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organizational agility</title> <meta name="description" content="Search results for: organizational agility"> <meta name="keywords" content="organizational agility"> <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="organizational agility"> <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> 1420</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: organizational agility</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1420</span> Organizational Agility in 22 Districts of Tehran Municipality</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehrnoosh%20Jafari">Mehrnoosh Jafari</a>, <a href="https://publications.waset.org/abstracts/search?q=Zeinolabedin%20Amini%20Sabegh"> Zeinolabedin Amini Sabegh</a>, <a href="https://publications.waset.org/abstracts/search?q=Habibollah%20Azimian"> Habibollah Azimian</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Background: Today variable and dynamic environment doubles importance of using suitable solutions for confronting these changes in th4e organizations. One of the best ways for coping with environmental changes is directing the organization towards agility. Current research aims at investigating status of organizational agility in Tehran municipality (22 districts). Research Methodology: This research is applied research in terms of purpose of study and it is survey in terms of collection of descriptive data. A sample (n = 377) was selected from Tehran Municipality (22 districts) employees using multistage sampling method (cluster and regular). Data were collected using organizational agility standard questionnaire, and they were analyzed using statistical tests in SPSS software as well as inferential statistics such as one-sample t-test and Friedman test and descriptive statistics such as mean and median. Findings: Research findings showed organizational agility status in the organizations under study is in relatively optimal status and competence has highest priority in terms of ranking and priority of organizational agility indexes. Conclusion: It is necessary that managers provide suitable conditions for promoting organizational agility status in the organizations under study by identifying factors affecting change in the organizational environments and using available potentials for better coping with changes and higher flexibility and speed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational" title="organizational">organizational</a>, <a href="https://publications.waset.org/abstracts/search?q=municipality" title=" municipality"> municipality</a>, <a href="https://publications.waset.org/abstracts/search?q=employer" title=" employer"> employer</a>, <a href="https://publications.waset.org/abstracts/search?q=agility" title=" agility"> agility</a> </p> <a href="https://publications.waset.org/abstracts/60569/organizational-agility-in-22-districts-of-tehran-municipality" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60569.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">353</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">1419</span> The Roles of Organizational Culture, Participative Leadership, Employee Satisfaction and Work Motivation Towards Organizational Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Inezia%20Aurelia">Inezia Aurelia</a>, <a href="https://publications.waset.org/abstracts/search?q=Soebowo%20Musa"> Soebowo Musa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many firms still fail to develop organizational agility. There are more than 40% of organizations think that they are low/not agile in facing market change. Organizational culture plays an important role in developing the organizations to be adaptive in order to manage the VUCA effectively. This study examines the relationships of organizational culture towards participative leadership, employee satisfaction, employee work motivation, organizational learning, and absorptive capacity in developing organizational agility in managing the VUCA environment. 263 employees located from international chemical-based company offices across the globe who have worked for more than three years were the respondents in this study. This study showed that organizational clan culture promotes the development of participative leadership, which it has an empowering effect on people in the organization resulting in employee satisfaction. The study also confirms the role of organizational culture in creating organizational behavior within the organization that fosters organizational learning, absorptive capacity, and organizational agility, while the study also found that the relationship between participative leadership and employee work motivation is not significant. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=absorptive%20capacity" title="absorptive capacity">absorptive capacity</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction" title=" employee satisfaction"> employee satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20work%20motivation" title=" employee work motivation"> employee work motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20agility" title=" organizational agility"> organizational agility</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=participative%20leadership" title=" participative leadership"> participative leadership</a> </p> <a href="https://publications.waset.org/abstracts/147908/the-roles-of-organizational-culture-participative-leadership-employee-satisfaction-and-work-motivation-towards-organizational-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147908.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">123</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1418</span> Review of Studies on Agility in Knowledge Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ferdi%20S%C3%B6nmez">Ferdi Sönmez</a>, <a href="https://publications.waset.org/abstracts/search?q=Ba%C5%9Fak%20Buluz"> Başak Buluz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Agility in Knowledge Management (AKM) tries to capture agility requirements and their respective answers within the framework of knowledge and learning for organizations. Since it is rather a new construct, it is difficult to claim that it has been sufficiently discussed and analyzed in practical and theoretical realms. Like the term ‘agile learning’, it is also commonly addressed in the software development and information technology fields and across the related areas where those technologies can be applied. The organizational perspective towards AKM, seems to need some more time to become scholarly mature. Nevertheless, in the literature one can come across some implicit usages of this term occasionally. This research is aimed to explore the conceptual background of agility in KM, re-conceptualize it and extend it to business applications with a special focus on e-business. <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=agility%20requirements" title=" agility requirements"> agility requirements</a>, <a href="https://publications.waset.org/abstracts/search?q=agility" title=" agility"> agility</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge" title=" knowledge"> knowledge</a> </p> <a href="https://publications.waset.org/abstracts/72323/review-of-studies-on-agility-in-knowledge-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/72323.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">264</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">1417</span> Organizational Inertia: As a Control Mechanism for Organizational Creativity And Agility In Disruptive Environment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Doddy%20T.%20P.%20Enggarsyah">Doddy T. P. Enggarsyah</a>, <a href="https://publications.waset.org/abstracts/search?q=Soebowo%20Musa"> Soebowo Musa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Covid-19 pandemic has changed business environments and has spread economic contagion rapidly, as the stringent lockdowns and social distancing, which were initially intended to cut off the spread, have instead cut off the flow of economies. With no existing experience or playbook to deal with such a crisis, the prolonged pandemic can lead to bankruptcies, despite the fact that there are cases of companies that are not only able to survive but also to increase sales and create more jobs amid the economic crisis. This quantitative research study clarifies conflicting findings on organizational inertia whether it is a better strategy to implement during a disruptive environment. 316 respondents who worked in diverse firms operating in various industry types in Indonesia have completed the survey with a response rate of 63.2%. Further, this study clarifies the roles and relationships between organizational inertia, organizational creativity, organizational agility, and organizational resilience that potentially have determinants factors on firm performance in a disruptive environment. The findings of the study confirm that the organizational inertia of the firm will set up strong protection on the organization's fundamental orientation, which eventually will confine organizations to build adequate creative and adaptability responses—such fundamental orientation built from path dependency along with past success and prolonged firm performance. Organizational inertia acts like a control mechanism to ensure the adequacy of the given responses. The term adequate is important, as being overly creative during a disruptive environment may have a contradictory result since it can burden the firm performance. During a disruptive environment, organizations will limit creativity by focusing more on creativity that supports the resilience and new technology adoption will be limited since the cost of learning and implementation are perceived as greater than the potential gains. The optimal path towards firm performance is gained through organizational resilience, as in a disruptive environment, the survival of the organization takes precedence over firm performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=disruptive%20environment" title="disruptive environment">disruptive environment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20agility" title=" organizational agility"> organizational agility</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20creativity" title=" organizational creativity"> organizational creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20inertia" title=" organizational inertia"> organizational inertia</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20resilience" title=" organizational resilience"> organizational resilience</a> </p> <a href="https://publications.waset.org/abstracts/147809/organizational-inertia-as-a-control-mechanism-for-organizational-creativity-and-agility-in-disruptive-environment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147809.