Role of organizational environment in sustained organizational economic performance
Qadar Bakhsh BalochSourath MaherNadeem IqbalSyed Naseeb ShahMuhammad SheerazFaryal RaheemKanwal Iqbal Khan
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Purpose Therefore, this research study investigates the impact of business environment on the performance of the business organizations. (1) To understand the importance the environment in the success of the business entrepreneurship. (2) To explore the environmental factors that can affect the success of business entrepreneurship in Pakistan. (3) To establish relationship between the environmental factors and the sustained organizational performance of business entrepreneurships in Pakistan. Design/methodology/approach Drawing from the person–environment fit (PE fit) and the self-determination theory literature, this survey research study seeks to determine the impact of organizational environment upon sustained organizational economic performance. The main independent variable of the study encompasses its main three dimensions, i.e. leadership capacity, organizational culture and organizational politics. The dependent variable comprises the sustained economic performance of the organization. The research study hypothesized and tested a model in which the organizational environment (organizational culture, organizational politics and leadership) interplays with the organizational sustained performance. Findings Keeping in view the outcomes of this research work the following implications can be drawn. A leader can yield maximum productivity of employees, if he/she has leadership capacity to provide directions, skilled to minimize the stress level of the employees and able to motivate them in achieving organizational goals. Therefore, capacity of leader to handle difficult situations and develop PE fit is the key to organizational success in current scenario. The study also revealed a positive effect of organizational culture on organizational performance. The culture of the organizations provides an environment of openness to think, share and contribute toward goals of the organization. It enables employees to express themselves, develop person-organization common goals with self-determination. The PE fit provides a platform to feel free, express their feelings and opinions, and contribute in the decision-making process of organizations. The involvement in organizational activities provide a sense of responsibility, ownership and motivation to produce better results for the organizations. Originality/value PE fit perspective postulates that matching individual psychological needs and environmental supplies (provided by organization and society) generates positive attitudes and behaviors (Tepper et al. , 2018). The effect between individuals and their environment is inherently reciprocal rather than a one-way effect (Goetz et al. , 2021). The fundamental postulation support that the fit certainly improves performance, commitment and satisfaction of individuals in the context of organizations (De Cooman et al. , 2019; Rau vola et al. , 2020). Moreover, self-determination theory (SDT) is another perspective that emphasizes the attainment of autonomy, competence and relatedness in employees to outperform (Deci and Ryan, (2010). The self-determination theory revolves around the social-contextual conditions that support or obstruct the integral courses of self-motivation and psychological development, which will contribute toward organizational performance (Nazir et al. , 2021).Keywords:
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Approach This paper explores a new idea presenting the possible relationship between organizational learning and organizational design. The establishment of this relation is based upon extensive literature review. Findings Organizational learning theory has been used to understand several organizational phenomena, like resources and competencies, tacit knowledge or the role of memory in the organization; however, it is difficult to identify fits and consequent misfits between organizational learning and the organizational design. Research limitations This one is a theoretical paper, so there is a possible limitation, regarding the lack of empirical support. Practical implications At the end of the paper a number of recommendations regarding the organizational design are suggested, in order to promote organizational learning in the firms. Value of the paper This paper identifies some links between organizational learning and organizational design, providing the grounds for a subsequent development and empirically testing of those relations.
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We endeavor to emphasize the latest advances in thought with the help of research and practice. The study extends the existing research in this area by focusing on the impact of these forces on organization. Our purpose is to make our research a useful resource for scholars who wants to have well-incorporated reviews of the literature, advancement in research methods, and thoughts about practice which would open new ways of working with organizations to create successful change. To analyze the role of organizational change, organizational culture, and organizational politics on organizational learning, around 300 questionnaires were distributed in Manufacturing, Education, Energy, Banking and Telecommunication sector in Pakistan. Complete survey received of two hundred and sixty four at the response rate of 88%. Pearson’s moment correlation, descriptive statistics and linear regression is applied to determine the role of organizational change, organizational culture, and organizational politics on organizational learning. The resulst show that Organizational Change, Organizational Culture, and Organizational Politics have a signifcant and positive relationship with the Organizational Learning. Limitations and future directions are also discussed in this study.
