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1 – 10 of over 3000
Article
Publication date: 29 June 2020

Shatha Hawarna, Aahad Osman Gani and Rafikul Islam

Dubai Quality Award (DQA) is one of the quality awards that has been implemented in the United Arab Emirates (UAE) for the purpose of improving organisational performance

Abstract

Purpose

Dubai Quality Award (DQA) is one of the quality awards that has been implemented in the United Arab Emirates (UAE) for the purpose of improving organisational performance. The objective of this study is to determine whether receiving the DQA has positive impacts on Human Resource Development Practices (HRDP) and organisational performance (OP) of the award-winning companies.

Design/methodology/approach

Secondary data relating to DQA scores were collected from the Department of Economic Development archive of UAE and primary data relating to HRDP and OP were collected from the individual DQA recipients. Data elicited were subjected to statistical analyses by using the structural equation modelling (SEM) approach. This was to identify the nature of relationships existing between DQA criteria and organisational performance outcomes through the mediating effect of HRDP.

Findings

The results indicated that winning of DQA significantly enhances organisational performance and that HRDP is a statistically significant mediator between DQA and OP. Based on the findings of this study, a model has been developed by linking the DQA criteria, HRDP and organisational performance.

Originality/value

Despite few of its limitations, this study is first of a kind in UAE that investigated the relationships among DQA criteria, HRDP and OP. The findings are expected to help the UAE companies to adjust their management policies and practices for enhancing their organisational performance. The findings can also be applicable to companies in other countries, especially Gulf countries that have similar awards such as DQA.

Details

The TQM Journal, vol. 32 no. 6
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 19 November 2020

Mahmoud Mohammad Migdadi

The purpose of this study is to introduce a unified framework which integrates knowledge management processes (knowledge creation, sharing, storage and documentation and…

Abstract

Purpose

The purpose of this study is to introduce a unified framework which integrates knowledge management processes (knowledge creation, sharing, storage and documentation and acquisition), innovation capability (product, process, marketing and organizational and organizational performance (operational, financial and product quality). Then empirically test the effect of knowledge management processes (KMP) on innovation capability (IC), the effect of IC on organizational performance (OP) and the impact of KMP on OP through the mediator (IC).

Design/methodology/approach

A questionnaire was designed and addressed to the general managers of the Jordanian companies making up the target population. Statistical techniques employed included confirmatory factor analysis and structural equation modeling (SEM) using AMOS 24 to test the hypotheses.

Findings

The results show that KMP influences IC, IC affects OP and KMP impacts OP through the mediator (IC).

Research limitations/implications

The use of longitudinal data and comparisons with this study would provide further insights that would assist in generalizing knowledge related to the relationships among KMP, IC and Os' P.

Practical implications

If organizations fully comprehend KMP and IC, they would be able to implement them successfully, creating value for their companies and improving OP.

Originality/value

The existing research on KMP and IC is primarily conceptual and descriptive in nature, and empirical research confirming the real impact of KMP when developing IC is lacking. Also. the relationship between innovation capabilities and OP has not been adequately studied. Hence, this study introduces a conceptual framework which integrates KMP, IC and OP and simultaneously empirically tests the relationships among them.

Details

International Journal of Productivity and Performance Management, vol. 71 no. 1
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 26 July 2021

Manita Kusi, Fuqiang Zhao and Dinesh Sukamani

The study aims to scrutinize the concomitant associations between corporate social responsibility (CSR), perceived organizational support (POS), green transformational…

Abstract

Purpose

The study aims to scrutinize the concomitant associations between corporate social responsibility (CSR), perceived organizational support (POS), green transformational leadership (GTL) and organizational performance (OP). This paper aims to explore the role of intervening variable to measure the strength on the relationship between CSR and OP.

Design/methodology/approach

This research administered a survey through self-administered questionnaire among the staff-level employees of construction companies of Nepal. Fully filled 305 responses from the participants were analyzed using a structural equation model. The study used self-structured questionnaire as research tool and face-to-face meetings as data collection technique.

