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This study proposes to understand the conditions favorable for readiness for organizational change. The analysis helps in proposing managerial interventions that would be useful for change management in an organization.

The study employs an empirical methodology to investigate the effect of individual and organizational factors on readiness for organizational change. The study has used descriptive research design. Bivariate linear regression is used to test the hypotheses, and multiple regression is used to identify the pertinent factor that affect individual's readiness for organizational change. Thereby, a causal relationship model is proposed, using few pertinent factors which are tested using the structured equation modeling (SEM) technique.

First, each of the factors independently has a significant effect on readiness for organizational change. Second, the prior experience of change, commitment towards organization and participation in decision-making are the pertinent factors that affect readiness for organizational change. Lastly, commitment towards organization partially mediates the relation between participation in decision-making and readiness for organizational change.

The analysis helps in proposing managerial interventions that would be useful for change management in an organization. It investigates how individual and organizational characteristics influence employees' readiness for organizational change, causing them to adopt the change process.

To the best of the authors’ knowledge, this is one of the first studies that investigates the pertinent individual factors and the organizational factors that affect readiness for organizational change in the context of an emerging economy, India.

In this study, the researchers explored the predictive powers of corporate cultural factors and self-efficacy on Pakistan's public sector bank employees' organizational commitment.

The researchers designed a co-relational study based on cross-sectional data using a questionnaire to collect the data from the Pakistan public sector banks' managers, assistant managers and operational managers. Consequently, the researchers based this study's findings on the 270 valid responses to the questionnaire.

This study's findings reveal that, except for teamwork, together with self-efficacy, the corporate cultural factors comprising organizational communication, training and development and reward and recognition have positive and significant impacts on organizational commitment. More specifically, self-efficacy plays a mediating role in terms of the relationships between organizational commitment and organizational communication, training and development and reward and recognition.

From establishing the most relevant corporate cultural factors, the researchers consider that this study's findings are helpful to policymakers and organizations in developing organizational commitment among employees. More practically in the case of Pakistan's public sector banks, the employees can improve employees' performance by recognizing the significance of the corporate cultural factors on employees' organizational commitment. In addition, the researchers consider that this study's findings can improve managerial efficiency which, in turn, can lead to the organizations becoming more successful.

In the context of Pakistan's public sector banks, this study's findings provide empirical insights to the relationships between the corporate cultural factors and organizational commitment. In addition, the findings provide insights to the role played by self-efficacy in mediating these relationships.

Inter-organizational knowledge sharing systems (IOKSS) are crucial for scientific, social and economic development especially in knowledge-intensive sectors. Knowledge sharing processes and systems will not only be challenged by individual and organizational factors but also by social, technical and political inter-organizational factors. This paper aims to investigate the impact of knowledge worker, peer, IOKSS, organization and sector factors on knowledge workers’ intention to share knowledge through IOKSS. Knowledge workers are the key stakeholders that enable the survival of IOKSS.

Data were collected, through a questionnaire, from knowledge workers in the education and the health sectors.

This study found that the human factors (related to knowledge workers and their peers) have significant direct impact on intention to share knowledge through IOKSS. Other factors, such as IOKSS system, organization and sector factors showed indirect impacts on knowledge workers’ intention to share knowledge through IOKSS. Such investigation can be very valuable for developing countries as technological innovations such as IOKSS can be crucial for training and building human resources, and national knowledge management.

Little is empirically known about the enablers of sharing knowledge in systems that connect organizations in horizontal linkage in a specific sector or industry. The study also adds value to under investigated region.

This study aims at investigating the impact of some selected organizational and cultural factors on organizational learning (OL). It also attempts to study the moderating role of management support on the influential relationship between these organizational and cultural factors and OL within the context of Jordanian mining sector (JMS).

