention%20turnover" title=" voluntary intention turnover"> voluntary intention turnover</a> </p> <a href="https://publications.waset.org/abstracts/12470/the-influence-of-employer-branding-campaign-on-organization-commitment-and-employee-satisfaction-towards-voluntary-intention" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12470.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">324</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">2401</span> Cakrawala Baca Transformation Model into Social Enterprise: A Benchmark Approach from Socentra Agro Mandiri (SAM) and Agritektur</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Syafinatul%20Fitri">Syafinatul Fitri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Cakrawala Baca is one of social organization in Indonesia that realize to transform its organization into social enterprise to create more sustainable organization that result more sustainable social impact. Cakrawala Baca implements voluntary system for its organization and it has passive social target. It funds its program by several fund rising activities that depend on donors or sponsor. Therefore social activity that held does not create sustainable social impact. It is different with social enterprise that usually more independent in funding its activity through social business and implement active social target and professional work for organization member. Therefore social enterprise can sustain its organization and then able to create sustainable social impact. Developing transformation model from social movement into social enterprise is the focus of this study. To achieve the aim of study, benchmark approach from successful social enterprise in Indonesia that has previously formed as social movement is employed. The benchmark is conducted through internal and external scanning that result the understanding of how they transformed into social enterprise. After understanding SAM and Agritektur transformation, transformation pattern is formulated based on their transformation similarities. This transformation pattern will be implemented to formulate the transformation plan for Cakrawala Baca to be a social enterprise. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20movement%2Fsocial%20organization" title="social movement/social organization">social movement/social organization</a>, <a href="https://publications.waset.org/abstracts/search?q=non-profit%20organization%20%28NPO%29" title=" non-profit organization (NPO)"> non-profit organization (NPO)</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20enterprise" title=" social enterprise"> social enterprise</a>, <a href="https://publications.waset.org/abstracts/search?q=transformation" title=" transformation"> transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=Benchmarks%20approach" title=" Benchmarks approach"> Benchmarks approach</a> </p> <a href="https://publications.waset.org/abstracts/24991/cakrawala-baca-transformation-model-into-social-enterprise-a-benchmark-approach-from-socentra-agro-mandiri-sam-and-agritektur" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24991.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">509</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">2400</span> Knowledge Sharing and Organizational Performance: A System Dynamics Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shachi%20Pathak">Shachi Pathak</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We are living in knowledge based economy where firms can gain competitive advantage with the help of managing knowledge within the organization. The purpose the study is to develop a conceptual model to explain the relationship between factors affecting knowledge sharing, called as knowledge enablers, in an organization, knowledge sharing activities and organizational performance, using system dynamics approach. This research is important since it will provide better understandings on what are the key knowledge enablers to support knowledge sharing activities, and how knowledge sharing activities will affect the capability of an organization to enhance the performance of the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=system%20dynamics" title=" system dynamics"> system dynamics</a> </p> <a href="https://publications.waset.org/abstracts/36508/knowledge-sharing-and-organizational-performance-a-system-dynamics-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36508.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">374</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">2399</span> Financial Management Performance in Organization Profitability</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adekunle%20Olakunle%20Felix">Adekunle Olakunle Felix</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Research will be based on the financial management importance within organization and its important role in non-economic and economic activities that provide us the useful information about the efficient procurement and utilization of finance in a profitable manner. Due to industrialization, financial management become a vital part of business and it is very important for the business concern that with a good financial management to earn maximum profit. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=management" title="management">management</a>, <a href="https://publications.waset.org/abstracts/search?q=business" title=" business"> business</a>, <a href="https://publications.waset.org/abstracts/search?q=profitability" title=" profitability"> profitability</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a>, <a href="https://publications.waset.org/abstracts/search?q=financial" title=" financial"> financial</a>, <a href="https://publications.waset.org/abstracts/search?q=efficiency" title=" efficiency"> efficiency</a> </p> <a href="https://publications.waset.org/abstracts/40817/financial-management-performance-in-organization-profitability" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40817.