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">112</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">1416</span> Understand the Concept of Agility for the Manufacturing SMEs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adel%20H.%20Hejaaji">Adel H. Hejaaji</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The need for organisations to be flexible to meet the rapidly changing requirements of their customers is now well appreciated and can be witnessed within companies with their use of techniques such as single-minute exchange of die (SMED) for machine change-over or Kanban as the visual production and inventory control for Just-in-time manufacture and delivery. What is not so well appreciated by companies is the need for agility. Put simply it is the need to be alert for a new and unexpected opportunity and quick to respond with the changes necessary in order to profit from it. This paper aims to study the literature of agility in manufacturing to understand the concept of agility and how it is important and critical for the small and medium size manufacturing organisations (SMEs), and to defined the specific benefits of moving towards agility, and thus what benefit it can bring to an organisation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=SMEs" title="SMEs">SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=agile%20manufacturing" title=" agile manufacturing"> agile manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing" title=" manufacturing"> manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=industrial%20engineering" title=" industrial engineering "> industrial engineering </a> </p> <a href="https://publications.waset.org/abstracts/16546/understand-the-concept-of-agility-for-the-manufacturing-smes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16546.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">1415</span> The Role of Human Resource Flexibility and Agility in Achieving Sustainable Competitiveness</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Agnieszka%20Leszczynska">Agnieszka Leszczynska</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Flexibility and agility constitute the most dominant features of modern human resource management systems. The former pertains to procedures, practices and competences of human resources, and the latter to the procedures and practices’ effectiveness in dealing with changing conditions in the surrounding environment. The purpose of the paper is to present the relations between the flexibility and agility of human resources and achieving sustainable competitiveness. Based upon hitherto research, we develop a conceptual model that links the constructs together. The conducted study is of theoretical and conceptual nature. Critical literature analysis and the synthesis method were applied. A premise was made that the three dimensions of HR (Human Resources) flexibility (employee skill flexibility, employee behaviour flexibility, and HR practice flexibility) and HR agility affect competitiveness, by increasing the flexibility, creativity of human resources, and improving quality performance, and exert an impact upon the quality of life of employees and social relations. In particular, the agility and flexibility of human resources contribute to the growth of adaptability and strategic orientation, which directly affects the organization's competitiveness. The research results will help to better understand the impact of flexibility and agility related to the HRM (Human Resources Management) system upon the implementation of the concept of sustainable development in the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agility" title="agility">agility</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource" title=" human resource"> human resource</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20competitiveness" title=" sustainable competitiveness"> sustainable competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20development" title=" sustainable development"> sustainable development</a> </p> <a href="https://publications.waset.org/abstracts/96921/the-role-of-human-resource-flexibility-and-agility-in-achieving-sustainable-competitiveness" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/96921.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">222</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">1414</span> The Concept of an Agile Enterprise Research Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maja%20Sajdak">Maja Sajdak </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this paper is to present the concept of an agile enterprise model and to initiate discussion on the research assumptions of the model presented. The implementation of the research project "The agility of enterprises in the process of adapting to the environment and its changes" began in August 2014 and is planned to last three years. The article has the form of a work-in-progress paper which aims to verify and initiate a debate over the proposed research model. In the literature there are very few publications relating to research into agility; it can be concluded that the most controversial issue in this regard is the method of measuring agility. In previous studies the operationalization of agility was often fragmentary, focusing only on selected areas of agility, for example manufacturing, or analysing only selected sectors. As a result the measures created to date can only be treated as contributory to the development of precise measurement tools. This research project aims to fill a cognitive gap in the literature with regard to the conceptualization and operationalization of an agile company. Thus, the original contribution of the author of this project is the construction of a theoretical model that integrates manufacturing agility (consisting mainly in adaptation to the environment) and strategic agility (based on proactive measures). The author of this research project is primarily interested in the attributes of an agile enterprise which indicate that the company is able to rapidly adapt to changing circumstances and behave pro-actively. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agile%20company" title="agile company">agile company</a>, <a href="https://publications.waset.org/abstracts/search?q=acuity" title=" acuity"> acuity</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurship" title=" entrepreneurship"> entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=flexibility" title=" flexibility"> flexibility</a>, <a href="https://publications.waset.org/abstracts/search?q=research%20model" title=" research model"> research model</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20leadership" title=" strategic leadership"> strategic leadership</a> </p> <a href="https://publications.waset.org/abstracts/22030/the-concept-of-an-agile-enterprise-research-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22030.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">343</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">1413</span> Significant Factors in Agile Manufacturing and the Role of Product Architecture</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehrnoosh%20Askarizadeh">Mehrnoosh Askarizadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Agile manufacturing concept was first coined by Iacocca institute in 1991 as a new manufacturing paradigm in order to provide and ensure competitiveness in the emerging global manufacturing order. Afterward, a considerable number of studies have been conducted in this area. Reviewing these studies reveals that they mostly focus on agile manufacturing drivers, definition and characteristics but few of them propose practical solutions to achieve it. Agile manufacturing is recommended as a successful paradigm after lean for the 21st manufacturing firms. This competitive concept has been developed in response to the continuously changes and uncertainties in today’s business environment. In order to become an agile competitor, a manufacturing firm should focus on enriching its agility capabilities. These agility capabilities can be categorized into seven groups: proactiveness, customer focus, responsiveness, quickness, flexibility, basic competence and partnership. A manufacturing firm which is aiming at achieving agility should first develop its own appropriate agility strategy. This strategy prioritizes required agility capabilities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agile%20manufacturing" title="agile manufacturing">agile manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=product%20architecture" title=" product architecture"> product architecture</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20focus" title=" customer focus"> customer focus</a>, <a href="https://publications.waset.org/abstracts/search?q=responsiveness" title=" responsiveness"> responsiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=quickness" title=" quickness"> quickness</a>, <a href="https://publications.waset.org/abstracts/search?q=flexibility" title=" flexibility"> flexibility</a>, <a href="https://publications.waset.org/abstracts/search?q=basic%20competence" title=" basic competence"> basic competence</a> </p> <a href="https://publications.waset.org/abstracts/33496/significant-factors-in-agile-manufacturing-and-the-role-of-product-architecture" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33496.