Hasil untuk "Organizational behaviour, change and effectiveness. Corporate culture"

Julie Borup Jensen

Aesthetic suspension as a methodological approach in action research is introduced in this article, emphasizing the potentially both facilitating and frictional role of embodied, organisational, sensory knowing in co-researching change processes. Aesthetic suspension is a reflective, sensory process inspired by artistic practices, enabling participants to critically examine and reinterpret taken-for-granted assumptions and practices in an organised context. Grounded in traditional action research values of participation, democracy, and co-creation, the aesthetic, methodological approach fosters co-researching by integrating aesthetic awareness into practical contexts such as early childhood education and dementia care. Through two empirical examples, video-based explorations in ECEC and LEGO Serious Play® in dementia care, the article illustrates how aesthetic suspension can reveal organisational issues of pressing concern and encourage change worthwhile pursuing. The examples highlight how sensory engagement and reflection can enable participants to discover taken-for-granted practices, support collective learning, and facilitate meaningful change. Drawing on phenomenological theories, particularly the work of Løgstrup, the discussion emphasizes the interplay of sensory experience and organisational interpretation in professional practice. The findings lead to a discussion of integrating aesthetic methodologies into action research to address societal and organisational challenges, fostering collaborative knowledge creation. By enabling participants to immerse in sensory experiences and delay immediate judgments, aesthetic suspension provides a critical foundation for discovering new perspectives and achieving transformative outcomes in diverse fields.

Eham Heydari, Maryam Tehrani, Maryam Modaberi saber

The aim of this research is to identify the consequences of using social media in the organizational environment. In terms of practical purpose, the current research is of mixed exploratory approach. The statistical population of the research in metacomposite method is a collection of related articles and studies in the field of information technology, social media entrepreneurship and related concepts. The statistical population of the research in the quantitative stage includes a group of experts from Babana data processing companies, Royan cord blood bank, Snap online supermarket, and DJP company. Library studies and interviews were used to collect data, and descriptive and inferential statistics were used to analyze data. In the inferential statistics section, fuzzy Delphi technique was used. Based on the research findings, a total of 4 categories including management, individual, communication and organizational, 14 themes and 36 concepts were identified as suffixes of social media in internal organizational environments. Therefore, considering the positive effects of using social media in internal organizational environments, the studied companies should emphasize the use of these media more than before.

Mihaly Csikszentmihalyi, Ervin Laszlo, Ralph Abraham et al.

Evolutionary systems theorist David Loye wrote many pioneering and engaging books throughout his lifetime; one of the best-known is Darwin’s Lost Theory: Bridge to a Better World (2007), a book that explores and overturns the longstanding notions of distinct Darwinism based upon a ‘survival of the fittest’ human mentality. Instead, Loye discovered and sought to bring to light Darwin’s long-ignored insights and a complete theory into the evolution of human morality as guided by moral action and love. In this article, colleagues of David Loye comment on this important book.

نیما رنجی جفرودی, یاسر پورمیرزا

هدف این مقاله، بررسی تأثیر هوش فرهنگی بر ارتباطات سازمانی کارکنان با تأکید بر نقش میانجی نیازهای روان­شناختی در سازمان فرهنگی-هنری شهرداری تهران است. جامعۀ آماری پژوهش حاضر را کارکنان سازمان فرهنگی-هنری شهرداری تهران به­‌تعداد 311 نفر تشکیل دادند. با استفاده از روش نمونه‌­گیری تصادفی ساده، از جدول مورگان استفاده شده است که براساس این جدول تعداد نمونۀ آماری،  108 نفر برآورد گردید. این پژوهش ازنظر هدف، کاربردی و ازنظر ماهیت، توصیفی-پیمایشی به‌­حساب می­‌آید. با بهره­‌گیری از ابزار پرسشنامۀ استاندارد، داده‌­های این پژوهش گردآوری شد. نتایج تحقیق نشان داد که هوش فرهنگی فراشناختی و هوش فرهنگی شناختی بر ارتباطات سازمانی  کارکنان با تأکید بر نقش میانجی نیازهای روان­شناختی تأثیرگذار است. همچنین، هوش فرهنگی انگیزشی و هوش فرهنگی رفتاری بر ارتباطات سازمانی کارکنان با تأکید بر نقش میانجی نیازهای روان­شناختی تاثیرگذار است. درنتیجه، با استفاده از هوش فرهنگی می­توان مکاشفه‌­ها و قوانین جدیدی را برای تعامل اجتماعی در محیط فرهنگی نوین و بدیع ازطریق ارتقای پردازش اطلاعات در یک سطح عمیق­‌تر توسعه داد و با ارضای نیازهای روانی، پایۀ شرایط لازم برای رشد روان­شناختی، انسجام‌­یافتگی و نشاط ذهنی را فراهم آورد و زیربنای طیف وسیعی از رفتارهای فرد و ارتباطات سازمانی  را تبیین نمود.