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">359</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">2398</span> The Process of Crisis: Model of Its Development in the Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Miku%C5%A1ov%C3%A1">M. Mikušová</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main aim of this paper is to present a clear and comprehensive picture of the process of a crisis in the organization which will help to better understand its possible developments. For a description of the sequence of individual steps and an indication of their causation and possible variants of the developments, a detailed flow diagram with verbal comment is applied. For simplicity, the process of the crisis is observed in four basic phases called: symptoms of the crisis, diagnosis, action and prevention. The model highlights the complexity of the phenomenon of the crisis and that the various phases of the crisis are interweaving. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=crisis" title="crisis">crisis</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a>, <a href="https://publications.waset.org/abstracts/search?q=model" title=" model"> model</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/60100/the-process-of-crisis-model-of-its-development-in-the-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60100.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">291</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">2397</span> Management Information System to Help Managers for Providing Decision Making in an Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ajayi%20Oluwasola%20Felix">Ajayi Oluwasola Felix</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Management information system (MIS) provides information for the managerial activities in an organization. The main purpose of this research is, MIS provides accurate and timely information necessary to facilitate the decision-making process and enable the organizations planning control and operational functions to be carried out effectively. Management information system (MIS) is basically concerned with processing data into information and is then communicated to the various departments in an organization for appropriate decision-making. MIS is a subset of the overall planning and control activities covering the application of humans technologies, and procedures of the organization. The information system is the mechanism to ensure that information is available to the managers in the form they want it and when they need it. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Management%20Information%20Systems%20%28MIS%29" title="Management Information Systems (MIS)">Management Information Systems (MIS)</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=decision-making" title=" decision-making"> decision-making</a>, <a href="https://publications.waset.org/abstracts/search?q=MIS%20in%20Organizations" title=" MIS in Organizations"> MIS in Organizations</a> </p> <a href="https://publications.waset.org/abstracts/24938/management-information-system-to-help-managers-for-providing-decision-making-in-an-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24938.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">556</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">2396</span> Idea Expropriation, Incentives, and Governance within Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gulseren%20Mutlu">Gulseren Mutlu</a>, <a href="https://publications.waset.org/abstracts/search?q=Gurupdesh%20Pandher"> Gurupdesh Pandher</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper studies the strategic interplay between innovation, incentives, expropriation threat and disputes arising from expropriation from an intra-organization perspective. We present a simple principal-agent model with hidden actions and hidden information in which two employees can choose how much (innovative) effort to exert, whether to expropriate the innovation of the other employee and whether to dispute if innovation is expropriated. The organization maximizes its expected payoff by choosing the optimal reward scheme for both employees as well as whether to encourage or discourage disputes. We analyze two mechanisms under which innovative ideas are not expropriated. First, we show that under a non-contestable mechanism (in which the organization discourages disputes among employees), the organization has to offer a “rent” to the potential expropriator. However, under a contestable mechanism (in which the organization encourages disputes), there is no need for such rent. If the cost of resolving the dispute is negligible, the organization’s expected payoff is higher under a contestable mechanism. Second, we develop a comparable team mechanism in which innovation takes place as a result of the joint efforts of employees and innovation payments are made based on the team outcome. We show that if the innovation value is low and employees have similar productivity, then the organization is better off under a contestable mechanism. On the other hand, if the innovation value is high, the organization is better off under a team mechanism. Our results have important practical implications for the design of innovation reward system for employees, hiring policy and governance for different companies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation" title="innovation">innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=incentives" title=" incentives"> incentives</a>, <a href="https://publications.waset.org/abstracts/search?q=expropriation%20threat" title=" expropriation threat"> expropriation threat</a>, <a href="https://publications.waset.org/abstracts/search?q=dispute%20resolution" title=" dispute resolution"> dispute resolution</a> </p> <a href="https://publications.waset.org/abstracts/21629/idea-expropriation-incentives-and-governance-within-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21629.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">616</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">2395</span> The Relationship between Organization Culture and Organization Learning in Three Different Types of Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mahmoud%20Timar">Mahmoud Timar</a>, <a href="https://publications.waset.org/abstracts/search?q=Javad%20Joukar%20Borazjani"> Javad Joukar Borazjani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> A dynamic organization helps the management to overcome both internal and external uncertainties and complexities of the organization with more confidence and efficiency. Regarding this issue, in this paper, the influence of organizational culture factors over organizational learning components, which both of them are considered as important characteristics of a dynamic organization, has been studied in three subsidiary companies (production, consultation and service) of National Iranian Oil Company, and moreover we also tried to identify the most dominant culture in these three subsidiaries. Analysis of 840 received questionnaires by SPSS shows that there is a significant relationship between the components of organizational culture and organizational learning; however the rate of relationship between these two factors was different among the examined companies. By the use of Regression, it has been clarified that in the servicing company the highest relationship is between mission and learning environment, while in production division, there is a significant relationship between adaptability and learning needs satisfaction and however in consulting company the highest relationship is between involvement and applying learning in workplace. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=denison%20model" title="denison model">denison model</a>, <a href="https://publications.waset.org/abstracts/search?q=culture" title=" culture"> culture</a>, <a href="https://publications.waset.org/abstracts/search?q=leaning" title=" leaning"> leaning</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a> </p> <a href="https://publications.waset.org/abstracts/34142/the-relationship-between-organization-culture-and-organization-learning-in-three-different-types-of-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34142.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">375</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">2394</span> The Role of Organizational Identity in Disaster Response, Recovery and Prevention: A Case Study of an Italian Multi-Utility Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shanshan%20Zhou">Shanshan Zhou</a>, <a href="https://publications.waset.org/abstracts/search?q=Massimo%20Battaglia"> Massimo Battaglia</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Identity plays a critical role when an organization faces disasters. Individuals reflect on their working identities and identify themselves with the group and the organization, which facilitate collective sensemaking under crisis situations and enable coordinated actions to respond to and recover from disasters. In addition, an organization’s identity links it to its regional community, which fosters the mobilization of resources and contributes to rapid recovery. However, identity is also problematic for disaster prevention because of its persistence. An organization’s ego-defenses system prohibits the rethink of its identity and a rigid identity obstructs disaster prevention. This research aims to tackle the ‘problem’ of identity by study in-depth a case of an Italian multi–utility which experienced the 2012 Northern Italy earthquakes. Collecting data from 11 interviews with top managers and key players in the local community and archived materials, we find that the earthquakes triggered the rethink of the organization’s identity, which got reinforced afterward. This research highlighted the importance of identity in disaster response and recovery. More importantly, it explored the solution of overcoming the barrier of ego-defense that is to transform the organization into a learning organization which constantly rethinks its identity. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=community%20identity" title="community identity">community identity</a>, <a href="https://publications.waset.org/abstracts/search?q=disaster" title=" disaster"> disaster</a>, <a href="https://publications.waset.org/abstracts/search?q=identity" title=" identity"> identity</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a> </p> <a href="https://publications.waset.org/abstracts/87434/the-role-of-organizational-identity-in-disaster-response-recovery-and-prevention-a-case-study-of-an-italian-multi-utility-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/87434.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">731</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">2393</span> Experimental Analysis of Tools Used for Doxing and Proposed New Transforms to Help Organizations Protect against Doxing Attacks</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Parul%20Khanna">Parul Khanna</a>, <a href="https://publications.waset.org/abstracts/search?q=Pavol%20Zavarsky"> Pavol Zavarsky</a>, <a href="https://publications.waset.org/abstracts/search?q=Dale%20Lindskog"> Dale Lindskog</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Doxing is a term derived from documents, and hence consists of collecting information on an organization or individual through social media websites, search engines, password cracking methods, social engineering tools and other sources of publicly displayed information. The main purpose of doxing attacks is to threaten, embarrass, harass and humiliate the organization or individual. Various tools are used to perform doxing. Tools such as Maltego visualize organization’s architecture which helps in determining weak links within the organization. This paper discusses limitations of Maltego Chlorine CE 3.6.0 and suggests measures as to how organizations can use these tools to protect themselves from doxing attacks. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=advanced%20persistent%20threat" title="advanced persistent threat">advanced persistent threat</a>, <a href="https://publications.waset.org/abstracts/search?q=FOCA" title=" FOCA"> FOCA</a>, <a href="https://publications.waset.org/abstracts/search?q=OSINT" title=" OSINT"> OSINT</a>, <a href="https://publications.waset.org/abstracts/search?q=PII" title=" PII"> PII</a> </p> <a href="https://publications.waset.org/abstracts/47498/experimental-analysis-of-tools-used-for-doxing-and-proposed-new-transforms-to-help-organizations-protect-against-doxing-attacks" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/47498.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">256</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">2392</span> Employees Retention through Effective HR Practices </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Choi%20Sang%20Long">Choi Sang Long</a> </p> <p class="card-text"><strong>Abstract:</strong></p> It is vital for Human Resource (HR) managers to address and overcome employees’ turnover intention in their organization. Ability to keep good employees is critical for ensuring success of the organization in future. People are seeking many ways of live that is meaningful and less complicated and this new lifestyle actually has an impact on how an employee must be motivated and managed. Therefore, this paper discusses extensively on the impact of human resource practices that can alter the negative effect on the organization due to high employees’ turnover. These critical practices are employees’ career development, performance management, training and a fair compensation scheme. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=turnover%20intention" title="turnover intention">turnover intention</a>, <a href="https://publications.waset.org/abstracts/search?q=career%20development" title=" career development"> career development</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20management" title=" performance management"> performance management</a>, <a href="https://publications.waset.org/abstracts/search?q=compensation" title=" compensation"> compensation</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/14427/employees-retention-through-effective-hr-practices" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14427.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">493</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">2391</span> Human Resource Practices and Organization Knowledge Capability: An Exploratory Study Applied to Private Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mamoona%20Rasheed">Mamoona Rasheed</a>, <a href="https://publications.waset.org/abstracts/search?q=Salman%20Iqbal"> Salman Iqbal</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Abdullah"> Muhammad Abdullah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational capability, in terms of employees’ knowledge is valuable, and difficult to reproduce; and help to build sustainable competitive advantages. Knowledge capability is linked with human resource (HR) practices of an organization. This paper investigates the relationship between HR practices, knowledge management and organization capability. In an organization, employees play key role for the effective organizational performance by sharing their knowledge with management and co-workers that contributes towards organization capability. Pakistan being a developing country has different HR practices and culture. The business opportunities give rise to the discussion about the effect of HR practices on knowledge management and organization capability as innovation performance. An empirical study is conducted through questionnaires form the employees in private banks of Lahore, Pakistan. The data is collected via structured questionnaire with a sample of 120 cases. Data is analyzed using Structure Equation Modeling (SEM), and results are depicted using AMOS software. Results of this study are tabulated, interpreted and crosschecked with other studies. Findings suggest that there is a positive relationship of training & development along with incentives on knowledge management. On the other hand, employee’s participation has insignificant association with knowledge management. In addition, knowledge management has also positive association with organization capability. In line with the previous research, it is suggested that knowledge management is important for improving the organizational capability such as innovation performance and knowledge capacity of firm. Organization capability may improve significantly once specific HR practices are properly established and implemented by HR managers. This Study has key implications for knowledge management and innovation fields theoretically and practically. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20participation" title="employee participation">employee participation</a>, <a href="https://publications.waset.org/abstracts/search?q=incentives" title=" incentives"> incentives</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=organization%20capability" title=" organization capability"> organization capability</a>, <a href="https://publications.waset.org/abstracts/search?q=training%20and%20development" title=" training and development"> training and development</a> </p> <a href="https://publications.waset.org/abstracts/92663/human-resource-practices-and-organization-knowledge-capability-an-exploratory-study-applied-to-private-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/92663.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">160</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">2390</span> Acceptance of Big Data Technologies and Its Influence towards Employee’s Perception on Job Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jia%20Yi%20Yap">Jia Yi Yap</a>, <a href="https://publications.waset.org/abstracts/search?q=Angela%20S.%20H.%20Lee"> Angela S. H. Lee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> With the use of big data technologies, organization can get result that they are interested in. Big data technologies simply load all the data that is useful for the organizations and provide organizations a better way of analysing data. The purpose of this research is to get employees’ opinion from films in Malaysia to explore the use of big data technologies in their organization in order to provide how it may affect the perception of the employees on job performance. Therefore, in order to identify will accepting big data technologies in the organization affect the perception of the employee, questionnaire will be distributed to different employee from different Small and medium-sized enterprises (SME) organization listed in Malaysia. The conceptual model proposed will test with other variables in order to see the relationship between variables. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=big%20data%20technologies" title="big data technologies">big data technologies</a>, <a href="https://publications.waset.org/abstracts/search?q=employee" title=" employee"> employee</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20performance" title=" job performance"> job performance</a>, <a href="https://publications.waset.org/abstracts/search?q=questionnaire" title=" questionnaire"> questionnaire</a> </p> <a href="https://publications.waset.org/abstracts/59432/acceptance-of-big-data-technologies-and-its-influence-towards-employees-perception-on-job-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59432.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info 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