Findings

The research indicates that POS showed competitive partial mediation relation between CSR and OP. Besides, a novel exploration of the moderation effect of GTL displays a supportive role in harmonizing the CSR with organizational support to achieve better OP. This study enriches empirical evidence to understand the linkage between CSR and POS in staff-level employees in the construction area. Moreover, the research shed a light on GTL 's moderating influence on the mediated model of CSR, POS and OP.

Research limitations/implications

Although the results of the study add to the current knowledge base, several limitations highlight avenues for future research. Future studies can explore the relationship in other study areas with added evidence on a similar result with different analysis patterns and study sample. The research model studied in the context of Nepal creating evidence as a representation for the developing countries.

Originality/value

The intervening role of POS and GTL gives new insight for the research-based organization based social behavior and performance

Details

Business Process Management Journal, vol. 27 no. 5
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 27 September 2013

majid ramezan, Mohammad Ebrahim Sanjaghi and Hassan Rahimian Kalateh baly

– The main purpose of this study is examining the relationship between organizational change capacity (OCC) and organizational performance (OP).

2623

Abstract

Purpose

The main purpose of this study is examining the relationship between organizational change capacity (OCC) and organizational performance (OP).

Design/methodology/approach

After extensive researches in organizational literature about change and performance, the OCC model from Judge and Douglas consists of eight dimensions (trustworthy leadership, involved mid-management, capable champions, innovative culture, trusting followers, systems thinking, accountable culture, and effective communication), and the OP model from Lee consists of six dimensions (stakeholders' satisfaction, organizational communication, organizational growth, strategic performance, knowledge management, and team collaboration); were considered. In order to test the hypothesis, a series of 130 qualified employees in a knowledge-based organization were questioned. The measurement tool was a two-part questionnaire (OCC and OP). Validity of questionnaire well approved based on face validity method by experts, specialists and professors of management. Using the results of pre-test, Cronbach's α was showed the very high reliability.

Findings

Moreover, the results of regression analysis showed that regression line ascribes changes in dependent variable (OP) to independent variable (OCC). It means that high percentage of change in OP (77.3 percent) will be explainable and predictable with OCC. Then, with utilizing of parametric and non-parametric tests, the relationship between OCC and OP; and between components of OCC and OP was investigated. Finally, Pearson and Spearman correlation tests results confirmed the significant relationships. Overall, the results of this study show the significant, positive, strong relationship between OCC and OP.

Originality/value

As not many studies have been done about the impact of organizational change on OP, the paper's findings will be useful to assess the adaptation ability of organization with changing environment and the impact of this adaptation on OP.

Details

Journal of Knowledge-based Innovation in China, vol. 5 no. 3
Type: Research Article
ISSN: 1756-1418

Keywords

Article
Publication date: 30 November 2018

Ahmad Mohammed Alamri

The purpose of this paper is to develop an extensive conceptualization of strategic management accounting (SMA) facets, as well as to explore the impact of these facets on…

1274

Abstract

Purpose

The purpose of this paper is to develop an extensive conceptualization of strategic management accounting (SMA) facets, as well as to explore the impact of these facets on both financial and non-financial measures of organizational performance (OP).

Design/methodology/approach

Data are collected from 435 accounting managers working in Saudi companies listed in the Saudi Stock Exchange. The study applies hierarchical regression analysis to test the association between SMA facets and OP.

Findings

The results show that SMA facets significantly affect OP, assessed in the two major categories of financial and non-financial performance.

Research limitations/implications

The dominance of companies listed in the Saudi Stock Exchange in the data set limits the generalizability of the findings.

Practical implications

The present study supports the idea that companies can enhance their OP by adopting some facets of SMA such as the availability of appropriate structural arrangements, supportive resources, adequate information types and usages and good organizational climate.

Originality/value

The current study expands the conceptualization of SMA in light of organizational context as a set of facets to overcome the polarization found in the existing literature and explores their impact on OP, including non-financial performance, for which empirical evidence is still scant.