Washington Enrique Pazmino Gavilanez, Veronica Alexandra Merchan Jacome, David Enrique Zambrano Moreira

Strategic planning has become, for decades, a fundamental element and competitive value of the management of companies of all sizes, through the application of appropriate tools to establish the situation of the organization and its perspectives. Defining a strategy enables organizations, both public and private, to clearly define the type of activity they perform and to address the challenges of their external and internal environment, through plans oriented toward productivity, efficiency, and effectiveness. Through a bibliographic and documentary review, this article aims to establish the state of the question about strategic planning, especially in the context of the complexity of today's world that organizations must face, so affected by various situations such as economic contraction, the advancement of technologies, the environmental crisis, the redistribution of global power, the effects of the pandemic and new international tensions. It is concluded that strategic planning constitutes a specific competitive advantage for companies in all situations, including problems such as the current one related to the COVID 19 pandemic. Keywords: Strategic planning, companies, business environment. References [1]E. Melo Rivera, La planeación estratégica como ventaja competitiva en empresas manufactureras, Bogotá: Universidad Militar Nueva Granada, 2017. [2]N. Huilcapsi Masacon, K. Troya Terranova and W. Ocampo Ulloa, «Impacto del COVID 19 en la planeaciónestratégica de las PYMES ecuatorianas,» Recimundo, vol. 3, nº 4, pp. 76-85, 2020. [3]A. Scott, Planificación estratégica, Edinburgh: Edinburgh Business School, 2007. [4]J. González, F. Salazar, R. Ortiz and D. Verdugo, «Gerencia estratégica, herramienta para la toma de decisiones en las organizaciones,» Telos, vol. 21, nº 1, pp.3-19, 2019. [5]M. Bojorquez Zapata and A. Pérez Brito, «La planificación estratégica. Un pilar en la gestión empresarial,» El buzon de pacioli, vol. 13, nº 81, pp. 4-19, 2013. [6]S. Tzu, El arte de la guerra, México: Independently Published, 2016. [7]J. Von Neumann and O. Morgenstern, Theory of the games and economic behaviour. Third edition, New York: John Willey and sons, 1953. [8]P. Drucker, La gerencia, tareas, responsabilidades y prácticas, Buenos Aires: Editorial el Ateneo, 1984. [9]A. Chandler, Strategy and structure: chapters in the history of the american industrial enterprise, Cambridge: MIT press, 1962. [10]K. Andrews, The concept of corporate of corporate strategy, New York: Homewood, 1980. [11]M. Porter, Estrategia competitiva. Técnicas para el análisis de los sectores industriales y de la competencia, México: Grupo Editorial Patria, 2015. [12]P. Castillo, El enfoque de la gestión estratégica, México: McGraw Hill, 2010. [13]J. Sallenave, Gerencia y planeación estratégica, Bogotá: Norma, 2000. [14]S. Solórzano and T. Alaña Castillo, Planeación estratégica, Machala: UTMACH, 2015. [15]E. Ogliasstri, Manual de Planeación estratégica, Bogotá: Tercer Mundo, 1996. [16]A. Chiavenato and A. Sapiro, Planeación estratégica. Fundamentos y aplicaciones ., México: McGraw Hill, 2007 segunda edición. [17]J. Amaya, Gerencia, Planeación y estrategia, Bucaramanga: Universidad Santo Tomás de Aquino, 2005. [18]I. Chiavenato and A. Sapiro, Planeación estratégica. Fundamentos y aplicaciones, Bogotá: McGraw Hill, 2010. [19]F. David, Conceptos de administración estratégica, México: Pearson, 2013. [20]M. Porter, «La creación de valor compartido: ¿cómo reinventar el capitalismo y liberar una oleada de innovación y crecimiento?,» Harvard Business, vol. 82, nº 13, pp. 7-34, 2011. [21]K. Weirinch, Administración, una perspectiva global, México: McGraw Hill, 2001. [22]J. Tarziján, Fundamentos de estrategia empresarial. Elementos esenciales de la estrategia competitiva, México:Alfa Omega editor, 2008. [23]E. García, S. Durán, E. Cardeño Potola, R. Prieto Pulido, E. García and A. Paz Marcanao, «Proceso de planificación estratégica: etapas ejecutadas en pequeñas y medianas empesas para optimizar la competitividad,» Espacios, vol. 38, nº 52, pp. 16-30, 2017. [24]J. Vinueza Calderón, O. E. J., P. Maldonado Chávez and A. Ramírez Sales, «Planes estratégicos que adoptan las empresas ecuatorianas en tiempos de pandemia,» FIPCAEC, vol. 6, nº 1, pp. 696-710, 2021. [25]R. Hernández Sampieri, Metodología de la investigación. Sexta edición., México: McGraw Hill, 2014.

