Faced with the task of decolonizing academia, more researchers are turning to participatory and action-oriented research, which does not come without its challenges. In this paper, I go through a less common challenge, where the participation failed due to the COVID-19 pandemic, while the action succeeded due to solidarity work that went beyond the academic project. The time frame was the main obstacle, while honesty about goals and expectations were strengths that perhaps explains why our collaboration continues despite the failures. This paper is based on a participatory action research collaboration with the Kenyan Peasants League (KPL). The KPL is a movement of small-scale farmers, pastoralists, and fisherfolk in Kenya and part of the global peasant’s movement La Vía Campesina. The project is based on a feminist decolonial ontology, which recognizes that all knowledge is situated, contextual, and relational, and recognizes social movements as knowledge and theory producers. The project had three goals: 1) To document the knowledge of the KPL members. 2) To co-create teaching materials for the KPL. 3) To write a PhD thesis based on this knowledge. The teaching materials did not turn out as hoped, but money was raised for the KPL Women Articulation Rescue Centre.
Organizational behaviour, change and effectiveness. Corporate culture
In the present day workplace, organizational culture is critical in influencing how workers behave, work in teams and their overall performance. The notion of emotional intelligence (EI) as the ability to recognize, understand and regulate both own and other people feelings has emerged a major concern in the pursuit of organization effectiveness. In this paper, the relationship between emotional intelligence and organizational culture is analyzed in the perspective of understanding how EI is relevant in the development and sustainability of healthy working environments. The integrated method used to collect primary data involved administration of structured questionnaires and in-depth interviews to the various employees within the various industries. The statistical tests on which quantitative analysis was founded included correlation tests and regression tests in an attempt to ascertain the strength and significance of interaction between EI elements-self-awareness, self-regulation, social awareness and relationship management and the significant components of organization culture which comprised innovation, collaboration, adaptability and ethical orientation. Information about the impact of the behaviours of emotional intelligence on the cultural norms, communication patterns, and leadership patterns was provided through qualitative results. The results indicate that positive relationships between high level of emotional intelligence and presence of adaptive, cohesive and ethically inclined organizational culture are important. The fact that the workers and the leaders were able to demonstrate higher degree of EI resulted in improved conflict management, improved teamwork, and enhanced acceptability to organizational change. The paper brings out that one of the main components that need to be integrated in the human resource management, leadership training and organization development strategies are the development of emotional intelligence. Once the organisations have created EI in their workforce and leaders, they would create a culture that can enable innovation, worker engagement, and performance sustainability outcomes. The implication of these findings into practice to the managers, HR professionals and policymakers is that they are interested in matching workforce capabilities and organizational values. Further studies can be focused on how EI interventions affect changing organizational culture and performance indicators in the long term.
Cristina Catallo, Kateryna Metersky, Leslea Peirson
et al.
<p><strong>Review objectives</strong></p> <p>What are the effects of organizational knowledge brokering interventions on organizational culture and practices supporting evidence use?</p> <p>What beneficiary and organizational culture outcomes arise from implementation of organizational knowledge brokering interventions?</p>
Cristina Catallo, Kateryna Metersky, Leslea Peirson
et al.
<p><strong>Review objectives</strong></p> <p>What are the effects of organizational knowledge brokering interventions on organizational culture and practices supporting evidence use?</p> <p>What beneficiary and organizational culture outcomes arise from implementation of organizational knowledge brokering interventions?</p>
The Interdisciplinary Journal of Partnership Studies will publish a themed issue for Issue 2 of 2025: Transitions from Old to New Models. We invite contributions for a special issue that will explore the dynamics, challenges, and opportunities possible within transitions from established models to new emerging paradigms.
Transitions play a key role in driving innovation and shaping how systems, societies, and nations evolve. Across disciplines and the world, transitions from older frameworks to new models provokes both disruption and creativity. This special issue seeks to gather scholarship that highlights these processes, offering insights into how transitions are supported, implemented, challenged, and sustained.
The editors of this issue invite researchers, scholars, activists, authors, and artists to submit original writing for publication. The submission deadline is September 30, 2025.