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">515</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">1412</span> Investigation of Relationship between Organizational Climate and Organizational Citizenship Behaviour: A Research in Health Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Serdar%20%C3%96ge">Serdar Öge</a>, <a href="https://publications.waset.org/abstracts/search?q=Pinar%20Ert%C3%BCrk"> Pinar Ertürk</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main objective of this research is to describe the relationship between organizational climate and organizational citizenship behavior. In order to examine this relationship, a research is intended to be carried out in relevant institutions and organizations operating in the health sector in Turkey. It will be found whether there is a statistically significant relationship between organizational climate and organizational citizenship behavior through elated scientific research methods and statistical analysis. In addition, elationships between the dimensions of organizational climate and organizational citizenship behavior subscales will be questioned statistically. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20climate" title="organizational climate">organizational climate</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship" title=" organizational citizenship"> organizational citizenship</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=climate" title=" climate"> climate</a> </p> <a href="https://publications.waset.org/abstracts/36006/investigation-of-relationship-between-organizational-climate-and-organizational-citizenship-behaviour-a-research-in-health-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36006.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">379</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1411</span> The Liability of Renewal: The Impact of Changes in Organizational Capability, Performance, Legitimacy and Pressure for Change </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alshehri%20Sultan">Alshehri Sultan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational change has remained an important subject for many researchers in the field of organizations theory. We propose the importance of organizational liability of renewal through a model that examines how an organization can overcome potential rigidities in organizational capabilities from learning by changing capabilities. We examine whether an established organization can overcome liability of renewal by changes in organizational capabilities and how the organizational renewal process reflect on the balance between the dynamic aspect of organizational learning as demonstrated by changes in capabilities and the stabilizing aspects of organizational inertia. We found both positive relationship between organizational learning and performance, and between legitimacy and performance. Performance and legitimacy have, however, a negative relationship on the pressure for change. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20capabilities" title="organizational capabilities">organizational capabilities</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20liability" title=" organizational liability"> organizational liability</a>, <a href="https://publications.waset.org/abstracts/search?q=liability%20of%20renewal" title=" liability of renewal"> liability of renewal</a>, <a href="https://publications.waset.org/abstracts/search?q=pressure%20for%20change" title=" pressure for change"> pressure for change</a> </p> <a href="https://publications.waset.org/abstracts/20295/the-liability-of-renewal-the-impact-of-changes-in-organizational-capability-performance-legitimacy-and-pressure-for-change" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20295.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">527</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">1410</span> The Effect of Organizational Commitment and Burn out on Organizational Cynicism: A Field Study in the Healthcare Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aykut%20Bed%C3%BCk">Aykut Bedük</a>, <a href="https://publications.waset.org/abstracts/search?q=Kemalettin%20Erye%C5%9Fil"> Kemalettin Eryeşil</a>, <a href="https://publications.waset.org/abstracts/search?q=Osman%20E%C5%9Fmen"> Osman Eşmen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study is to examine the relationship between organizational commitment which is defined as a strong belief in and acceptance of the organization’s goals and values, and burnout syndrome and organizational cynicism. Accordingly, a field research based on survey method was conducted on the employees of a health institution operating in the province of Konya. The findings of the research show that there is a positive statistically significant relationship between organizational cynicism and burnout while there is a negative statistically significant relationship between organizational commitment and burnout. Furthermore, it has been also realized that there is a negative and statistically significant relationship between organizational commitment and organizational cynicism. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=burnout" title="burnout">burnout</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20cynicism" title=" organizational cynicism"> organizational cynicism</a>, <a href="https://publications.waset.org/abstracts/search?q=healthcare%20management" title=" healthcare management"> healthcare management</a> </p> <a href="https://publications.waset.org/abstracts/38078/the-effect-of-organizational-commitment-and-burn-out-on-organizational-cynicism-a-field-study-in-the-healthcare-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38078.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">277</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1409</span> Ingratiation as a Moderator of the Impact of the Perception of Organizational Politics on Job Satisfaction</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Triana%20Fitriastuti">Triana Fitriastuti</a>, <a href="https://publications.waset.org/abstracts/search?q=Pipiet%20Larasatie"> Pipiet Larasatie</a>, <a href="https://publications.waset.org/abstracts/search?q=Alex%20Vanderstraten"> Alex Vanderstraten</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many scholars have demonstrated the negative impacts of the perception of organizational politics on organizational outcomes. The model proposed in this study analyzes the impact of the perception of organizational politics on job satisfaction. In the same way, ingratiation as a moderator variable is tested. We applied regression analysis to test the hypothesis. The findings of the current research, which was conducted with 240 employees in the public sector in Indonesia, show that the perception of organizational politics has a negative effect on job satisfaction. In contrast, ingratiation plays a role that fully moderates the relationship between organizational politics and organizational outcomes and changes the correlation between the perception of organizational politics on job satisfaction. Employees who use ingratiation as a coping mechanism tend to do so when they perceive a high degree of organizational politics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ingratiation" title="ingratiation">ingratiation</a>, <a href="https://publications.waset.org/abstracts/search?q=impression%20management" title=" impression management"> impression management</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=perception%20of%20organizational%20politics" title=" perception of organizational politics"> perception of organizational politics</a> </p> <a href="https://publications.waset.org/abstracts/134370/ingratiation-as-a-moderator-of-the-impact-of-the-perception-of-organizational-politics-on-job-satisfaction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/134370.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">154</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">1408</span> The Effect of Change Communication towards Commitment to Change through the Role of Organizational Trust</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Enno%20R.%20Farahzehan">Enno R. Farahzehan</a>, <a href="https://publications.waset.org/abstracts/search?q=Wustari%20L.%20Mangundjaya"> Wustari L. Mangundjaya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational change is necessary to develop innovation and to compete with other competitors. Organizational changes were also made to defend the existence of the organization itself. Success in implementing organizational change consists of a variety of factors, one of which is individual (employee) who run changes. The employee must have the willingness and ability in carrying out the changes. Besides, employees must also have a commitment to change for creation of the successful organizational change. This study aims to execute the effect of change communication towards commitment to change through the role of organizational trust. The respondents of this study were employees who work in organizations, which have been or are currently running organizational changes. The data were collected using Change Communication, Commitment to Change, and Organizational Trust Inventory. The data were analyzed using regression. The result showed that there is an effect among change communication towards commitment to change which is higher when mediated by organizational trust. This paper will contribute to the knowledge and implications of organizational change, that shows change communication can affect commitment to change among employee if there is trust in the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change%20communication" title="change communication">change communication</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment%20to%20change" title=" commitment to change"> commitment to change</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20trust" title=" organizational trust"> organizational trust</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20change" title=" organizational change"> organizational change</a> </p> <a href="https://publications.waset.org/abstracts/69139/the-effect-of-change-communication-towards-commitment-to-change-through-the-role-of-organizational-trust" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69139.