Daryoosh Akbarzadeh

1.Introduction Kuš-nāma (501-04/1108-11) is one of the most important books dealing with Iran-China and Silla historical relations. A unique manuscript of the work (by M. Abullah-al-Qari) is found in a collection held in the British Library (OR 2780). The manuscript is dated Ṣafar 800/October 1397 (Matini, 1997, p. 47). This manuscript of the Kush-nama is composed of 10,129 lines. It contains a number of gaps and a relatively large number of errors, which escaped the notice of the scribe. The text narrates “a community of Iranians who escaped to China due to the Arab invasion; Iranians received maltreatment and hostility of Chinese Emperor in a specific period of time. So, Abtin, commander of the community, wrote a letter to Taehur, Silla’s king, and asked for asylum. Taehur welcomed Iranians. Irano-Sillians fought Chinese king jointly. Abtin married Franak, the daughter of Silla king and the friendship converted to a family transplant.  After a while, Abtin and Franak decided to return back to Iran to secure the country from the Arabs. Faridun, Zoroastrian mythical hero, was born in Iran (the fruit of this marriage) and finally saved the country. According to the text, Faridun contacted his Sillian grandfather through letters and also sent several armies to support Silla against Chinese troops.”  From a specific chapter (verses no. 6000), Silla lost color and disappeared from the text and other tales replaced it. As I (Akbarzadeh, 2014, p. 6) previously noted the coming back of Abtin from Silla to Iran can reflect only a historical wish against the Arabs; it means that wishing to return back as an expected savior (from China-Silla) was achieved mythically in Persian texts but it was never practiced historically. Lack of the information on destiny of those Iranian migrants to Silla was a reason that the tale was interrupted and the story rerouted by other tales. Furthermore, parts of the content can be seen in other Islamic texts (cf. Mojmal-al-Tawarikh, 2010, p. 27). However, the book has three different chapters; the first one focuses on an introduction and the second one on the tales of Hellenic kings like Alexander. The third one or the main chapter stresses on relations between Iran and Silla proper (Akbarzadeh, 2014, p. 2-4). While Master Matini referred to “Silla” as main topic of the text but he suggested the term “Ba/eSilla” of the text (for the term Ba/eSilla> Beh-Silla” see Akbarzadeh and Lee 2018, p. 55) as Japan in another work (1990: 160-177); this suggestion traced his introduction (Kush-nama) by recommendation Mr. Rajabzadeh (1997, p. 75). Also Rajabzadeh (2002, p.  65-71; 2002, p.  82) mistakenly supposed the term Ba/esilla as Japan where he missed Sasanian objects of Gyeongju National Museum, philology, art history and texts studies (Sino-Iranian) (also see Vossoughi 2014, p.  23-45).   2. Methodology This study is based on comparative research by using mythology, text studies, historical records and archaeological evidences. In the study, I have tried to challenge Master Matini’s opinion about a verse (no. 1813) of Kush-nama where he explained the toponym of Kabul as mistake in the manuscript. For this issue, I frequently will refer to historical events of the fall of Sasanian Empire. Meanwhile, in this paper, I stress on the correctness of the verse and prove the text is very correct based on historical events.   3. Discussion: However, a chapter of Kush-nama is dedicated to a military deployment by Chinese king to attack Abtin, Iranian prince, and his troops. In the verse no. 1813, the Chinese King and his troop arrived from (the way) of Kabul to siege and attack Iranians while the text has not cited the toponym Kabul in previous verses. Master Matini, the editor of the text, wrote (footnote no.2 of the page) that “the use of the toponym is incorrect (here) “surly.”  Master Matini explained the toponym as a mistake by the poet! The author believes that the verse is correct based on some events related to the collapse of Sasanian Empire where “southeast of Iran” was entangled with China. For this issue, we are facing with the two important events; the first one was Yazdgird III’s escape to Sistan then to the Central Asia with intention to apply asylum from Chinese king. Secondly, escape of Piruz (Yazdgird’s son) to China, supports of Chinese Emperors of Tang dynasty to him (and other his relatives) against the Arabs. Late Sasanian and Post-Sasanian texts frequently have referred to these two events. Obviously Gaozong, Tang Emperor, welcomed Piruz as the legitimate monarchy of Persia as well as supported him against the Arabs.  Piruz, his son Narse, his brother Bahram and a Sasanian prince by the name Khosrow (?) received Emperors’ supports against the Arabs (Compareti 2009, p.  online). It seems that supports of Chinese Tang Emperor (Gaozong) to Piruz, his stay in Zirang (southeast of Iran), battles over the Arabs, traffics of Sasanian princes between the southeast and China can be comprehensive in the verse. In this specific period southeast of Iran linked with China meaningfully. At this time, the southeast became the cradle of the conflicts with the Arabs, to defend the national identity and secure the country while China was mingled with these issues. Despite Persian sources, Chinese texts also referred to Zirang (Pulleyblank, 1991, p.  online). Most probably, a series of epic Persian texts (Post-Sasanian), where heroes played roles from Sistan to China, can be influenced by those events;  Garshasb in Garshasb-nama, Faridun Tales (Kush-nama and others) and Sam-nama can be cited in support of the claim. The author raises this question as to why heroes such as Faridun, Franak, Garshasb, Zahak and Sam played role in China? Obviously those heroes are related to Zoroastrian resurrection! Other chapters of KN testify the relationship between China and southeast of Iran where the Chinese king asked for help from Mukran king (verse no. 6228). Also I would like to raise this question “who is Firuz, the king of Zabulistan, in Masalik-al-Mamalik?” May I suggest a connection between this king and Piruz, the son of Yazdgird?   4.­Conclusion The author believes that expeditions of Sasanian princes from China to the southeast (corridor) are reflected in Chinese king’s campaign in the verse. Also, the time of Hakim Iranshan, Zirang probably was not an important city for political and economic issues. Maybe Kabul overshadowed the toponym this time. Meanwhile, both cities were located in the southeast of Iran. In fact, the coming of a troop from the way which goes to Kabul, cannot be strange. Definitely, the economic situation of Kabul cannot be important for this issue when China and Silla entangled with sacred Zoroastrian elements! Furthermore, the author suggests that meaningful connections between mounts of Sistan and China according to Bundahishn can be influenced by those historical events. While BD knows well paths from Khorasan to China, the text has used two separate terms as “China” and “Chinestan” to describe the Far East. In the late Sasanian to Post-Sasanian texts there is a clear line between two terms which it has never studied (Akbarzadeh, 2020, p.  in print). However, using Persian “be” (toward) in the meaning of Persian “az” (from) frequently is seen in the Persian texts. In Old Persian period (i.e. Avestic text in the north and the Royal Inscriptions in the south) also dative-ablative was a normal function in grammatical structure (Abolghassemi, 1996, p.  287). Clearly the preposition of “be” does not mean “inside” (locative) in the verse.

