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The purpose of this paper is to examine the possible moderating role of organisational characteristics (organisational structure, management style and decision-making style) in the relationship between strategy and organisational performance among large construction organisations in South Africa.

The study adopted a quantitative research approach using a questionnaire survey to obtain data from 72 large construction organisations in South Africa. Using hierarchical multiple regression, the paper examines the relationship between the constructs discussed in the study.

The internal characteristics of the organisation form the vital basis for achieving optimal performance. The results obtained from the analysis revealed that decision-making style directly influences the measure of organisational effectiveness, while it could also be inferred that organisational characteristics partly moderate the relationship between competitive strategy and organisational performance. The findings indicate that internal characteristics is one of the means through which organisational strategic factors and contextual aspects are organised to achieve greater organisational performance levels.

The findings have theoretical implications for strategic management literature in construction as it extends the scope of research on strategic management from assessing a set of individual management practices to evaluating a complex mechanism that connects internal characteristics and competitive advantage. It is believed that this study will contribute positively to the role of organisational characteristics in the competitive strategy-performance relationships in large construction organisations in South Africa and to the ongoing discussion on emerging strategic management issues in construction.

COVID-19, like many previous crises, proved once more that some hospitality and tourism organizations are more crises resilient than others. Despite increasing frequency and magnitude of crises, little is known about the features of crises resilient organizations and mitigation strategies they adopt. If the characteristics of such resiliency are identified, those strengths might be targeted. Hence, the purpose of this study is to identify characteristics of crises resilient organizations by analyzing the interface between different organizational characteristics, recovery strategies they adopted and impacts of COVID-19 on individual hospitality and tourism organizations.

A global sample of 202 respondents from 20 countries and four continents, representing different sectors of the hospitality and tourism industry, participated in the survey. Descriptive analysis and cluster analysis were used to rank the items and group hospitality and tourism organizations based on their crises resiliency.

Service quality, loyal customers, branding, high paid in capital, domestic market base, hygiene and safety image, information and communication technology adoption, product and market diversification and restructuring debts emerged as major characteristics and strategies of crises resilient organizations. Using cluster analysis, four different groups of organizations were identified. Based on the impacts of COVID-19 on these organizations, Cluster-1 emerged as significantly more crises resilient, whereas Cluster-4 organizations were significantly more vulnerable to crises. Their characteristics and mitigation strategies they adopted were discussed.

The paper not only identified features of crises resilient organizations and successful mitigation strategies but also measured their impact on various performance indicators. Future studies might use characteristics, mitigation strategies and performance indicators identified in this study.

Based on the findings, tourism organizations would focus on strengthening characteristics and implementing strategies that make crises resilient organizations. Public bodies and destination management would also set their decision criteria based on these findings to create a more resilient tourism industry.

This research not only identifies how hospitality and tourism organizations are affected by COVID-19 but also how these impacts change based on different organizational characteristics and strategies. Understanding which organizational characteristics affect the crises vulnerability of hospitality and tourism organizations might inform risk and crises management literature and structural design elements in tourism businesses, hence offer both theoretical and practical implications.

The purpose of this paper is to investigate the nature of organizational commitment among employees of Palestinian arts-and-culture organizations and to examine the combined effect and role of organizational and job characteristics in shaping employees’ commitment.

An on-site employee survey was conducted in 20 distinct local not-for-profit arts-and-culture organizations, where the respondent sampling frame constituted of 190 individuals with a response rate of 48 per cent. Confirmatory factor analysis was used in this study to confirm the original scale structure for study constructs and evaluate their distinctiveness in the Palestinian context.

Results from structural equation modeling analysis revealed a reasonable rather than a good fit of the model to the data. The current study recognized organizational and job characteristics as critical determinants of employees’ commitment, particularly its affective component; which was also found to be the most accurate description of organizational commitment in arts-and-culture organizations.

Consistent with the social exchange theory, an emphasis should be placed on employees’ perception of organizational and job characteristics. This study advocates for combining organizational characteristics with job characteristics in light of their significant association with commitment in the context of motivational theories.

This study empirically demonstrates the positive effects of organizational and job characteristics on employees’ evaluation of their organization. Managers of arts-and-culture organizations should maintain a proper alignment of organizational values with those of the employees and create a working environment that meets employees’ psychological and career needs.

This study makes a valuable contribution to the existing body of research and adds to a very limited number of studies investigating organizational commitment in arts-and-culture organizations, validating the structure of commitment and its antecedents in a non-Western context and showing the multi-dimensionality of the concept.

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

The main objective of this study was to examine academic staff's perceptions of the characteristics of a learning organization within higher education: in this instance, the International Islamic University Malaysia (IIUM). The study also examined the relationship between the characteristics of a learning organization and satisfaction with performance in teaching and research activities.

A survey method was used in a sample of 400 academicians with a return rate of 214 (53.5 per cent). Watkins and Marsick's and Marsick and Watkins's learning organization questionnaire was used to measure the characteristics of the learning organization and to collect data for the study.

The main results showed that the academic staff indicated moderate levels of the characteristics of a learning organization and satisfaction with performance. The results also showed that there were positive and significant relationships between dimensions of the learning organization and satisfaction with performance activities in teaching and research. Furthermore, dimensions of the learning organization accounted for small but significant variance of satisfaction with both teaching and research performance activities.