A descriptive-analytical approach is applied to collect and analyze the data. A survey questionnaire is used as a primary data collection instrument. The study sample includes 400 participants from the seven selected manufacturing companies within the context of JMS. Smart PLS 3 and IBM SPSS version 25 were applied to answer the study questions and to test the hypotheses.

Organization strategy has a statistical significant impact on OL. Moreover, cultural factors (innovation; teamwork; knowledge sharing) have a significant impact on OL. The results of the moderating variable revealed that the level of management support is not moderating the relationship between organizational factors and OL. Nonetheless, it is revealed that management support is moderating the relationship between organizational culture and OL.

It seems that a continuous management support is an important facilitating feature to motivate a learning culture. Cultural attributes, including innovation, teamwork and knowledge sharing must be taken into consideration as facilitating factors to encourage OL. Gradual changes must be introduced to create innovative, teamwork and knowledge-sharing culture. Additionally, a specific strategic goal should be part of the organizational corporate strategy and action plans must be developed to achieve this goal in a systematic manner.

The inclusion of management support as a moderating factor could add an original contribution to the current body of knowledge concerning OL. Moreover, this study argues that the core concept of learning might be there but a systematic process of learning and the contextual factors influencing this concept still need more concern.

The purpose of this paper is to examine the work‐related attitudes (job satisfaction, job stress and the propensity to remain) of Australian academics and their association with organisational, institutional and demographic factors.

Data were collected by distributing a survey questionnaire to 750 academics, from 37 Australian universities.

The results indicate a moderately low level of job satisfaction, moderately high level of job stress, and high propensity to remain. The findings reveal that the organisational factors (management style, perceived organisational support, and the characteristics of the performance management system) exhibited the most significant association with academic work‐related attitudes, with the only significant institutional factor, the declining ability of students, negatively impacting on job satisfaction and job stress. The findings revealed that work‐related attitudes differ, based on discipline, with science academics found to be more stressed and less satisfied than accounting academics. Different organisational and institutional factors were associated with the work‐related attitudes of academics from these two disciplines.

The findings will make university management aware of the work‐related attitudes of staff, and the factors that are associated with such attitudes, thereby assisting management in developing management policies, and taking appropriate action to address the concerns of staff.

The study provides an initial comparison of the work‐related attitudes (job satisfaction, job stress, and propensity to remain) of Australian academics across the accounting and science disciplines. The study also provides an important insight into the association between specific organisational and institutional factors, with the work‐related attitudes of Australian academics across both disciplines.

The purpose of this research is to examine the impact of organizational factors on the adoption of interoperability technology for Indian portals.

This exploratory study was conducted through a survey questionnaire from 300 portals of government departments and public sector undertakings (PSUs) in India. Data were also collected from portals of Indian companies.

The study finds that adoption of interoperability for Indian portals is highly associated with certain organizational factors. In addition, multiple regression analysis reveals that the functionalities of government portals in India are significantly related to four organizational factors.

The research provides insights for government officials and practitioners to understand and improve the level of interoperability in government portals. The study also provides a 2 by 2 matrix framework that helps the government officials to focus on the relevant organizational factors.

This study is the first to examine the effect of organizational factors on interoperability adoption in Indian portals. The results lead to a number of recommendations for achieving interoperability for government portals in India.

Extant literature regarding factors essential for successful information technologies (IT) implementation in small and medium enterprises (SMEs) does not significantly address readiness factors for IT implementation in an Indian context. This exploratory research develops and tests a framework to analyse the antecedents to organisational preparedness for adoption of IT infrastructure in SMEs.

This exploratory research adopts a mixed-method approach to test the technology, organization and environment (TOE) framework. In-depth interviews with SME owners are conducted to develop the case study, and the measures obtained are tested through a survey at a small and medium business industrial cluster in Southern India in SMEs.

The case study indicates SME owners’ drive to initiate technology preparedness for organisational sustainability is a key factor, a measure not seen during the literature review. An empirical study tests the measures. Pressure from customers, owner’s age, sales of SME, owner’s attitude towards IT and owner’s knowledge of IT was confirmed, which indicates organisational factors have more impact compared to technological and environmental factors.