Bulut, Fatih Mehmet, Sayılar, Yücel

The validity of the concept of the state and the institutional entrepreneurial role of the state, which the new institutional theory portrays in the liberal system as a neutral, coherent, uniform, and institutional actor outside of the institutional fields, is open to discussion in different national contexts and countries where different state systems are dominant. When the studies conducted in the context of Turkey are examined, it would be observed that the state acts with different motivations in different institutional fields, along with its own unique politics. In this study, we that, unlike the institutional entrepreneurship of the state conceptualized in the liberal system, the way the state in Turkey acts can be explained by two dimensions defined in terms of controlling society and prioritizing the redistribution of resources (politically). The discussion set out aims to develop an explanatory framework for the role of the state as an institutional entrepreneur and the institutional work it performs.

M. Mozaffary

Amy Paros, Michael Taylor, Robert M. Yawson

Purpose – The purpose of this paper is to provide an experiential learning exercise that develops student understanding of social networks within organizations. Understanding these networks can foster complete access to information and inclusive decision-making that translates into career success. Design/methodology/approach – This experiential learning classroom exercise supports all student learning styles using a puzzle to teach students to apply social network theory toward real-world decision-making. This exercise is best used in small and medium-sized classrooms with ideally 15–40 students. This simulation could be used during 50 up through 120-min class sessions. Findings – The game-like environment created by this exercise helps extend real-world understanding that may traditionally be lost with a lecture. Components within this simulation provide balanced consideration for many different learning styles. This exercise has been used successfully within a graduate-level leadership and decision-making course in at least ten sessions over 5 years. Practical implications – This is a real-time theory to practice application exercise where an experiential activity is deployed for students to understand the practical implications and application of a theoretical concept. Social implications – Organizations have internal social networks connecting employees. These connections are how information is dispersed and knowledge is shared. When these networks are understood and effectively used, it can result in more comprehensive problem-solving, valuable collaboration and the maximization of subject matter expertise within the organization. Originality/value – This is a “how-to” teaching and pedagogical exercise. It is original with the benefit of its flexibility and adaptability in the classroom.

Anne Grethe Sønsthagen, Øyvind Glosvik

Organisational learning is the topic addressed in this qualitative comparative case study. The purpose is to investigate the role of local line leadership in professional development processes. Two kindergartens participating in the Norwegian national in-service programme Competence for Diversity were studied. A combination of inductive and deductive analyses led us to introduce two dimensions: leading contextual interplay, with proactive and reactive values, and practice development, with fragmented and integrated values. One of the kindergartens appeared to have organised the professional development process more productively than the other, and the findings point to a combination of integrating dialogues on practice, and proactive managers as possible keys to understanding kindergartens as learning organisations. The model seems to capture, to some extent, the holistic view of the learning organisation as a structured relationship between individual and collective learning. The managerial role as local line leader stands out as important for understanding learning in this type of organisation.

Andrijana Rogošić

Current and past economic and financial crises have changed the behaviour of busi-ness leaders, managers, and investors, as well as accounting professionals (financial accountants, bookkeepers, management accountants, auditors). The fear of further financial crises has forced accounting reforms, the revision of auditing standards, and a restructuring of corporate governance systems in many countries to provide a relia-ble framework for companies’ activities and performance. The International Federa-tion of Accountants (IFAC) board founded the International Ethics Standard Board for Accountants (IESBA), which issued the Code of Ethics for Professional Account-ants (IFAC Code) as a set of globally accepted guidelines for ethical conduct. The first version was published in 1990, and it was recommended (but not mandatory) for IFAC members to adopt. Establishing a unified code of ethics was one of the major achievements of IFAC that provided solid guidelines for accounting professionals across the world. Prior research indicates that the IFAC Code has been moderately successful in the attempt to harmonise ethics standards for professional accountants worldwide. As globalisation continues to affect business culture and technology, and, consequently, the focus of business, the accounting profession must keep pace and reassess its role in the world economy, but also in society. This is especially important during economic and financial crises, when the classic entrepreneurial model is not sustainable. Not only can a code of ethics can provide a framework for appropriate employee behaviour and establish a better corporate culture, it can also improve lead-ership, help organisations to comply with government guidelines, and enable organisa-tions to be more socially responsible. Many ethical issues could be explored in the con-text of Corporate Social Responsibility (CSR), not only in times of crisis. The high-profile ethical failures of professional accountants in recent decades taught us the importance of ethics education. A professional accountant’s responsibility is not exclusively to satisfy the needs of an individual client or employing organization. All accountants should act in the public interest by complying with fundamental ethical principles (integrity, objectivity, professional competence and due care, confidentiality, and professional behaviour) since these principles establish the standard of expected behaviour. Therefore, accounting ethics should be promoted much more in education and in practice. Accounting and business educators have a special responsibility to ex-amine and teach ethics in the broader context of globalisation. Regulations and volun-tary standards aim at minimizing fraud and manipulation of business information, but ethical behaviour is the key to achieving an honest business environment and sustaina-ble growth.