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This research examine the construct relationships between organizational structure, strategy, and the congruence between structure and strategy in terms of organizational context, and their effect on organizational performance, then examine the effect of organizational culture as a mediator between these relationships. A total of 216 of Yemen airways non-managerial employees from four main departments participate in the study. The main objective of the study was to examine the significant of organizational culture as a plausible mediator between the congruence of organizational structure, and strategy and organizational performance and then between organizational structure, strategy and organizational performance. The findings stated that an organizational culture significantly and partially mediate the relationship between organizational context and organizational performance. Similarly, organizational culture significantly and partially mediates the relationship between organizational structure and organizational strategy. Other objective is to identify the effect of organizational context on organizational performance and organizational culture. The findings reported that organizational context is positively effects on organizational performance and organizational culture. Then the next objective is to determine the effect of organizational culture on organizational performance, and the finding is organizational culture has a significant correlation with the organizational performance. Last objective is to identify the effect of organizational structure and organizational strategy on organizational performance and organizational culture. In this objective the research findings stated that organizational strategy has a positive effect on organizational culture and organizational performance. Meanwhile, it's found that there is no significance relationship between organizational structure and organizational performance but it has a significance effect on the organizational culture. This study reported that organizational culture served as a significant mediator for the relationship between organizational structure and organizational performance. Organizational culture was also found to be a significant mediator for the relationship between organizational strategy and organizational performance, and the more important is that the plausible significant effect of organizational culture as a mediator between the congruence of organizational structure and strategy, show a higher correlation and effect on the organizational performance better than the effect of structure and strategy separately. Furthermore, this research shaped in ten hypothesis to analyze an organizational context structural model (congruent of structure and strategy) as an independent variable, organizational culture as a mediator and organizational performance as a dependent variable. The results indicate that 48 percent of the variance explains organizational performance was accounted for by the dimension of organizational context as a congruent factor. However, only 20 percent of the variance explained organizational culture was accounted by dimensions in organizational context and then organizational structure explained 34 percent of organizational culture while an organizational strategy explains 22 percent of organizational culture. Moreover, the variance percentage explain an organizational performance where 11 and 12 respectively. Finally, theoretical, practical, and methodological contributions as well as recommendations for future research were discussed.
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The purpose of the present study looks to assess to what extent organizational communication affects organizational climate and organizational effectiveness. (H1) Clear organizational communication within the structure of a firm will be associated with a more positive organizational climate. (H2) Clear organizational communication within the structure of a firm will be associated with higher organizational effectiveness. To test these hypotheses, 33 participants completed a survey measuring the degree of organizational communication, organizational effectiveness, and organizational climate in the company they work for. Two correlations were performed to analyze both relationships. Results show a significant positive correlations for both organizational communication on organizational climate, and organizational communication on organizational effectiveness, r(33) = .712, p < .001 and r(33) = .549, p < .001. In conclusion, the present study contributed to knowledge to what degree open, clear, non retaliatory communication affect the firm's organizational climate and its organizational effectiveness.
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This paper,based on compiling theoretical study of organizational culture,organizational climate and their relationships,summarized the relevant studies about organizational culture and its effectiveness.First,organizational culture has the direct and indirect influence on organizational effectiveness.Second,organizational climate has mediating effect on organizational effectiveness.Then an integration model of organizational culture and organizational climate is combined to illustrate how the organizational culture affect organizational behavior and organizational effectiveness.