The academic scope of this research paper can be extended to contexts such as readiness in IT infrastructure for digital transformation.

The validated research framework can be used by organisation stakeholders and SME IT practitioners for successful IT adoption.

SMEs contribute significantly to gross domestic product (GDP) and provide employment opportunities. Hence, this research provides a tested model that SMEs owners/managers can adopt as a framework to augment competitiveness to implement IT.

The study adopts a mixed-method research design and is, perhaps, a first in the Indian context to explore variables through case study and validate identified measures through an empirical study. The model can be used by SME owners and practitioners to ascertain factors for organisational preparedness for IT adoption.

This study aims to understand how public sector organizations can successfully implement organizational information systems (IS). It identifies the factors that contribute to the success of organizational IS implementation in public universities.

Both qualitative and quantitative research methods are used. The proposed research model is based on previous studies and primary qualitative research, including in-depth interviews, telephone surveys and mail surveys using semi-structured questionnaires to identify the determinants and measures of implementation success. Based on the first mail survey’s results, quantitative research is conducted to test the research hypotheses. The data are gathered from university personnel at 40 public universities, and the study focuses on the implementation of student registration systems.

The results suggest that successful implementation of organizational IS includes the decisions of both those in authority and users. The external and internal organization and individual user factors have direct relationships with the measure of implementation success, which suggests significant differences between authorities and users.

The analysis is based on the viewpoint of public university personnel; however, the findings suggest the need for further research on other public organizational IS as well as other public service operations.

The study clearly suggests a set of factors to guide public universities in successfully implementing organizational IS for local conditions of a developing country.

The study contributes to the understanding of effective IS implementation in public universities in a developing country.

This research objective is to (1) examine the effect of organizational factors on quality performance, (2) examine the effect of quality performance on competitive advantage and (3) examine the mediating role of quality performance between organizational factors and competitive advantage.

The research sample includes 140 employees in the Windusari village-owned enterprise, in Magelang, Indonesia. Data are collected using 5-Likert scale questionnaires which follow Ferdousi et al. (2019). The dependent variable is a competitive advantage. The Independent variable is organizational factors which are top management support, employee empowerment, employee involvement, reward and recognition, training and customer focus. The mediating variable is quality performance. Data analysis uses path analysis provided by structural equation modeling.

Based on path analysis, organizational factors have a positive effect on quality performance, quality performance has a positive effect on competitive advantage and quality performance mediates the effect of organizational factors on competitive advantage. The results confirm the concept of quality management where continuous improvement of products and services can meet customer expectations and bring the organization to a better position in the industry to face other competitors.

This research extends the previous studies of the relationship between organizational factors and organizational outcomes by considering the effectiveness of the organizational process. This research also contributes to giving new evidence about the relationship between organizational factors, quality management and competitive advantage in the village-owned enterprise in Magelang, Indonesia. This research also contributes to updating the literature on the theory of quality management.

Organizational creativity and innovation are inherently complex phenomena, and subject to a myriad of broad contextual and social influences. As the evidence grows for the link between innovation and organizational effectiveness and, ultimately, organizational survival, there is no doubting the need for theoretical and practical advances in our understanding. The complex nature of these constructs, however, requires that such efforts utilize a multi-level lens. This chapter discusses key aspects of creativity and innovation in organizations, including fundamental construct definition issues, which underscore the need for a multi-level perspective. It also reviews extant theoretical perspectives for their contributions to a multi-level understanding, and the research in two key areas of social influence – group factors and leadership – that have received substantial attention in the organizational literature. The review and discussion of these areas reveal not only numerous advances, but also substantial limitations that must be resolved through more complex and comprehensive (i.e., multi-level) approaches. The chapter concludes with several recommendations intended to guide and inform future work in the organizational creativity and innovation field.