Sharfizie Mohd Sharip, Marinah Awang, Ramlee Ismail

This study aims to extend the empathetic language model derived from the motivating language theory. Empathetic language provides a model of how leaders can understand their subordinates via the emphasis on emotional support, specifically the selection of words, which is proposed to affect management effectiveness. This paper also proposes the moderating effect of LMX in the relationship between empathetic language and management effectiveness. The current finding indicates a non-significant relationship between empathetic language and management effectiveness due to the prevalence of a power distance culture in the context of Malaysia. However, the relationship was found to be significant when moderated by Leader-Member Exchange. These findings enrich the existing body of knowledge about empathetic language and management effectiveness among NPOs. Introduction There has been increasing pressure on NPOs to evaluate their operations and demonstrate their competence and credibility. Waqf institutions are also affected particularly due to the numerous and long unresolved problems that raised questions about their integrity and accountability (Sharfizie et al., 2019a). Thus, more effective and ethical leadership skills are required to enhance the survival and continuity of these institutions. Empathetic language is a pivotal 21st century leadership tool on top of good interpersonal relationship skills among leaders which has been proven to improve both employee and organisational performance. This study examines the effect of empathetic language usage by leaders on the management effectiveness of Waqf institutions, and investigates the moderating role of Leader-Member Exchange (LMX). Waqf institutions are religious-based non-profit organisations (NPOs) (Kahf, 2003; Thaker et al., 2016) categorised under the third sector organisation (TSO) (Mohd Arshad & Mohamed Haneef, 2016) of which objective is to uphold justice and human wellbeing. NPOs are basically identified as part of the non-profit sector, the third sector or voluntary sector (Kolb, 2018). NPOs are fundamentally focused on creating social values as opposed to generating profits (Othman et al., 2012). They aim to serve the community or undertake other non-profit initiatives (Pervez, 2006). The management of NPOs are often viewed as incompetent or International Journal of Academic Research in Business and Social Sciences Vol. 1 0 , No. 10, 2020, E-ISSN: 2222-6990 © 2020 HRMARS poorly trained as compared to commercially-driven organizations (Morris et al., 2011). Hasan & Siraj, (2017) asserted that Waqf institutions have lost a significant effect on the economy due to dwindling public trust which resulted in less donor involvement. All this indicates that these institutions need to raise their level of competitiveness which would in turn ensure their viability and the achievement of their social objectives. Towards that end, effective leadership leading to effective management is pertinent. Moreover Sharfizie et al., (2019b) argue that effective leaders are crucial in building camaraderie that leads to producing coordination which in turn enhancing the overall effectiveness of management. Effective leadership is a critical 21st century element in organizational management (Holt & Marques, 2012). Leaders need to have the immeasurable capabilities of identifying changes, motivating people and providing support, with a critical emphasis on situational leadership for facing various circumstances (Dumas & Beinecke, 2018). The 21st century also brings with a set of new challenges and demands thus drastically changing the way leaders perform. Today’s highly educated and skilful workforce requires flexible leadership (Holt & Marques, 2012). Traditional leadership techniques such as transformational and transactional leadership are fast becoming obsolete; in their place today is visionary leadership which is more effective at raising employees’ aspirations and tapping into their sentiments (Hayes, 2014). Leaders need to choose their words carefully to ensure clear information delivery, reinforce dyadic leader-member relationship (Luthra & Dahiya, 2015), and guarantee shared understanding of organisational objectives (Murphy & Clark, 2016). Effective leadership communication can lead to an effective organisation as it inspires and motivates employees (Naile & Selesho, 2014). It also enables the leader to understand the employees’ job situation and ensuing emotions, and thus provide the support needed. On top of that, effective communication facilitates the leader in establishing a cooperative relationship with a member built upon mutual trust. Ethical leadership values entail respect for the employees’ wellbeing and the disposition to protect, support, improve and encourage them (Mahsud et al., 2010). A leader with such values is better able at developing and sustaining a cooperative relationship with his subordinates, which in turn can drive the formation of an exchange relationship. Only a small number of existing studies have examined the relationship between empathetic leadership language and organizational effectiveness specifically in religious-based institutions such as Waqf institutions as well as other NPOs. Adnan et al., (2013) described Waqf institutions as NPOs managing endowment funds and properties in Muslim-majority countries. Studies on Waqf institutions typically emphasize the following aspects: Table 1: Issues pertaining to Waqf property management Themes Effects Scholar Lack of professionalism and role ambiguity Interruptions in the implementation and completion of istibdal. Failure to register property ownerships under the SIRCs. Under-utilization of Waqf properties. (Abas & Raji, 2018; Abdul Majid & Said, 2014; Audit, 2014d; Azmi et al., 2014; N. Hassan et al., 2018; Ihsan & Adnan, 2009; Ismail et al., 2015; Mohd Puad et al., 2014) International Journal of Academic Research in Business and Social Sciences Vol. 1 0 , No. 10, 2020, E-ISSN: 2222-6990 © 2020 HRMARS The above shows that most NPOs fail to provide the needed information or public goods in justifying their purpose (Wallis & Dollery, 2006). In Malaysia, for instance, there is a Failure to gazette Waqf lands. Encroachment. Encroachment of Waqf lands Obstructions in developing Waqf lands. Failure to generate rental revenues. Owners not trusting Waqf institutions. (Abdul Majid & Said, 2014; Abdul Rashid et al., 2015; Audit, 2014a, 2014b, 2014c; Isamail et al., 2015; Ismail et al., 2015; Megat Abd Rahman et al., 2006) Lack of awareness among Muslims Inefficient rental system Data storage problems No standard procedures Non-awareness about the encroachment of Waqf lands. Non-awareness about istibdal. Rising rental arrears. Unobtainability and nonrenewal of lease agreements. Non-payment of commissions on leaseholds. Very low rental rates, nonrevision of charges. Ineffective or non-collection of rental charges. Poor Waqf property record. Untitled Waqf lands. Encroachment. Incomplete/non-updated Waqf properties list. Encroachment. Non-identification of land ownership documents. (Ibrahim & Ibrahim, 2013; Isamail et al., 2015; Mohd Puad et al., 2014) (Abdul Majid & Said, 2014; Audit, 2014a, 2014b, 2014c, 2014d;Mahmood & Markom, 2013;) (Audit, 2014a, 2014c, 2014d; Ismail et al., 2015; Rabitah Harun et al., 2012) (Audit, 2014c, 2014a; Ihsan & Adnan, 2009; Isamail et al., 2015; Ismail et al., 2015; Rabitah Harun et al., 2012) International Journal of Academic Research in Business and Social Sciences Vol. 1 0 , No. 10, 2020, E-ISSN: 2222-6990 © 2020 HRMARS information asymmetry between NPOs and the donors (Zainon et al., 2012). On top of that, Malaysia does not possess a uniformed framework for NPOs unlike other countries such as the USA (Zainon et al., 2014) whilst the degree of its NPOs’ transparency, accountability and good governance is not enforced by law (Ruhaya et al., 2012). According to Zainon et al. (2014), information disclosure for NPOs remains optional in Malaysia which indirectly affects the institutions’ productivity and effectiveness as the lack of legal and legislative requirements leads to information asymmetry (Zainon et al., 2014). All this indicates the need for proper leadership practices and ethics to ensure the effective management of Waqf Institutions in Malaysia. Furthermore, Sharfizie et al., (2019a) also argue that in order to ensure the Waqf institution continues to be successful, the recognition of core competencies is strongly encouraged. Herman and Renz (1999) asserted that effective NPO management reflect proper management practices, leading to overall organizational effectiveness. In the case of religious-based NPOs such as Waqf institutions, the leadership reflects the practice of Islamic principles in the organization. Hence, leaders play an important part in driving ethical thinking and practice among the organizational members via effective interactions and clear communications of expectations in achieving shared objectives (Sharfizie et al., 2019a). Ethical leaders are empathetic and respectful towards others and their opinions, exhibiting personal warmth and sympathetic tendencies (Heres & Lasthuizen, 2010) with the ability to understand and interpret behaviours. An empathetic leader hence can better understand and respond to the needs of his followers in such a way that improves their performances (Kock et al., 2019). A leader that can anticipate the needs of his followers also has the ability to determine the best management technique to improve their performance (Gavin et al., 1995). However, empathetic leaders need to have an affectionate disposition moderated via a leader-member exchange relationship, which makes it easier to achieve improved behavioural outcomes such as work effort. This study intends to underline the relationship between empathetic leadership language and management effectiveness in the context of Waqf institutions as there are very few exi