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">342</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1407</span> Effects of Vertimax Training on Agility, Quickness and Acceleration</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dede%20Basturk">Dede Basturk</a>, <a href="https://publications.waset.org/abstracts/search?q=Metin%20Kaya"> Metin Kaya</a>, <a href="https://publications.waset.org/abstracts/search?q=Halil%20Taskin"> Halil Taskin</a>, <a href="https://publications.waset.org/abstracts/search?q=Nurtekin%20Erkmen"> Nurtekin Erkmen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In total, 29 students studying in Selçuk University Physical Training and Sports School who are recreationally active participated voluntarilyin this study which was carried out in order to examine effects of Vertimax trainings on agility, quickness and acceleration. 3 groups took their parts in this study as Vertimax training group (N=10), Ordinary training group (N=10) and Control group (N=9). Measurements were carried out in performance laboratory of Selçuk University Physical Training and Sports School. A training program for quickness and agility was followed up for subjects 3 days a week (Monday, Wednesday, Friday) for 8 weeks. Subjects taking their parts in vertimax training group and ordinary training group participated in the training program for quickness and agility. Measurements were applied as pre-test and post-test. Subjects of vertimax training group followed the training program with vertimax device and subjects of ordinary training group followed the training program without vertimax device. As to control group who are recreationally active, they did not participate in any program. 4 gate photocells were used for measuring and measurement of distances was carried out in m. Furthermore, single gate photocell and honi were used for agility test. Measurements started with 15 minutes of warm-up. Acceleration, quickness and agility tests were applied on subjects. 3 measurements were made for each subject at 3 minutes resting intervals. The best rating of three measurements was recorded. 5 m quickness pre-test value of vertimax training groups has been determined as 1,11±0,06 s and post-test value has been determined as 1,06 ± 0,08 s (P<0,05). 5 m quickness pre-test value of ordinary training group has been determined as 1,11±0,06 s and post-test value has been determined as 1,07±0,07 s (P<0,05).5 m quickness pre-test value of control group has been determined as 1,13±0,08 s and post-test value has been determined as 1,10 ± 0,07 s (P>0,05). Upon examination of 10 m acceleration value before and after the training, 10 m acceleration pre-test value of vertimax training group has been determined as 1,82 ± 0,07 s and post-test value has been determined as 1,76±0,83 s (P>0,05). 10 m acceleration pre-test value of ordinary training group has been determined as 1,83±0,05 s and post-test value has been determined as 1,78 ± 0,08 s (P>0,05).10 m acceleration pre-test value of control group has been determined as 1,87±0,11 s and post-test value has been determined as 1,83 ± 0,09 s (P>0,05). Upon examination of 15 m acceleration value before and after the training, 15 m acceleration pre-test value of vertimax training group has been determined as 2,52±0,10 s and post-test value has been determined as 2,46 ± 0,11 s (P>0,05).15 m acceleration pre-test value of ordinary training group has been determined as 2,52±0,05 s and post-test value has been determined as 2,48 ± 0,06 s (P>0,05). 15 m acceleration pre-test value of control group has been determined as 2,55 ± 0,11 s and post-test value has been determined as 2,54 ± 0,08 s (P>0,05).Upon examination of agility performance before and after the training, agility pre-test value of vertimax training group has been determined as 9,50±0,47 s and post-test value has been determined as 9,66 ± 0,47 s (P>0,05). Agility pre-test value of ordinary training group has been determined as 9,99 ± 0,05 s and post-test value has been determined as 9,86 ± 0,40 s (P>0,05). Agility pre-test value of control group has been determined as 9,74 ± 0,45 s and post-test value has been determined as 9,92 ± 0,49 s (P>0,05). Consequently, it has been observed that quickness and acceleration features were developed significantly following 8 weeks of vertimax training program and agility features were not developed significantly. It is suggested that training practices used for the study may be used for situations which may require sudden moves and in order to attain the maximum speed in a short time. Nevertheless, it is also suggested that this training practice does not make contribution in development of moves which may require sudden direction changes. It is suggested that productiveness and innovation may come off in terms of training by using various practices of vertimax trainings. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=vertimax" title="vertimax">vertimax</a>, <a href="https://publications.waset.org/abstracts/search?q=training" title=" training"> training</a>, <a href="https://publications.waset.org/abstracts/search?q=quickness" title=" quickness"> quickness</a>, <a href="https://publications.waset.org/abstracts/search?q=agility" title=" agility"> agility</a>, <a href="https://publications.waset.org/abstracts/search?q=acceleration" title=" acceleration"> acceleration</a> </p> <a href="https://publications.waset.org/abstracts/17944/effects-of-vertimax-training-on-agility-quickness-and-acceleration" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17944.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">496</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">1406</span> The Effects of a Circuit Training Program on Muscle Strength, Agility, Anaerobic Performance and Cardiovascular Endurance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Wirat%20Sonchan">Wirat Sonchan</a>, <a href="https://publications.waset.org/abstracts/search?q=Pratoom%20Moungmee"> Pratoom Moungmee</a>, <a href="https://publications.waset.org/abstracts/search?q=Anek%20Sootmongkol"> Anek Sootmongkol</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aimed to examine the effects of a circuit training program on muscle strength, agility, anaerobic performance and cardiovascular endurance. The study involved 24 freshmen (age 18.87<u>+</u>0.68 yr.) male students of the Faculty of Sport Science, Burapha University. They sample study were randomly divided into two groups: Circuit Training group (CT; n=12) and a Control group (C; n=12). Baseline data on height, weight, muscle strength (hand grip dynamometer and leg strength dynamometer), agility (agility T-Test), and anaerobic performance (Running-based Anaerobic Sprint Test) and cardiovascular endurance (20 m Endurance Shuttle Run Test) were collected. The circuit training program included one circuit of eight stations of 30/60 seconds of work/rest interval with two cycles in Week 1-4, and 60/90 seconds of work/rest interval with three cycles in Week 5-8, performed three times per week. Data were analyzed using paired t-tests and independent sample t-test. Statistically significance level was set at 0.05. The results show that after 8 weeks of a training program, muscle strength, agility, anaerobic capacity and cardiovascular endurance increased significantly in the CT Group (p < 0.05), while significant increase was not observed in the C Group (p < 0.05). The results of this study suggest that the circuit training program improved muscle strength, agility, anaerobic capacity and cardiovascular endurance of the study subjects. This program may be used as a guideline for selecting a set of exercise to improve physical fitness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=circuit%20training" title="circuit training">circuit training</a>, <a href="https://publications.waset.org/abstracts/search?q=physical%20fitness" title=" physical fitness"> physical fitness</a>, <a href="https://publications.waset.org/abstracts/search?q=cardiovascular%20endurance" title=" cardiovascular endurance"> cardiovascular endurance</a>, <a href="https://publications.waset.org/abstracts/search?q=anaerobic%20performance" title=" anaerobic performance"> anaerobic performance</a> </p> <a href="https://publications.waset.org/abstracts/69026/the-effects-of-a-circuit-training-program-on-muscle-strength-agility-anaerobic-performance-and-cardiovascular-endurance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69026.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">1405</span> Organizational Learning Strategies for Building Organizational Resilience</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Stephanie%20K.%20Douglas">Stephanie K. Douglas</a>, <a href="https://publications.waset.org/abstracts/search?q=Gordon%20R.