Ethnology. Social and cultural anthropology, Organizational behaviour, change and effectiveness. Corporate culture
The pursuit of organizational excellence has been a central concern since the rise of industrialization, gaining prominence during and after World War II. Grid Organization Development (Grid OD), developed by Blake and Mouton, is a theory-centered approach that aims to maximize organizational effectiveness through structured interventions. This article explores the principles of Grid OD, contrasting it with technique-centered and process-centered OD approaches. Grid OD is grounded in the Managerial Grid model, which categorizes leadership styles based on concerns for production and people. Through a systematic six-phase training process, Grid OD fosters individual change, team development, intergroup harmony, organizational goal-setting, and planned implementation. The study critically reviews the framework’s strengths, its broad global application, and its impact on leadership effectiveness, productivity, and corporate culture. Blake and Mouton argue for the superiority of their approach, countering situationalists perspectives and advocating for the universal applicability of the 9,9 leadership style. This paper underscores the significance of Grid OD in achieving sustainable organizational success.
The article examines the role of organizational changes in the reporting management system as an essential factor supporting sustainable development in companies under conditions of increasing global challenges and regulatory requirements. It provides a comprehensive analysis of contemporary demands for integrated and ESG (environmental, social, governance) reporting, highlighting the necessity of aligning internal processes with international standards. The research emphasizes the critical role of top management in setting the strategic vision and corporate culture, demonstrating that the effectiveness of any change implementation relies heavily on leadership actions, clear communication, and the establishment of a culture of responsibility and openness. Additionally, the article discusses the importance of motivation and recognition as powerful management tools, which foster employees’ commitment to sustainability initiatives. It underscores the need to create incentive systems that acknowledge individual and collective contributions to environmental and social goals, thus reinforcing behavioural change and employee engagement. The study provides practical recommendations on developing integrated internal control systems, advocating for the integration of sustainability criteria into organizational processes. It also stresses the importance of staff training to enhance employees’ understanding and skills in dealing with new reporting standards and sustainable practices. Furthermore, the research calls for adopting flexible organizational structures and advancing digitalization to ensure rapid and effective adaptation to changing external regulatory environments and societal expectations. In conclusion, the paper highlights that successfully navigating organizational transformations aimed at sustainability requires coherent strategic vision, committed leadership, transparent communication, an empowering corporate culture, and well-designed motivation systems. These elements together ensure the adaptability, resilience, and long-term competitiveness of organizations in today’s dynamic business landscape.
Astriana Anggraini, M. A. Gandawari, Rauzatul Aflal
et al.
The global banking sector faces major challenges in improving organizational performance, especially in the face of technological change, consumer behaviour, and evolving market conditions, therefore, it is important to understand the factors that influence bank performance, to improve operational effectiveness and competitiveness This study aims to identify the main factors that influence organizational performance in the banking industry in several countries. This study adopted the literature research method by analysing 10 relevant scientific articles from 20 selected articles. The analysis focuses on organizational culture, intellectual capital, leadership, and strategic characteristics. Organizational performance in the banking sector is influenced by internal factors such as organizational culture, intellectual capital, leadership style, and strategic attributes, as well as external factors such as national culture and market conditions. Organizational culture that supports collaboration and innovation, and culturally appropriate leadership, contributes significantly to improving bank performance. Innovative organizational culture, efficient intellectual capital management, strategic attributes, and participative leadership contribute significantly to improving bank performance. These strategies need to be adapted to the national cultural context to ensure the sustainability of the banking sector.
Amran Bin Zakaria, Mohd Rashid Bin Ab Hamid, Imaduddin Abidin
The impact of cultural differences and ethical leadership on performance, governance, and organizational integrity is investigated in this study. A key element in establishing trust, influencing corporate culture, and raising employee engagement is ethical leadership. By using bibliometric analysis, the study highlights the significance of cultural circumstances in determining leadership effectiveness and finds trends and patterns in ethical leadership studies. In order to overcome obstacles and attain long-term success, it is crucial to match moral behavior with a variety of cultural standards. The study also looks at the expanding relationship between innovation, sustainability, and international cooperation and ethical leadership. These components are essential for tackling today’s governance issues and building resilience in heterogeneous companies. This paper also suggests directions for future research, emphasizing how ethical leadership may be integrated with environmental programs and technology breakthroughs to remain relevant in a changing global environment.
The article examines the role of human leadership as a factor of organizational resilience in conditions of uncertainty and rapid changes. The study emphasizes the shift from traditional hierarchical management models toward human-centered leadership that prioritizes emotional intelligence, authenticity, and psychological safety. The proposed approach strengthens adaptability, reduces employee turnover, and improves engagement. Practical cases confirm its effectiveness in building a resilient corporate culture that ensures competitiveness and sustainable development.