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1. Introduction 2. History of Organizational Climate Theory and Research 3. Organizational Climate Research. The Current State of the Field 4. Foundations of Organizational Culture 5. The Emergence, Effectiveness, and Change of Organizational Cultures 6. Integrating Organizational Climate & Organizational Culture 7. Thoughts for Practitioners on Organizational Cultural Inquiry 8. Summary and Conclusion
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In today's global economy, organizational effectiveness and innovation have become top priorities, putting pressure on all businesses worldwide. Therefore, this study aims to explore the impact of organizational culture on effectiveness through organizational innovation. We analyzed organizational resistance as a boundary condition on the relation of organizational innovation and effectiveness to seek whether organizational resistance enhances the positive effect of organizational innovation on effectiveness and on the indirect effect of organizational culture on the effectiveness of organization via organizational effectiveness. Organizational resistance is important because it occurs when employees understand how they fit into the new way of doing things, such that organizational innovation has a positive impact on organizational effectiveness. The data were collected in two waves from 280 manager-employee dyads operating in Pakistan's banking industry. The outcomes indicated that organizational culture positively influences organizational effectiveness; therefore, this relationship is mediated by organizational innovation. The positive influence of organizational innovation on organizational effectiveness is greater among individuals who embraced improvements rapidly than among those who did not. Additionally, organizational resistance reinforces the relationship between organizational culture and effectiveness through organizational innovation, such that the relationship is greater for those who embrace compliant advancement. Thus, the theoretical and practical implications of this study are discussed.
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Organizat ions use organizational resources as the basic ingredient for all that is required for their operations. They are therefore eager to maintain and imp rove the quantity of expendable organizational resources by not only resources utilizat ion, but by also identifying, nurturing and maintaining characteristics that promote organizational performance. An excellent place to start organizational search for good examp les of organizational knowableness policy or temp lates is the organizational knowab leness office in organization reg ion. Imp lementing good environmental and managerial pract ices is good organizational knowableness it can give a co mpetitive advantage. This article attempts to explain the organizat ional knowableness policy engineering by patterns of thinking. The importance of strategic, long-term policy and organizational knowableness policy engineering is very clear to policy. Organizational knowableness managers like to follow a similar and routine organizational knowableness behavioral pattern. Organizational knowab leness policy engineering, normally taken as a part of organizational knowab leness policy, therefore also tends to run in cycles of around last years. Many externals and organizational variab les have been identified in the literature as affecting organizational empo werment.
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This paper presents a two-wave cross-lagged study (average interval of two years) on time precedence in the relationship between organizational climate and organizational performance in 171 branches of a financial services organization. On the basis of organizational climate theory it was hypothesized that organizational climate influences organizational performance, but also that organizational performance influences organizational climate. It was also hypothesized that both processes are present simultaneously. Results of a series of competing models in AMOS show that organizational climate at time point 1 influences organizational performance at time point 2
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초록 · 키워드 목차 오류제보하기 The purpose of this study was to analyze the effect of resort corporation organizational culture on employees" organizational commitment and organizational performance. The subjects of this study are those who work in resorts in Gyeonggi-do and Gangwon-do. For the final analysis, 220 data were used. Hypothesis verification was performed by Structural Equation Modeling (SEM), and as a result, the following conclusions were obtained. First, the innovation-oriented organizational culture had a positive effect on employees" organizational commitment. However, unity-oriented organizational culture did not have a significant effect on employees" organizational commitment. Second, innovation-oriented organizational culture had a positive effect on organizational performance. However, unity-oriented organizational culture did not have a significant effect on organizational performance. Third, organizational commitment of resort corporation employees had a positive effect on organizational performance. Therefore, organizational performance should be created by improving organizational commitment of employees through innovative organizational culture. #리조트 기업(Resort Corporation) #조직문화(Organizational Culture) #조직몰입(Organizational Commitment) #조직성과(Organizational Performance) AbstractⅠ. 서론Ⅱ. 이론적 배경Ⅲ. 연구방법Ⅳ. 실증분석 결과Ⅴ. 결론참고문헌
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