%20Haley"> Gordon R. Haley</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations face increasing disruptions, changes, and uncertainties through the rapid shifts in the economy and business environment. A capacity for resilience is necessary for organizations to survive and thrive in such adverse conditions. Learning is an essential component of an organization's capability for building resilience. Strategic human resource management is a principal component of learning and organizational resilience. To achieve organizational resilience, human resource management strategies must support individual knowledge, skills, and ability development through organizational learning. This study aimed to contribute to the comprehensive knowledge of the relationship between strategic human resource management and organizational learning to build organizational resilience. The organizational learning dimensions of knowledge acquisition, knowledge distribution, knowledge interpretation, and organizational memory can be fostered through human resource management strategies and then aggregated to the organizational level to build resilience. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20development" title="human resource development">human resource development</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20resilience" title=" organizational resilience"> organizational resilience</a> </p> <a href="https://publications.waset.org/abstracts/155369/organizational-learning-strategies-for-building-organizational-resilience" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/155369.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">137</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1404</span> The Role of Organizational Trust in the Relationship Between Organizational Justice and Organizational Citizenship Behaviors: A Case Study of Sport Organizations of Tehran Municipality</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tayebeh%20Zargar">Tayebeh Zargar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of the present research is to study the role of organizational trust in the relationship between organizational justice and organizational citizenship behaviors in sport organizations of Tehran Municipality. The method of this study is correlation and it is based on structural equation modeling. Among all staffs of sport organizations of Tehran Municipality, 150 staff members were selected through random sampling. The data gathering instrument of the study incorporated the Moorman’s (1999) Organizational Justice Questionnaire (OJQ), Ruder’s (2003) Trust Organizational Questionnaire (TOQ), and the Organizational Citizenship Behavior Scale (DiPaola, Tarter, & Hoy, 2005). SEM was utilized to analyze the data. Regarding the relationships between the variables presented in the model, the following results were obtained: organizational justice has significant direct positive effect on organizational trust (β=0.82), and organizational trust itself has significant direct positive effect on citizenship behavior (β=0.65). According to the results, making efforts in order to encourage staff members to participate more in organizational decision-making will influence their condition. Furthermore, paying more attention to organizational justice may cause the staff members to accept the organizational structure and respect the rules, volunteer in supporting the organizational resources, and have active participation in managing organization roles. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20trust" title="organizational trust">organizational trust</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20justice" title=" organizational justice"> organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behaviors" title=" organizational citizenship behaviors"> organizational citizenship behaviors</a>, <a href="https://publications.waset.org/abstracts/search?q=sport%20organizations" title=" sport organizations "> sport organizations </a> </p> <a href="https://publications.waset.org/abstracts/11458/the-role-of-organizational-trust-in-the-relationship-between-organizational-justice-and-organizational-citizenship-behaviors-a-case-study-of-sport-organizations-of-tehran-municipality" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11458.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">340</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1403</span> Relationship of Organizational Culture, Teacher Psychological Empowerment, and Organizational Citizenship Behavior in Universities in Bangkalan District</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Iqbal%20Abd.%20Muhbir%20Hadi%20Anam">Iqbal Abd. Muhbir Hadi Anam</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of the study is to discuss the relationship between organizational culture, teacher psychological empowerment, and organizational citizenship behavior at the University of Bangkalan District. The data was obtained using a survey of 100 respondents tested for validity and reliability. The analytical technique used is a hierarchical regression test. The results showed that the organizational culture of the university had a strong influence on the psychological empowerment of teachers and the psychological empowerment of teachers and that the organizational culture and psychological empowerment of teachers provided effective predictions of the psychological empowerment of the university. In addition, organizational culture directly or indirectly influences teachers' organizational citizenship behavior through psychological empowerment. Given these results, universities need to build an organizational culture that reflects the nature of the university. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20behavior" title="organizational behavior">organizational behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=teacher%20psychological%20empowerment" title=" teacher psychological empowerment"> teacher psychological empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=universities" title=" universities"> universities</a> </p> <a href="https://publications.waset.org/abstracts/145391/relationship-of-organizational-culture-teacher-psychological-empowerment-and-organizational-citizenship-behavior-in-universities-in-bangkalan-district" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/145391.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">206</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1402</span> Effects of 8-Week of Yoga Training on Muscular Strength, Muscular Endurance, Flexibility and Agility of Female Hockey Players</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tarsem%20Singh">Tarsem Singh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of the present study was to investigate the effect of yoga training on muscular strength, muscular endurance, flexibility and agility of female hockey players. For this purpose, a sample of forty (N=40) female hockey players of age ranging from 18 to 25 years were selected from different colleges affiliated to Guru Nanak Dev University Amritsar. Further, the subjects were purposively divided in two groups. First group, designated as experimental group (N1=20) and the second one as control group (N2=20). All the participants were informed about the objectives and methodology of this study and they volunteered to participate in this experimental study. The study was restricted to the variables: muscular strength, muscular endurance, flexibility and agility. The same were measured by using Flexed Arms Hang Test, Sit-Ups Test, Sit and Reach Test and Shuttle Run Test respectively. Experimental group have undergone yoga training for 8-week by following a sequence of selected yogic asanas i.e. Sarvangasana, Chakra-asana, Utthita Parsvakonasana, Parivrtta Trikonasana, Halasana, Bhujangasana, Dhanurasana, Ustrasana, Gomukasana, Paschimotansana, Ardha-Matsyendrasana and Hanumanasan. Paired sample t-test was applied to study the effects of yoga training on female hockey players. The level of significance was set at 0.05. Results revealed significant differences between pre and post-tests of experimental group in respect to Muscular strength (t-6.946*), Muscular endurance (t-9.863*), Flexibility (t-11.052*) and Agility (t-14.068*). However, insignificant differences were observed between pre and post-tests of control group. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=yoga" title="yoga">yoga</a>, <a href="https://publications.waset.org/abstracts/search?q=muscular%20strength" title=" muscular strength"> muscular strength</a>, <a href="https://publications.waset.org/abstracts/search?q=muscular%20endurance" title=" muscular endurance"> muscular endurance</a>, <a href="https://publications.waset.org/abstracts/search?q=flexibility" title=" flexibility"> flexibility</a>, <a href="https://publications.waset.org/abstracts/search?q=agility" title=" agility"> agility</a> </p> <a href="https://publications.waset.org/abstracts/20222/effects-of-8-week-of-yoga-training-on-muscular-strength-muscular-endurance-flexibility-and-agility-of-female-hockey-players" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20222.