I. Shkodina, I. Derid, O. Zelenko

Based on the analysis of trends and threats of digital transformation of global banking, we concluded that there is an unevenness of digitization of banking in different regions. The development of digital technology has an impact on the global banking market, its structure and services. Cloud technology, blockchain and Big Data, artificial intelligence, biometrics, and open source APIs are used by financial institutions both in routine client work (optical character recognition, language, voice, customer image and face recognition, etc.), and in complex analysis of unstructured data sets (pattern recognition in money laundering transactions, counter-terrorism financing). The major segments where the biggest changes were made — are retail, corporate banking, payments, bank transactions, investment banking, and infrastructure projects. There are considered the concept of open banking, its impact on the ecosystem of financial market. The use of digital technologies, on the one hand, increases competition and market efficiency, and on the other, creates new systemic risks to financial stability and integrity.The main obstacles to digital transformation are not technological ones, but the differences in the organizational culture of traditional banks and fintech, different strategic vision of top management, lack of qualified personnel, which makes it difficult for banks to transform for cooperation. The use of digital technology increases the systemic risks associated with cyber security, fraud and ethical issues. In order to reduce the fraud, it is important to improve the verification procedures: the integration of offline and online modes, the use of implicit factors, and consumer biometric behaviour. Given the likelihood of recession in the coming years, geopolitical problems, trade and currency wars, traditional banks need to transform their businesses in line with new trends. In modern global world, there are not the largest banks that the competitive advantages get but the ones that are the most adapted to changes.

Syaiful Hisyam Saleh, Raihan Ismail, Zaharuddin Ibrahim et al.