The relationship between work culture and organizational design has drawn a lot of attention in the modern corporate environment as a success factor for organizations. This abstract explores the mutually beneficial link between these two components and explains how their alignment promotes creativity, output, and worker engagement. The framework that governs the division of labour, roles, and duties inside an organization is known as organizational design. It establishes decision-making procedures, communication routes, and hierarchies. In addition to being effective, a well-designed organizational structure may also be adjusted to the changing needs of the market. At the same time, an organization's work culture encompasses the rules, beliefs, and behaviours that are common within it. It represents the general way of thinking, feeling, and doing things in work. A dynamic workplace culture fosters a feeling of community, promotes teamwork, and increases worker happiness. When it comes to organizational design The alignment of work culture and organizational design becomes a critical success factor in the pursuit of organizational excellence. This abstract delves deeper into this relationship and clarifies practical ways that firms can successfully align their structural frameworks with their cultural ethos. The understanding that organizational design and work culture are dynamic phenomena shaped by interconnected influences rather than static entities is at the core of this alignment. Because of this, promoting alignment calls for a comprehensive strategy that recognizes the complex interactions between structure and culture. An essential tactic is to perform a thorough analysis of organizational structure and workplace culture. This means assessing both cultural elements like values, norms, and communication as well as structural elements like hierarchies, workflows, and decision-making processes.
Stephanie D. Gingerich, Gudrun Jonsdóttir, Jennifer Wentzel
et al.
This paper presents a collaborative model for developing global leaders in graduate nursing programs, specifically through an international partnership between the University of Minnesota (UMN) and the University of Iceland (UI). The model, which relies on an innovative week-long immersion course, addresses the growing need for globally-minded nurse leaders capable of responding to the unique challenges of today's interconnected world. The immersive component included lectures, field trips, and a group project focused on the United Nations’ 17 Sustainable Development Goals. Evaluation data from the cohorts in the biannual programs in 2022 and 2024 (n=55) showed high satisfaction rates, with more than 90% of students rating the course as good or very good. Qualitative feedback highlighted themes of shared nursing experiences, a greater appreciation of global health-care systems, and the universal need for effective communication. The program aligned with competencies outlined by major nursing organizations. This model offers a promising approach for graduate nursing education to prepare leaders capable of addressing complex, interconnected global health challenges.
Ethnology. Social and cultural anthropology, Organizational behaviour, change and effectiveness. Corporate culture
Umme Rubab, Muhammad Rahies Khan, Muhammad Mutasim Billah Tufai
Achieving sustainable performance is a challenging but useful tool for firms in this competitive environment. The literature highlights several avenues to address sustainable performance, but there is alack of emphasis on common practices and strategies. This study examines the role of green initiatives, specifically eco-design, green purchasing and reverse logistics, in addressing environmental performance. Practice-based view theory is used to evaluate the influence of these common green practices on a firm's environmental performance. A total of 214 participants were approached to participate in this study and data analysis was conducted using AMOS. The findings reveal a significant and positive impact of eco-design, green purchasing and reverse logistics on environmental performance. This study provides implications for practitioners, policymakers and academics regarding environmentally oriented business operations that could better serve manufacturing firms. Additionally, firms are encouraged to focus on easily imitable, easy-to-transfer and easy-to-understand practices to address sustainable performance.