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">328</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">1401</span> Perceived Organizational Justice, Trust and Employee Engagement in Bank Managers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seemal%20Mazhar%20Khan">Seemal Mazhar Khan</a>, <a href="https://publications.waset.org/abstracts/search?q=Tahira%20Mubashar"> Tahira Mubashar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present research aimed to investigate the relationship in perceived organizational justice, organizational trust and employee engagement in bank employees. It was hypothesized: there is likely to be a relationship in perceived organizational justices, organizational trust and employee engagement; perceived organizational justice and organizational trust are likely to predict employee engagement; there is likely to be effect of bank type and designation on perceived organizational justice, organizational trust and employee engagement. The sample consisted of 150 bank employees (50 from government, 50 from private and 50 from privatized banks) selected from different banks in Lahore, Pakistan. Correlational research design was used to conduct this study. Perceived Organizational Justices Questionnaire, Organizational Trust Questionnaire and Employee Engagement Scale were used for assessment. Pearson product moment correlation, hierarchical regression and multivariate analysis of covariance were applied. Results showed a positive significant relationship in perceived organizational justice and organizational engagement and there were also a positive significant relation between organizational trust and job and organizational engagement. Results showed that organizational trust predicts organizational engagement after controlling the effect of age, marital status and socio-economic status and there is a significant interaction effect of bank type and designation level on organizational trust in bank employees. The findings of the research can serve as a platform for the awareness of important antecedents of employee engagement and organizations can inculcate trust for better and improved engagement of its employees, thereby, enhancing the productivity of their employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=bank%20employees" title="bank employees">bank employees</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20engagement" title=" organizational engagement"> organizational engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20organizational%20justice" title=" perceived organizational justice"> perceived organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=trust" title=" trust"> trust</a> </p> <a href="https://publications.waset.org/abstracts/38155/perceived-organizational-justice-trust-and-employee-engagement-in-bank-managers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38155.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">398</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">1400</span> The Effect of Organizational Virtuousness on Nurses' Organizational Identification Level and Performance: The Mediating Role of Perceived Organizational Support</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Feride%20Eskin%20Bacaksiz">Feride Eskin Bacaksiz</a>, <a href="https://publications.waset.org/abstracts/search?q=Aytolan%20Yildirim"> Aytolan Yildirim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Practices voluntarily performed by organizations for their employees well-being, create an emotional imperative for employees in accordance with reciprocity norm. Changes in desired course occur in organizational outputs and attitudes towards organization among employees perceiving their organizations as virtuous and supportive. The aim of this study was to examine the effect of organizational virtuousness on performance and organizational identification levels of employees and mediating role of perceived organizational support in this relationship. The data of this descriptive and methodological study were collected from 336 nurses working in a public university hospital in 2015. Participant information form, Organizational Virtuousness, Perceived Organizational Support, Organizational Identification, and Employee Performance scales were used to collect the data. Descriptive, correlative, psychometric analyses and Structural Equation Modeling were performed for the data analysis. Most of the participants were female, under 30 years of age, graduated degrees and staff nurse. Mean scores obtained by the participants from scales were calculated as 3.43(SD=.99) for organizational virtuousness, 2.99 (SD=1.16) for perceived organizational support, 3.18 (SD=1.03) for organizational identification and 3.84 (SD=0.66) for employee performance. It was found that correlation between organizational virtuousness and employee performance regressed from r=0.64 to r=-0.01 and correlation between organizational virtuousness and organizational identification regressed from r=0.55 to r=-0.16 and became statistically non-significant (p < 0.05) via mediating role of perceived organizational support. According to the results, perceived organizational support assumes full mediation on the impact of organizational virtues of employee performance and organizational identification levels. Therefore, organizations, which intend to positively affect employees attitudes towards organization and their performance, should both extend organizational virtuous activities and affect perceptions of employees; whereas, employees should perceive that they are supported by their organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title="employee performance">employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20identification" title=" organizational identification"> organizational identification</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20virtuousness" title=" organizational virtuousness"> organizational virtuousness</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20organizational%20support" title=" perceived organizational support"> perceived organizational support</a> </p> <a href="https://publications.waset.org/abstracts/50435/the-effect-of-organizational-virtuousness-on-nurses-organizational-identification-level-and-performance-the-mediating-role-of-perceived-organizational-support" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50435.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">364</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1399</span> Organizational Innovations of the 20th Century as High Tech of the 21st: Evidence from Patent Data</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Valery%20Yakubovich">Valery Yakubovich</a>, <a href="https://publications.waset.org/abstracts/search?q=Shuping%20wu"> Shuping wu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organization theorists have long claimed that organizational innovations are nontechnological, in part because they are unpatentable. The claim rests on the assumption that organizational innovations are abstract ideas embodied in persons and contexts rather than in context-free practical tools. However, over the last three decades, organizational knowledge has been increasingly embodied in digital tools which, in principle, can be patented. To provide the first empirical evidence regarding the patentability of organizational innovations, we trained two machine learning algorithms to identify a population of 205,434 patent applications for organizational technologies (OrgTech) and, among them, 141,285 applications that use organizational innovations accumulated over the 20th century. Our event history analysis of the probability of patenting an OrgTech invention shows that ideas from organizational innovations decrease the probability of patent allowance unless they describe a practical tool. We conclude that the present-day digital transformation places organizational innovations in the realm of high tech and turns the debate about organizational technologies into the challenge of designing practical organizational tools that embody big ideas about organizing. We outline an agenda for patent-based research on OrgTech as an emerging phenomenon. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20innovation" title="organizational innovation">organizational innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20technology" title=" organizational technology"> organizational technology</a>, <a href="https://publications.waset.org/abstracts/search?q=high%20tech" title=" high tech"> high tech</a>, <a href="https://publications.waset.org/abstracts/search?q=patents" title=" patents"> patents</a>, <a href="https://publications.waset.org/abstracts/search?q=machine%20learning" title=" machine learning"> machine learning</a> </p> <a href="https://publications.waset.org/abstracts/150526/organizational-innovations-of-the-20th-century-as-high-tech-of-the-21st-evidence-from-patent-data" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/150526.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">122</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1398</span> The Effect of Organizational Factors on Knowledge Sharing in the Jordanian Commercial Banks</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nadera%20Al%20Hourani">Nadera Al Hourani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study aimed at testing the effect of the organizational factors on reinforcing the knowledge sharing competence in the Jordanian commercial banks. The study population consisted of all the commercial banks working in Jordan according to the statistics of the Jordanian Banks Association by the end of 2010 (n=12). The researchers took a sample of the branch managers (n=240), and constructed a questionnaire to achieve the objective of the study. 235 questionnaires were returned and 16 were discarded due to incompleteness of their data, thus accepting 219 questionnaires. The results of the study indicated statistically significant effect of the organizational factors with their elements: (organizational structure, organizational culture, and human resources policy) in knowledge sharing. The study recommended that the Jordanian commercial banks have to continue attention to the organizational factors through supporting the less important variables and lowest means within the independent variable (organizational factors). The organizational structure came lowest, which urges the management of the commercial banks to adopt a flexible organizational structure capable to reinforce the knowledge sharing competence. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=banks" title="banks">banks</a>, <a href="https://publications.waset.org/abstracts/search?q=Jordan" title=" Jordan"> Jordan</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge" title=" knowledge"> knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20factors" title=" organizational factors"> organizational factors</a>, <a href="https://publications.waset.org/abstracts/search?q=sharing" title=" sharing"> sharing</a> </p> <a href="https://publications.waset.org/abstracts/26967/the-effect-of-organizational-factors-on-knowledge-sharing-in-the-jordanian-commercial-banks" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26967.