This study contributes empirical findings on learning organization in a higher learning institution, a research area in which there is a scarcity of empirical studies.

This study aims to assist organizations to protect the privacy of their users and the security of the data that they store and process. Users may be the customers of the organization (people using the offered services) or the employees (users who operate the systems of the organization). To be more specific, this paper proposes a privacy impact assessment (PIA) method that explicitly takes into account the organizational characteristics and employs a list of well-defined metrics as input, demonstrating its applicability to two hospital information systems with different characteristics.

This paper presents a PIA method that employs metrics and takes into account the peculiarities and other characteristics of the organization. The applicability of the method has been demonstrated on two Hospital Information Systems with different characteristics. The aim is to assist the organizations to estimate the criticality of potential privacy breaches and, thus, to select the appropriate security measures for the protection of the data that they collect, process and store.

The results of the proposed PIA method highlight the criticality of each privacy principle for every data set maintained by the organization. The method employed for the calculation of the criticality level, takes into account the consequences that the organization may experience in case of a security or privacy violation incident on a specific data set, the weighting of each privacy principle and the unique characteristics of each organization. So, the results of the proposed PIA method offer a strong indication of the security measures and privacy enforcement mechanisms that the organization should adopt to effectively protect its data.

The novelty of the method is that it handles security and privacy requirements simultaneously, as it uses the results of risk analysis together with those of a PIA. A further novelty of the method is that it introduces metrics for the quantification of the requirements and also that it takes into account the specific characteristics of the organization.

The purpose of this paper is to understand failure to change by examining patterns of coherent structure and agency characteristics in changing organizations in specific sectors and to provide specific recommendations for intervention in these patterns.

A large survey in 367 organizations engaged in different change processes and from different sectors, among employees in different positions.

The paper finds that there are five patterns among changing organizations, each with their own specific problems, characteristics, and change approaches that require different interventions.

Parsimony in research models and the study of overall relations between variables does not help to understand failure to change. More integrative approaches are needed that take variety among changing organizations into account.

Change agents should not opt for a “one best strategy” for change but choose a contingent change approach that takes into consideration the specific characteristics of their organizations, change processes, and contexts in order to make change more successful.

This paper establishes that successful change cannot be explained by one or a few variables but is contingent on an interplay of agency, structure, and contextual characteristics. Together, these characteristics form constellations that characterize different sectors. The paper provides suggestions for more successful change.

This paper presents an approach by which potential benchmarking partners in the service sector can be matched together more efficiently. The purpose of this paper is to decide which organisations are appropriate partners based on their distinctive characteristics and problems with service management.

In the research presented in this paper, cluster analysis and other statistical analyses were applied to data from a survey of managers in service organisations with the aim of identifying groups of services related to each other in their distinctive characteristics and the problems they face.

The research found that it is possible to identify hidden “relationships” that allow superficially different services to be grouped together. The identified relationships are based on similarities in the problems which the companies face and their distinctive characteristics. Operating in a different area of activity increases the chance that a service provider will be willing to enter into a partnership and greater potential innovation value from best practice. Cluster analysis was used to identify three groups of services in the research sample which could be benchmarking partners for each other.

The research studied only a selective group of nine services in different areas of activity. A statistical survey of 388 organisations in one country verified the methodology in terms of statistical significance and the potential for successful identification and adoption of best practice within a group of related services created using the proposed procedure has also been confirmed. The real value of the approach can only be determined by its repeated use to establish benchmarking partnerships and the success of such partnerships, which can be defined as the adoption of innovative best practice.

The approach described in this paper could make it easier to develop non-competitive benchmarking in the service sector and increase the probability of success in identifying and transferring best practices between organisations in benchmarking partnerships established using it.

One of the first steps in collaborative benchmarking is to establish a partnership with a similar non-competing organisation. The procedure for this step is still not adequately defined. This paper contributes to the theoretical foundations and practical applications of research by setting out an original method for identifying suitable partners in non-competing sectors of the service industries. This will improve the prospects for successful partnership and greater innovativeness in best practice.

Literature suggests that there are sets of common variables that are capable of explaining organisational performance differentials. These variables are used to examine performance variance and its contribution to organisation profitability. Therefore, the purpose of this paper is to examine the determinants of large construction organisations’ performance in South Africa using a partial least squares path analytic method.

This study examines the interrelationship between a number of constructs, namely, organisational characteristics, resources/capabilities, competitive strategies, business environment and performance, using a questionnaire survey to obtain data from 72 large construction organisations in South Africa. Using a path analytic approach, the paper examines the relationship between the constructs discussed in the study.

The findings from the analysis of the data show that organisational characteristics do indeed influence the performance of organisations, and that the business environment is capable of moderating the relationship between competitive strategies and performance. The results, however, indicate that organisations that combine sustained organisational characteristics and strategy tend to experience high performance over those that do not.

The study findings have implications for management practice, as it could help managers of construction organisations to acknowledge the influence of organisational characteristics, unique resources/capabilities, competitive strategies and business environment as sources of competitive advantage. The study contributes to the current debate on the causes of performance differentials among large construction organisations.

This paper proposes that organizations have a characteristic level of change describing the amount and tempo of change an organization typically exhibits. The level of change is held in place by a combination of individual, leadership, and organizational factors. It becomes part of the organizational context and is difficult to modify. The paper explores some key determinants and consequences of a characteristic level of change, including the limitations it creates for taking strategic action.