Big data is too voluminous and requires the use of computer technology and the right data processing application to capture, store effectively, analyse, and present big data to enable the business to have clearer visibility of trends, make plans and decision for future direction. The data revolution is reshaping the way knowledge is produced, business is conducted, humanitarian assistance is handled, public officials are elected, and governance is enacted. Big data provides unprecedented insights and opportunities across all industries, and it raises concerns that must be addressed. This article discusses the challenges and solutions for big data as an important tool for the benefit of the public. It suggests that big data and data analytics if used properly, can provide real-time actionable information that can be used to identify problems and needs, offer services, and provide feedback on the effectiveness of policy action. Introduction The world is experiencing a huge data revolution. The explosion of data is directly connected to the arrival of the digital age. The term “Big Data” refers to the vast amounts of data in which traditional data processing procedures and tools would not be able to handle. It emerged in the 1990s and gained momentum in the early 2000s and has been variously defined and operationalized. Clearly, size often comes to mind when referring to big data. It is commonly defined as the astonishing amount of structured and unstructured data that are being generated, captured, and stored at an amazing speed. It is obvious that data comes from literally everywhere, every time and from all sorts of devices. Data is often produced and accessible in real time, and it arises from the merging of different sources. Organizations have been relying on these sources of data to describe, interpret, and forecast and provision economic and business activities and to decide for the next direction. Today, various efficient and intelligent techniques are available to help the organization in providing the best interpretation of this large volume of data from different types of heterogeneous sources, to be International Journal of Academic Research in Business and Social Sciences Vol. 8 , No. 12, Dec, 2018, E-ISSN: 2222-6990 © 2018 HRMARS 1384 processed and analysed and presented in an understandable, visual and decent manner to suit the business language and stakeholders’ objectives. Big data is categorized as having three features, the 3Vs; which are value, velocity and variety. Volume refers to the sheer amount of data, velocity is the speed with which it is being delivered in real-time, and variety is the number of different sources. With the combination of increased volume, velocity and variety, organizations need to reconsider, rethink, and repurpose their ways of working with innovation, the marketplace and communication. Their entire business processes may need to change as well. Characteristics of Big Data Management As one of the current trend terms in the world today, there is no exact way to define big data. The term is often used with related concepts such as Business Intelligence (BI) and data mining. These three terms are about analysing data, but big data concepts differed from the others two concept where the data volumes, number of transactions and the number of data sources is bigger and much complex and acquired special methods and technologies to analysed the data. The three major characteristics that define big data are volume, variety and velocity. The first characteristic is volume, and it became as the first and important characteristic because of in every organization, they have many large archived data along the way from the starts of their business but they can't process the data to help them make decisions and plan their future business. This has represented as the most immediate challenge to the conventional IT structures. The said situation faced by the organization what inspired the IT researchers to come out with big data. The ability of big data to process large amounts of information is the main attraction of big data analytics to create value from relevant data. The second major characteristic in big data is velocity and it refers to the pace of increasing speed of the new data is generated and the pace at which data been transfer around. In the current electronic and digital era like business processes, machines, networks and human interaction with things like social media sites, mobile devices, etc. Social media messages going to viral in seconds in 1999, WalMart’s data warehouse stored 1,000 terabytes (1,000,000 gigabytes) of data. In the year 2012, it had access to over 2.5 petabytes (2,500,000 gigabytes) of data. Every minute of every day, we upload hundreds of hours of videos on YouTube, we send over 200 million emails through Gmail. Reacting quickly enough to deal with data generate pace is a challenge for most organizations. Twitter is one of the most used online diary worldwide and it can be as the best example of the velocity of big data. It produces around 6,000 tweets every second that corresponds to over 350,000 tweets sent per minute, 500 million tweets per day and approximately 200 billion tweets per year. The third characteristic of big data is variety as the sources and types of data is different and big data is not only a structured data and for sure is not an easy task to put big data into a relational database. Today data comes in the form of emails, photos, videos, monitoring devices, PDFs, audio, etc. This variation of unstructured data creates problems for storage, mining and analysing data. Dealing with International Journal of Academic Research in Business and Social Sciences Vol. 8 , No. 12, Dec, 2018, E-ISSN: 2222-6990 © 2018 HRMARS 1385 a variation of structured and unstructured data significantly increases the difficulty of storing and analysing big data. Around 90% of data generated is data in unstructured form. This will conclude that the “big” in big data is not solely about volume because big data involves of a large amount of data. But, big data not only refer to data volume because it does not only mean you have a lot of data but the data also coming to you at a very fast pace and it comes with a variation of forms and variety of sources. It is important to say that today’s big data may not be tomorrow’s big data because the technologies always evolve. As a perspective, if the organization facing a significant challenge to manage with data’s volume, velocity and variety, the organization need to have data management with the assistance of technologies and techniques. Big Data Presents Challenges and Opportunities Big data is not just about volume and from various sources; it is about its other characteristics such as size, speed of data, structure and quality and new-generation analytic technologies that help organizations get more value from their information assets. It helps organizations to provide business insights on customer behaviour and patterns that can be used to improve operations, anticipate opportunities and business growth, and to detect for any possibility of issues or problems. Today, organizations are generating, receiving, processing, and storing remarkable amount of data to and from a wide range of resources such as databases and Internet. The process of managing, handling and storing huge amount of data is known as big data management. Big data has many features and varies in nature, they can be simple or complex, structured or unstructured, secure or with a very minimum security. This makes the management and storage of big data becomes more challenging and extremely important, and would definitely require the help of technology and techniques. No matter how challenging it can be, organizations must put in the necessary control measures to solve or lower the risk imposed so that the data stored are available, retrievable, and can be used to make ad-hock decisions and plans for the future. The main purposes of the management of big data are to store and handle available data in a simple and understandable manner with easier and flexible retrieval methods to make the right and strategic decisions for enhancing their businesses. Issues and Challenges of Big Data in Information Management New technology comes with uncertainty as it may not be understood well by all organizations especially during its early introduction, adoption, and implementation. Big data is not an exceptional. Organizations lack of information and understanding on the fundamental of big data such as what is actually is, the benefits, and the infrastructure requirements. Uncertainties are the outcome from unknown opportunities, challenges and emerging risks. While opportunities create new values, risks create threats to the organization. International Journal of Academic Research in Business and Social Sciences Vol. 8 , No. 12, Dec, 2018, E-ISSN: 2222-6990 © 2018 HRMARS 1386 Lack of Business Sponsorship and Management’s Support When introducing any new technology in the organization, it is important to obtain top management’s buy-in. This is very essential if it involves changes in the organizational culture and structure as well as amount of time and money to invest. Hence, big data as any new technology needs support from top management and stakeholders. Since investing on big data wisely would give organizations competitive advantage, top management should have the vision to see the impact of big data in the organization’s future. Big data is not only a technology, but it involves innovation, cultural change, analytical mindset and new skillset. It also requires more effort to educate people on how to treat the data. Data Privacy and Security Organizations benefit from many conveniences and breakthroughs due to Big Data-powered applications and services. However, one of the most sensitive issues that organizations feel reluctant to adopt big data