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">331</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">1397</span> Antecedents and Consequences of Organizational Intelligence in an R and D Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Akriti%20Srivastava">Akriti Srivastava</a>, <a href="https://publications.waset.org/abstracts/search?q=Soumi%20Awasthy"> Soumi Awasthy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> One of the disciplines that provoked increased interest in the importance of intelligence is the management and organization development literature. Organization intelligence is a key enabling force underlying many vital activities and processes dominating organizational life. Hence, the factors which lead to organizational intelligence and the result which comes out of the whole procedure is important to be understood with the understanding of OI. The focus of this research was to uncover potential antecedents and consequences of organizational intelligence, thus a non-experimental explanatory survey research design was used. A non-experimental research design is in which the manipulation of variables and randomization of samples are not present. The data was collected with the help of the questionnaire from 321 scientists from different laboratories of an R & D organization. Out of which 304 data were found suitable for the analysis. There were 194 males (age, M= 35.03, SD=7.63) and 110 females (age, M= 34.34, SD=8.44). This study tested a conceptual model linking antecedent variables (leadership and organizational culture) to organizational intelligence, followed by organizational innovational capability and organizational performance. Structural equation modeling techniques were used to analyze the hypothesized model. But, before that, confirmatory factor analysis of organizational intelligence scale was done which resulted in an insignificant model. Then, exploratory factor analysis was done which gave six factors for organizational intelligence scale. This structure was used throughout the study. Following this, the final analysis revealed relatively good fit of data to the hypothesized model with certain modifications. Leadership and organizational culture emerged out as the significant antecedents of organizational intelligence. Organizational innovational capability and organizational performance came out to be the consequent factors of organizational intelligence. But organizational intelligence did not predict organizational performance via organizational innovational capability. With this, additional significant pathway emerged out between leadership and organizational performance. The model offers a fresh and comprehensive view of the organizational intelligence. In this study, prior studies in related literature were reviewed to offer a basic framework of organizational intelligence. The study proved to be beneficial for organizational intelligence scholarship, seeing its importance in the competitive environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20intelligence" title=" organizational intelligence"> organizational intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20innovational%20capability" title=" organizational innovational capability"> organizational innovational capability</a> </p> <a href="https://publications.waset.org/abstracts/52150/antecedents-and-consequences-of-organizational-intelligence-in-an-r-and-d-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52150.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">344</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1396</span> Servant Leadership and Organizational Citizenship Behavior: The Mediating Role of Perceived Organizational Politics and the Moderating Role of Political Skill in Public Service Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Debalkie%20Demissie%20Addisu">Debalkie Demissie Addisu</a>, <a href="https://publications.waset.org/abstracts/search?q=Ejigu%20Alemu%20Abebe"> Ejigu Alemu Abebe</a>, <a href="https://publications.waset.org/abstracts/search?q=Tsegay%20Tensay%20Assefa"> Tsegay Tensay Assefa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examines the indirect effect of servant leadership on organizational citizenship behavior through perceptions of organizational politics moderated by political skill. This study reports the responses of 321 respondents from six federal public service organizations in Ethiopia. A multi-stage random sampling procedure was employed to select the sampled federal public service organizations. To test hypotheses, the study employed structural equation modeling using AMOS version-26 software. The result revealed that all direct effects have a significant effect. Specifically, servant leadership has a positive effect on organizational citizenship behavior. Likewise, servant leadership has a negative effect on perceptions of organizational politics. Also, a perception of organizational politics has a negative effect on organizational citizenship behavior. Moreover, perceptions of organizational politics competitively mediated the effect of servant leadership on organizational citizenship behavior. As well, political skill moderated the effect of perceptions of organizational politics on organizational citizenship behavior but not the indirect effect. To the best of our knowledge, no one else employs perceptions of organizational politics as a mediating effect between servant leadership and organizational citizenship behavior. Furthermore, we are not aware of anyone else employing political skill as a moderating role in the indirect effect of servant leadership on organizational citizenship behavior through perceptions of organizational politics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=servant%20leadership" title="servant leadership">servant leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=perceptions%20of%20organizational%20politics" title=" perceptions of organizational politics"> perceptions of organizational politics</a>, <a href="https://publications.waset.org/abstracts/search?q=political%20skill" title=" political skill"> political skill</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20service%20organization" title=" public service organization"> public service organization</a>, <a href="https://publications.waset.org/abstracts/search?q=Ethiopia" title=" Ethiopia"> Ethiopia</a> </p> <a href="https://publications.waset.org/abstracts/184595/servant-leadership-and-organizational-citizenship-behavior-the-mediating-role-of-perceived-organizational-politics-and-the-moderating-role-of-political-skill-in-public-service-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/184595.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">68</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1395</span> Effects of Plyometric Exercises on Agility, Power and Speed Improvement of U-17 Female Sprinters in Case of Burayu Athletics Project, Oromia, Ethiopia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdeta%20Bayissa%20Mekessa">Abdeta Bayissa Mekessa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to examine the effects of plyometric exercises on agility, power, and speed and improvement of U-17 female sprinters in the case of the Burayu Athletics project. The true experimental research design was employed for conducting this study. The total populations of the study were 14 U-17 female sprinters from Burayu athletics project. The populations were small in numbers; therefore, the researcher took all as a sample by using comprehensive sampling techniques. These subjects were classified into the Experimental group (N=7) and the Control group (N=7) by using simple random sampling techniques. The Experimental group participated in plyometric training for 8 weeks, 3 days per week and 60 minutes duration per day in addition to their regular training. But, the control groups were following their only regular training program. The variables selected for the purpose of this study were agility, power and speed. The tests were the Illinois agility test, standing long jump test, and 30m sprint test, respectively. Both groups were tested before (pre-test) and after (post-test) 8 weeks of plyometric training. For data analysis, the researcher used SPSS version 26.0 software. The collected data was analyzed using a paired sample t-test to observe the difference between the pre-test and post-test results of the plyometric exercises of the study. The significant level of p<0.05 was considered. The result of the study shows that after 8 weeks of plyometric training, significant improvements were found in Agility (MD=0.45, p<0.05), power (MD=-1.157, P<0.05) and speed (MD=0.37, P<0.05) for experimental group subjects. On the other hand, there was no significant change (P>0.05) in those variables in the control groups. Finally, the findings of the study showed that eight (8) weeks of plyometric exercises had a positive effect on agility, power and speed improvement of female sprinters. Therefore, Athletics coaches and athletes are highly recommended to include plyometric exercise in their training program. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ploymetric%20exercise" title="ploymetric exercise">ploymetric exercise</a>, <a href="https://publications.waset.org/abstracts/search?q=speed%20power" title=" speed power"> speed power</a>, <a href="https://publications.waset.org/abstracts/search?q=aglity" title=" aglity"> aglity</a>, <a href="https://publications.waset.org/abstracts/search?q=female%20sprinter" title=" female sprinter"> female sprinter</a> </p> <a href="https://publications.waset.org/abstracts/187318/effects-of-plyometric-exercises-on-agility-power-and-speed-improvement-of-u-17-female-sprinters-in-case-of-burayu-athletics-project-oromia-ethiopia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/187318.