Organizational behaviour, change and effectiveness. Corporate culture, Marketing. Distribution of products
This research paper delves into the profound and pivotal role of leadership in shaping the behaviour, culture, and overarching efficacy of organizations. Leadership stands as the cornerstone for fostering a workforce that is not only motivated and engaged but also remarkably adaptable, all finely attuned to the organization's strategic objectives. The influence of effective leadership is not confined to a superficial realm; it extends to encompass the development of employees, the art of skilful conflict resolution, and the orchestration of organizational change. These elements collectively form the bedrock of an organization's triumphant journey. The core of this study lies in its exploration of how the choice of leadership styles embraced by an organization can wield a substantial impact on its capacity to deftly manage and propel successful organizational transformations. Illuminating this critical inquiry is a detailed case study of "TheX-Tech," a dynamic tech startup. This case study reveals a spectrum of diverse leadership styles employed by different leaders within the same organizational framework, spanning the domains of transformational, situational, servant, and distributed leadership. This investigation not only casts light upon the choices made by these leaders but also offers a profound understanding of their profound influence on the intricate tapestry of organizational behaviour and adaptability, particularly in the context of a remote work environment. The research methodology underpinning this inquiry is a meticulous and systematic process encompassing the crystallization of research objectives, a comprehensive review of the existing literature, the judicious selection of research methods, and the rigorous execution of data collection. Data is meticulously garnered through the employment of a multifaceted approach, integrating surveys, incisive interviews, astute observations, and a discerning analysis of relevant documents. Both quantitative and qualitative data are subjected to meticulous scrutiny to discern nuanced correlations and emerging trends that define the intricate interplay between leadership styles and the dynamics of organizational change. Emphasis is given to the inviolable imperatives of data validity and reliability, ensuring the robustness of the findings. The study offers pragmatic recommendations that serve as guiding beacons for organizations seeking to enrich their change management endeavours by embracing and harnessing the manifold facets of effective leadership styles. In summation, the study unequivocally concludes that leadership is an ever-evolving and dynamic force that steers an organization towards resounding success and a remarkable degree of adaptability. It occupies a pivotal position as the linchpin, determining an organization's acumen in navigating the intricate maze of corporate intricacies. Leadership, in its true essence, represents the foundational underpinning upon which the behavioural framework of an organization is meticulously woven. It influences the actions, interactions, and collective contributions of individuals, propelling the organization towards success. In essence, effective leadership stands as a potent catalyst for the catalysing forces of innovation, change, and the overarching growth of an organization. Gender disparity in leadership, marked by underrepresentation, the gender pay gap, and limited mentorship, obstructs women's progress in society as well. Implicit biases, stereotypes, and work-life balance challenges add to the hurdle in the success and upliftment of society. Decision-making bias often results in harassment and discrimination, while the "stereotype threats" taking rise and following some bad impacts with it. Addressing this requirement of organizational gender equality, include diversity initiatives, pay equity, mentorship, transparent recruitment, and flexible work arrangements. Promoting female leadership, addressing harassment, and manifesting role models is vital. Equitable compensation, education on bias, and transparent recruitment practices are essential. Affinity groups, accountability, external collaborations, and legal compliance reinforce change
Encouraging and strengthening creativity among employees is an important strategy for maintaining and improving competitive advantages, ensuring long-term survival and growth of organizations. On the other hand, it is important to determine which leadership styles are related to employees' creativity through which methods, procedures and approaches and through which strategies. Organizational citizenship behavior as a psychological behavior may play a critical role as a mediator in our relationship between leadership styles and employee creativity. The current research is an applied research in terms of its purpose, and a descriptive-survey research in terms of collecting data and information. The statistical population of this research is all the employees of the Persian Gulf State University of Bushehr, numbering 302 people, and the sample size based on Cochran's formula is 169 employees. The tool for collecting data and information from the statistical population was a questionnaire. In order to analyze the research data, the Structural Equation Model (SEM) method and SPSS 22 and Lisrel software were used. The results of the research showed that servant leadership and ethical leadership styles have a significant effect on employee creativity with a mediating role of organizational citizenship behavior.
(1) Background: Organisational culture provides a framework and guidelines that influence behaviour and control employees’ performance and activities. (2) Methods: This study uses Hofstede’s five dimensions of organisational culture to understand better the organisational culture of three of the National Water Company’s (NWC) branches in Saudi Arabia. A random sample of 500 employees, consisting of 50 managers, 100 supervisors, and 350 officers, were surveyed, and 334 reliable responses were received. SPSS was employed to analyse the responses, and the empirical findings suggest that NWC’s corporate culture is in line with the findings of Hofstede. (3) Results: There was a sharp contrast between the male and female responses, with men ranking power distance, uncertainty avoidance, collectivism, masculinity, and short-term orientation, high, and the women ranking them low. Unfortunately, innovation and productivity suffer within this autocratic culture, resulting in the NWC not meeting Saudi Arabia’s new national mandates outlined in Vision 2030. (4) Conclusion: The study recommends how HRM can help NWC change its organisational culture to increase innovation and productivity.