Details

Baltic Journal of Management, vol. 14 no. 2
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 31 May 2018

Ahmed Attia and Ingy Essam Eldin

The purpose of this paper is to examine the effect of knowledge management capabilities (KMCs) on organizational learning (OL) and supply chain management practices…

2012

Abstract

Purpose

The purpose of this paper is to examine the effect of knowledge management capabilities (KMCs) on organizational learning (OL) and supply chain management practices (SCMPs). In addition, to study the effect of OL, KMC and supply chain management on organizational performance (OP).

Design/methodology/approach

To study the relationships between KMC, OL, SCMP and OP, different techniques such as factor analysis, correlation analysis and structural equation modeling were used to verify the validity of the proposed conceptual model, and to test the suggested hypotheses, data collected from 165 companies in the Saudi food industry (representing a response rate of 64.9 per cent) were used.

Findings

According to the study’s findings, SCMP and OL are positively affected by KMC. Moreover, OP is directly affected by KMC, OL and SCMP.

Research limitations/implications

Owing to the specific nature of the sample, the findings of the current research are applicable only to the food industry.

Originality/value

The current research introduced a conceptual model, which has been tested and verified in the Saudi food industry. The findings recommend that both KMC and OL as well as SCMP will contribute to improving the OP. In addition, KMC will improve the SCMP and OL.

Details

Journal of Knowledge Management, vol. 22 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 18 May 2015

Ying Wang, Ramudu Bhanugopan and Pamela Lockhart

The aim of this paper is to examine the determinants of organizational performance (OP) of business enterprises located in China and to explore how individual demographic…

1855

Abstract

Purpose

The aim of this paper is to examine the determinants of organizational performance (OP) of business enterprises located in China and to explore how individual demographic and organizational characteristics affect OP.

Design/methodology/approach

This study applies quantitative methods to examine the OP. Data were collected from 405 managers across 306 organizations in China.

Findings

The study finds that, overall, OP is related to five factors, namely, finance and customer, internal business, work satisfaction, pay and benefits and innovation and technology (INT). The results from this study provide new perspectives and support the overall validity of the nomological network of OP factors. The findings also provide guidelines on which perspectives of performance organizations should be enhanced.

Practical implications

The five-factor model of OP provides benefit to any organization or individual who intends to examine OP in China. In addition, the findings suggest that organizations should explore ways to enforce their performance. The findings also inform organizational decision makers about practices for performance improvement.

Originality/value

The present study was undertaken to advance understanding of OP in China in several ways. The most significant element of this study was the five-factor performance model generated from the structural equation modeling analysis. The results from MANOVA highlight the potential impact of organization theory on how demographic and organizational variables influence OP in China.

Details

Measuring Business Excellence, vol. 19 no. 2
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 16 August 2011

Cornelius Johannes (Neels) Kruger and Roy D. Johnson

Beyond critique of current maturity models, the research literature has neglected to supply empirical evidence of the value knowledge management (KM) holds for

2086

Abstract

Purpose

Beyond critique of current maturity models, the research literature has neglected to supply empirical evidence of the value knowledge management (KM) holds for organizations. The majority of studies, in common with other emergent business philosophies, are focused on large organizations of developed economies, where readily available implementation resources are an underlying assumption. This paper aims to address this issue and to assess the correlation between the successful institutionalization of KM and organizational performance (OP) in a developing economy.

Design/methodology/approach

From a large urban South African university engaged in numerous collaboration programs with industry, the authors gained insight into KM maturity and organizational performance (OP) of three industry groups, over a five‐year period. The authors apply an inventory developed by Kruger and Snyman to a set of nine organisations distributed over three economic sectors in South Africa.