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">39</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">1394</span> The Impact of Organizational Justice on Organizational Loyalty Considering the Role of Spirituality and Organizational Trust Variable: Case Study of South Pars Gas Complex</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sima%20Radmanesh">Sima Radmanesh</a>, <a href="https://publications.waset.org/abstracts/search?q=Nahid%20Radmanesh"> Nahid Radmanesh</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohsen%20Yaghmoor"> Mohsen Yaghmoor</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The presence of large number of active rival gas companies on Persian Gulf border necessitates the adaptation and implementation of effective employee retention strategies as well as implementation of promoting loyalty and belonging strategies of specialized staffs in the South Pars gas company. Hence, this study aims at assessing the amount of organizational loyalty and explaining the effect of institutional justice on organizational justice with regard to the role of mediator variables of spirituality in the work place and organizational trust. Therefore, through reviewing the related literature, the researchers achieve a conceptual model for the effect of these factors on organizational loyalty. To this end, this model was assessed and tested through questionnaires in South Pars gas company. The research method was descriptive and correlation-structural equation modeling. The findings of the study indicated a significant relationship between the concepts addressed in the research and conceptual models were confirmed. Finally, according to the results to improve effectiveness factors affecting organizational loyalty, recommendations are provided. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20loyalty" title="organizational loyalty">organizational loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20trust" title=" organizational trust"> organizational trust</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20justice" title=" organizational justice"> organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20spirit" title=" organizational spirit"> organizational spirit</a>, <a href="https://publications.waset.org/abstracts/search?q=oil%20and%20gas%20company" title=" oil and gas company"> oil and gas company</a> </p> <a href="https://publications.waset.org/abstracts/18266/the-impact-of-organizational-justice-on-organizational-loyalty-considering-the-role-of-spirituality-and-organizational-trust-variable-case-study-of-south-pars-gas-complex" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18266.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">472</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">1393</span> Aligning Organizational Culture and Compensation Strategies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Giuseppe%20Maria%20Russo">Giuseppe Maria Russo</a>, <a href="https://publications.waset.org/abstracts/search?q=Patr%C3%ADcia%20Am%C3%A9lia%20Tomei"> Patrícia Amélia Tomei</a>, <a href="https://publications.waset.org/abstracts/search?q=Ant%C3%B4nio%20Linhares"> Antônio Linhares</a>, <a href="https://publications.waset.org/abstracts/search?q=Andr%C3%A9%20Moreira%20Santos"> André Moreira Santos</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Alignment between management strategies, policies and practices with organizational cultures holds great potential to meet the challenges of retaining professionals and maintaining their commitment. In this article, authors consider that when it is aligned with company strategy, compensation acts as an incentive for developing common visions within the organizational culture. This article verified the correlation between types of culture and compensation’s strategic components and provided inputs for the definition of strategies aligned with cultural typologies. We conclude that the impact of compensation variables varies according to the type of organizational culture. This result reinforces the theory that different cultures define different organizational strategies. Thus, compensation strategies may explain types of organizational culture. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=compensation" title="compensation">compensation</a>, <a href="https://publications.waset.org/abstracts/search?q=Handy%E2%80%99s%20cultural%20typology" title=" Handy’s cultural typology"> Handy’s cultural typology</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=rewards" title=" rewards"> rewards</a> </p> <a href="https://publications.waset.org/abstracts/35481/aligning-organizational-culture-and-compensation-strategies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/35481.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">660</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">1392</span> Relationship between Quality Education and Organizational Culture at College Level in Punjab</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anam%20Noshaba">Anam Noshaba</a>, <a href="https://publications.waset.org/abstracts/search?q=Mahr%20Muhammad%20Saeed%20Akhtar"> Mahr Muhammad Saeed Akhtar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study was to find out the relationship between quality education and organizational culture. The population of this study was all the teachers of Public Degree Colleges located in Punjab. A sample of 400 teachers was selected by using a simple random sampling technique. Quality Education Assessment Questionnaire (QEAQ) and Organizational Culture Assessment Instrument (OCAI) were used for data collection. Out of all, 90% of teachers responded. Findings showed that quality education and organizational culture are positively correlated. Results indicated that there is no difference in quality education and organizational culture by demographic variables of teachers. Future research is needed to study the viewpoint of other stakeholders of education regarding quality education and organizational culture. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=quality%20education" title="quality education">quality education</a>, <a href="https://publications.waset.org/abstracts/search?q=minimum%20quality%20standards" title=" minimum quality standards"> minimum quality standards</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=college%20level" title=" college level"> college level</a> </p> <a href="https://publications.waset.org/abstracts/148058/relationship-between-quality-education-and-organizational-culture-at-college-level-in-punjab" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/148058.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">139</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">1391</span> Physical Fitness Factors of School Badminton Players in Kandy District</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=P.%20Cinthuja">P. Cinthuja</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20A.%20O.%20A%20Jayakody"> J. A. O. A Jayakody</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20P.%20M.%20Perera"> M. P. M. Perera</a>, <a href="https://publications.waset.org/abstracts/search?q=W.%20V.%20D.%20N.%20Weerarathna"> W. V. D. N. Weerarathna</a>, <a href="https://publications.waset.org/abstracts/search?q=S.E.%20Nirosha"> S.E. Nirosha</a>, <a href="https://publications.waset.org/abstracts/search?q=D.%20K.%20D.%20C.%20Indeewari"> D. K. D. C. Indeewari</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20Kaethieswaran"> T. Kaethieswaran</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20B.%20Adikari"> S. B. Adikari </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aims of the study was to measure physical fitness parameters of school badminton players in the Kandy district and determine the factors contributing to improve the physical fitness. Height, weight, handgrip was measured and sit and reach test, shoulder flexibility test, standing long jump test, 20m sprint speed test, agility T-test and 20 m multistage shuttle run test were performed on 183 school badminton players. Linear regression and correlation tests were performed using body mass index, practiced duration, age category, level of performance, additional sports involvement as independent variables and physical fitness parameter as dependent variables. Results: The present study showed that the upper body power, upper body strength and endurance and speed depended on body mass index both in male and female school badminton players. Speed, agility, flexibility of shoulders, explosive power of shoulder and aerobic endurance depended on the duration of practiced. Furthermore, involvement in additional sports other than badminton did not enhance the performance of badminton players. But it decreased player’s performance by decreasing agility and speed. Age had an effect on the upper body power, explosive power of lower limb, agility and speed both in both males and females. Conclusions: The performance of badminton players could be enhanced by maintaining a proper body mass index. Badminton specific parameter could be improved by increasing the duration of practiced. Involvement in other sports does not give an added advantage to badminton players to improve their performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agility" title="agility">agility</a>, <a href="https://publications.waset.org/abstracts/search?q=Body%20Mass%20Index" title=" Body Mass Index"> Body Mass Index</a>, <a href="https://publications.waset.org/abstracts/search?q=endurance" title=" endurance"> endurance</a>, <a href="https://publications.waset.org/abstracts/search?q=badminton" title=" badminton "> badminton </a> </p> <a href="https://publications.waset.org/abstracts/28167/physical-fitness-factors-of-school-badminton-players-in-kandy-district" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28167.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 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