Management effectiveness influences the overall performance of an organization. This may be shown by achieving organizational goals and employee satisfaction even when change occurs. Organizational changes may involve changes in an organization’s structure and strategy that may be planned in advance or may be implemented because of a sudden shift in the environment. Alongside dealing with these distractions, change management helps an organization to implement strategies for inducing change, controlling change, and helping employees to adapt to change. The organization understudy is the Department of Trade and Industry Laguna Provincial Office (DTI Laguna). This study describes organizational resilience and change management as inputs to management effectiveness. More specifically, it determines the assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, relationship resilience, and learning resilience and the assessment in change management in terms of project management and corporate culture. Likewise, it determines if there is a significant relationship between assessment in organizational resilience and change management. Moreover, it proposes an action plan based on significant findings as inputs to management effectiveness. The study uses a quantitative method of research to gather information on organizational resilience and change management. The entire population of the organization understudy is small; thus, the participants of the study are all 62 employees of DTI Laguna, including the management and support staff. The data gathering instrument is divided into three major parts (profile of the respondents, a questionnaire on organizational resilience using a 4-point Likert scale, and a questionnaire on change management using a 4-point Likert scale) and is tested for reliability using Cronbach’s alpha. An online survey tool (Google Forms) is used to gather the information. The results are analyzed by a trained statistician using Statistical Package for the Social Sciences tool for frequency distribution and percentages, weighted mean, and ANOVA. Based from the results, the employees agree on the assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, and learning resilience. Employees strongly agree on the assessment in organizational resilience in terms of relationship resilience. There is a significant difference between assessment in organizational resilience in terms of strategic resilience, cultural resilience, relationship resilience, and learning resilience when grouped to length of service. There is a significant difference between assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, and learning resilience when grouped to monthly income. Moreover, based from the results, employees agree on the assessment in change management in terms of project management and corporate culture. Corporate culture was ranked first. There is a significant difference between assessment in change management in terms of project management and corporate culture when grouped to length of service and monthly income. There is a significant relationship between assessment in organizational resilience in terms of capital resilience, strategic resilience, cultural resilience, relationship resilience, and learning resilience and assessment in change management in terms of project management and corporate culture. The researcher recommends that the Office of the Provincial Director may want to increase connections with employees by devising online bulletin boards wherein employees’ thoughts (pulse survey perhaps) may be posted. Also, they may want to organize an in-house “mentor me” program wherein an open communication may be facilitated between the management and the employees. The quality management team may want to revisit the implementation of monthly staff meeting and quarterly management reviews to maintain management effectiveness. The Administrative and Finance Management Unit may want to further improve the level of trust of employees to the management by devising an online shared portal of status of funds that is to be updated from time to time. Future researchers may do a similar study or may use other variables not included in this study. More so, they may want to compare two or more government agencies to know if they will come up with the same results.
Despite the growing importance of corporate culture for the effective functioning of the enterprise and increasing its competitiveness on the economic market, today there is no established generalizing methodology that would allow obtaining reliable data when studying its formation and quickly diagnosing the current state. Also, no quantitative assessment of the effectiveness of its impact on the enterprise team has been developed, especially it is not possible to assess its direct role in changes in production processes. As a rule, the study and generalization of specific manifestations of corporate culture is a long and time-consuming process, which involves an abductive process of analysis, respectively, based on the terminal results of the impact of corporate culture on the company's staff. The purpose of the article is to analyze the results of a study of the corporate culture of one of the milk processing enterprises of the western region of Ukraine using a questionnaire of its employees. The article outlines a general approach to the analysis of the current state of the corporate culture of one of the dairy enterprises of Ukraine. The method of diagnosis using a questionnaire and statistical processing of the obtained data is shown. According to the results of the questionnaire, it was established that employees believe that they form a certain corporate culture while working in the company, but they do not feel like participants in a big cause, do not fully imagine the company's mission. However, all employees answered that they like working in the company, and this is one of the main parameters of commitment and loyalty. As for the weaknesses of the corporate culture, the following are highlighted: weak implementation of corporate style and low availability for employees of any corporate attributes. Strengths include her management style and low number of conflicts within the company. The direction to improve the corporate culture is the implementation of joint events for the exchange of experience among employees; improvement of the personal experience of employees thanks to the organization of trips for them to training courses. Diagnostics of corporate culture allows to classify the level of labor relations that have developed in various structural units and in the organization as a whole. Understanding the field in which the organization operates, it is possible to develop a personnel management policy appropriate to its tasks in each structural division or to correct the corporate culture, which will increase the competitiveness of the enterprise.