Findings

By evaluating the relationship between KM maturity and OP from within three “time dependent” perspectives, insight was gained to answer the aim of the research undertaken, “Is there a correlation between KM maturity and OP in South Africa?” Diagrammatic presentation of OP scores and KM maturity growth revealed that in five out of the nine organizations there is a clearly identifiable relationship between KM maturity and OP in South Africa in both entities over the period under investigation. In certain instances, the correlations were not easily noticeable and/or were non‐existent. From a mathematical perspective, in comparing the correlation between growth in KM maturity and year‐on‐year growth in OP, it was revealed that six of the eight companies that recorded positive growth in KM maturity also recorded positive (year‐on‐year) growth in OP. In a similar manner, it was established that the company recording negative growth in KM maturity also recorded negative (year‐on‐year) growth in OP.

Research limitations/implications

Because the South African scenario can be considered a benchmark for developing economies characterized by continued change, diversity and even elements of silent intolerance and conflict, this study may be viewed as a “pilot study” to provide a baseline and insight into future research of KM for enabling OP.

Originality/value

This paper is of relevance to strategic managers and KM practitioners interested in gaining insight into the correlation between KM maturity and organisational performance.

Article
Publication date: 7 November 2016

Chunkui Zhu and Chen Wu

This paper aims to examine different hypotheses concerning the effects of public service motivation (PSM) and other attitudinal or institutional dimensions on…

1542

Abstract

Purpose

This paper aims to examine different hypotheses concerning the effects of public service motivation (PSM) and other attitudinal or institutional dimensions on organizational performance (OP). Specifically, based on the experience of Chinese provincial governments, this study provides new evidence about how PSM may affect OP.

Design/methodology/approach

This study collected data from a survey of different provincial government departments in Sichuan Province, Hubei Province, Hunan Province and Chongqing Municipality in 2011. Using data from 761 respondents, Pearson correlation analysis and regression analysis were used to explore the relationships between related factors.

Findings

PSM, job satisfaction, affective commitment and job involvement have statistically significant effects on OP, and these results are consistent with the findings of previous researches that PSM positively affected OP at a significant level. The results suggest that, if civil servants have a strong PSM, the performance of their organizations will be high.

Research limitations/implications

Future research should look for additional factors that affect OP, comparing employees’ perceptions of an organization’s performance with objective data to determine whether, and to what degree, subjective measures of performance are valid measures of OP in the public sector.

Practical implications

In the process of improving government performance, it is significant to give attention to the government employees’ mentality. The government training and promotion system should encourage civil servants to care about the public interest. A more flattened organization should be considered as part of the next steps in government reform, and more opportunities should be provided to involve more government employees in policy making.

Originality/value

This study helps to clarify the effects of individual factors of PSM on OP in China in a tightly controlled bureaucratic environment, where related data are hardly accessible.

Article
Publication date: 11 July 2016

James Anthony Swaim, Michael Maloni, Patrick Bower and John Mello

Sales and Operations Planning (S & OP) serves as the essential cross-functional process for organizations to match supply in the form of production, inventory, and…

1966

Abstract

Purpose

Sales and Operations Planning (S & OP) serves as the essential cross-functional process for organizations to match supply in the form of production, inventory, and procurement with customer demand. Given recent studies revealing that S & OP is ineffective for most firms, the purpose of this paper is to investigate the critical antecedents of effective S & OP.

Design/methodology/approach

Drawing on agency theory and stewardship theory, the authors develop and test a conceptual model that includes organizational integration, organizational priorities, standardized processes, and organizational engagement. The authors apply partial least squares structural equation modeling of survey data from S & OP practitioners to test the model.

Findings

The results confirm the relationships among S & OP antecedents. Organizational integration positively influences a standardized S & OP process, and both the S & OP process and prioritization lead to stronger organizational S & OP engagement. Ultimately, organizational S & OP engagement is positively linked to enhanced operational, market, and profitability outcomes.

Practical implications

The findings create a strong practical foundation for executing S & OP. The results also reveal a formal process for operationalizing the link between organizational integration and firm performance that is espoused but not detailed in existing literature.

Originality/value

Existing research supports the potential performance impacts of S & OP but has yet to validate how to specifically operationalize S & OP.

Details

Industrial Management & Data Systems, vol. 116 no. 6
Type: Research Article
ISSN: 0263-5577

Keywords

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