Наталія Сергіївна Приймак

Extractive industries (mining and quarrying, in particular) is a strategically important part of the primary sector of Ukraine. The current state of the extractive industries is characterized by a certain revival, however only in a few sectors. The purpose of this paper is to provide insights to the extractive industry performance and identify the main factors of change that will ensure growth in the primary sector. The analysis showed that as of today the extractive industry companies demonstrate low performance efficiency (a slowdown in production growth rate, fluctuations in cost effectiveness and profits, a significant share of unprofitable businesses), their technical and production capacity fail to meet the global trends which is underpinned by ineffective opportunity management in the given sector. For extractive industries, change management gains critical importance subject to their high environmental dynamism. Changes in the business environment in the mining and quarrying sectors are generated by the factors of space, time, consumer, safety, products, price – all of which initiate external changes; reduce (curtail) lag changes; trigger changes in the market infrastructure and the range of related services; promote government support extension; yet again prove the need for changes in extraction engineering and technology, raw materials processing and enrichment; assign changes in approaches to cost control and pricing methods. The key messages that make companies move forward to change should be: increasing difficulties in confronting the entropic effects of the external environment; crisis phenomena within companies; deterioration of market environment; company management or any stakeholders’ (their groups) initiatives of changes; contact group information on certain requirements for products, prices, resources cost, etc. The research findings have revealed the following headwinds that hamper changes: the lack of effective management and professional managers capable of implementing the entire cycle of changes; inefficient organizational structure, the presence of conflicts in the organization; resistance to change; undeveloped corporate culture of the enterprise.

Habibollah Ranaei Kordshouli, Abolghasem Ebrahimi, Ali Asghar Mobasheri

Present study is designed to provide a model for measuring employer brand and measuring employer brand in zarringhazal corporate. literature review of the subject used to estimate the dimensions of employer brand and then attempt to measure the company's employer brand. According to the purpose current study is a developmental and  applied research and research design and method of data gathering is Survey/ Descriptive. Needed data gathered with use of customized related questionnaire to the research model from Employees and job applicants of Zarringhazal corporate and the results of  Confirmatory factor analysis shows that an employer brand can be measured in five dimensions of economic with Three indicators, Functional with five indicators, social with eleven indicators, developmental with five indicators and messaging with seven indicators. Results of Mean and Standard deviation of answers also shows that in an overall assessment situation of employer brand in Zarringhazal corporate is relatively Appropriate and  gets the highest mean in the economic dimension and the lowest in the social.

Bora Yıldız, Muhterem Şebnem Ensari, Meral Elçi et al.

Bu araştırmada iş-aile çatışmasının işten ayrılma niyeti üzerindeki etkisinde tükenmişliğin aracı rolü Kaynakları Koruma Teorisi’ne dayandırılarak test edilmiştir. Araştırmanın amacı iş-aile çatışması ile işten ayrılma niyeti arasındaki ilişkinin tükenmişlik aracılığı ile gerçekleşip gerçekleşmediğini test etmektir. Bu bağlamda araştırma, iş-aile çatışması yaşayan çalışanları işten ayrılma niyetine iten tükenmişlik gibi olumsuz dinamiklerin etkilerini ortaya koymak açısından önem taşımaktadır. Araştırmanın örneklemini kolayda örnekleme yöntemi ile ulaşılan, kamu ve özel sektördeki hastanelerde çalışan 294 sağlık personeli oluşturmaktadır. Araştırma modeline ilişkin toplanan veri Yapısal Eşitlik Modellemesi ile test edilmiştir. Araştırma bulguları iş-aile çatışmasının tükenmişliği ve işten ayrılma niyetini, tükenmişliğin ise işten ayrılma niyetini istatistiksel açıdan anlamlı ve pozitif yönde etkilediğini göstermiştir. Son olarak tükenmişliğin iş-aile çatışması ile işten ayrılma niyeti arasında tam aracı etkiye sahip olduğu görülmektedir. Araştırma bulguları ışığında tükenmişliğin iş-aile çatışması yaşayan çalışanların işten ayrılma niyeti geliştirmelerinde önemli bir köprü görevi gördüğü saptanmıştır.

Özlem YAŞAR UĞURLU, Emre ÇOLAKOĞLU, Emre ÖZTOSUN

Bu araştırma, literatürde yeni bir kavram olan firmaların sürdürülebilir başarısı için önem arz eden stratejik çeviklik ile firma performansı arasındaki ilişkiyi analiz etmeyi amaçlamaktadır. Bu amaçla Gaziantep ilinde faaliyette bulunan, sanayi odasına kayıtlı 88 adet üretici firma sahibi/yöneticisi ile yüz yüze görüşülerek anket yapılmıştır. Araştırmada, stratejik çeviklik, teknoloji yeteneği, işbirlikçi inovasyon, örgütsel öğrenme ve içsel uyum bileşenleri olarak ele alınmıştır. Firma performansı boyutları olarak da müşteri tutma ve yenilik performansı alınmıştır. Elde edilen veriler yapısal eşitlik modeli, SmartPLS3 programı ile analiz edilmiştir. Sonuçta, stratejik çevikliğin bileşenlerinden olan teknoloji yeteneğinin ve içsel uyumun firma performansını pozitif yönde etkilediği saptanmıştır. Buna karşın, örgütsel öğrenme ve işbirlikçi inovasyon ile firma performansı arasında doğrudan anlamlı bir etki gözlenememiştir.