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

Yasir Hassan, Taher M. Ghazal, Saleha Yasir et al.

The need for sustainable development, coupled with the growth in industrialization, creates a complex environment in which businesses strive to achieve and maintain a competitive advantage. Information now forms a vital part of how firms perform in today’s globalized corporate world. This paper explores the impact of information systems on sustainable organizational operations. Furthermore, it observes how IT infrastructure and information security policy (ISP) play vital roles in the changing business environment. The importance of information security culture (ISC) as a mediator in developing the association between the independent and dependent variables is also investigated. Reviewing these categories’ interactions within the context of transitional economics is the main goal. To assess and predict the impact of ISs, ISP, ITI, and ISC on sustainable organizational performance (SOP), 214 businesses took part in a structured survey. For data cleaning and reliability analysis, SPSS software was used; for mediation analysis, the Preacher and Hayes approach was applied; and, for multiple linear regression analysis, Python was applied. The study is significant for developing countries in the role of IS for the effectiveness of IT governance and strategic integration. The findings indicate that organizational performance is substantially impacted by information security policy (ISP), IT infrastructure (ITI), and information security culture (ISC).

G. K. Harshitha

The development of Artificial Intelligence (AI) has transformed work cultures across the world, transforming age-old processes, patterns of decision-making, and forms of employment. Integration of AI is now an indispensable part of organizational competitiveness, effectiveness, and innovation. Nevertheless, this revolution has also introduced fears about employees' job security, mental health, and the effectiveness of organizational support systems in coping with technological disruption. The current study aims to examine the multi-faceted relationship between employees' awareness, attitudes, and flexibility towards AI, and the organizational support mechanisms' role in ensuring a seamless shift towards digital transformation. The study utilized a quantitative descriptive approach, surveying data from 233 employees across various industries such as information technology, education, healthcare, banking, and manufacturing. A standardized questionnaire was developed to capture four constructs —demographic details, attitude towards AI adoption, Usage of AI and support of the organization. Every construct had multiple items that were scored on a five-point Likert scale. The tool was validated for reliability through Cronbach's alpha scores are >0.8 for entire tool and also section wise, reflecting high internal consistency. Analysis of the data indicated that a large percentage of workers showed a moderate to high degree of awareness of AI technologies and tools. However, levels of awareness and attitudes were vastly different across industries. Technology-based industry respondents had higher familiarity and flexibility levels, while workers in conventional industries held fears regarding AI replacing human workers. These findings also highlighted the role played by organizational communication and support in molding positive employee attitudes. Where there were opportunities for upskilling, counseling, and involvement in decision-making processes involving AI integration, employees were more optimistic and psychologically resilient. Notably, the research determined that workers who viewed AI as an enhancement tool rather than a replacement tool were more engaged and less stressed. In addition, those who felt that their organizations thought through employee welfare and inclusion in the course of digital change showed better emotional readiness for AI-induced disruptions. On the other hand, ambiguity in AI implementation procedures, inadequate opportunities for training, and fear of job loss were associated with resistance and anxiety among some categories of employees. In total, the research provides important insights into the human side of AI transformation across industries. It creates the foundation that effective AI implementation is about balance—merging investment in technology with employee empowerment, mental health, and ethics. The findings hold significant implications for policymakers, HR professionals, and leaders that intend to align digital transformation with human-oriented organizational values

Ismalaili Ismail, Sabiroh Md Sabri, Nur Zainie Abd Hamid et al.

The rapid advancement of digital technologies has transformed how organizations manage communication, with artificial intelligence (AI) emerging as a powerful enabler of change. Applications such as chatbots, natural language processing, sentiment analysis, and predictive analytics are increasingly integrated into organizational practices. However, while much of the existing research emphasizes AI’s role in marketing communication and customer engagement, its wider strategic impact on corporate communication remains underexplored. This paper addresses this gap by conceptualizing AI not merely as a technological tool, but as a structural driver that redefines how organizations design and execute communication strategies. Guided by established frameworks such as Excellence Theory and Situational Crisis Communication Theory, this study critically reviews emerging literature to highlight three key areas where AI is reshaping communication: (1) intelligent internal communication systems that personalize employee engagement and foster organizational culture; (2) predictive crisis monitoring and rapid response mechanisms that strengthen resilience and reputation management; and (3) stakeholder relationship management that enhances transparency and trust through data-driven insights. The proposed conceptual framework positions AI as a transformative force in achieving communication effectiveness, while also recognizing potential risks such as ethical dilemmas, reduced authenticity, and overdependence on automation. By synthesizing perspectives from communication theory and technological innovation, this paper contributes to the ongoing discourse on the future of corporate communication. It underscores the importance of adopting AI responsibly, ensuring that technological progress is balanced with ethical considerations to safeguard organizational legitimacy and strengthen stakeholder trust in the digital era.

A. T. D.

This study examines the relationship between emotional intelligence (EI) and transformational leadership (TL) among senior corporate leaders across multiple industries. While previous research has established correlations between these constructs, questions remain about their precise relationship and contextual factors that may influence it. Through a mixed-methods approach combining psychometric assessments of 218 executives with qualitative interviews of 42 high-performing leaders, this research identifies specific emotional intelligence competencies that most strongly predict transformational leadership behaviors. The study finds that relationship management and social awareness dimensions of emotional intelligence have the strongest associations with transformational leadership (β = 0.47, p < 0.001; β = 0.39, p < 0.001, respectively), while self-awareness and self-management show moderate correlations. Additionally, the research reveals that the EI-TL relationship is moderated by organizational culture, industry context, and leadership experience. Transformational leaders with high emotional intelligence demonstrate superior ability to navigate organizational change, inspire diverse teams, cultivate psychological safety, and sustain leadership effectiveness during crises. The findings contribute to leadership theory by illuminating mechanisms through which emotional intelligence enables transformational leadership and offer practical implications for leadership development, succession planning, and executive education. This research provides a nuanced understanding of how emotional competencies translate into effective leadership behaviors in contemporary corporate environments.

N. Sutanto, Amanda Christie, Julia Elviyana et al.

The implementation of Good Corporate Governance (GCG) in companies plays a crucial role in preventing corruption through principles of transparent, accountable, and responsible governance. This study aims to analyze the effectiveness of GCG implementation as a measure to mitigate corruption and to identify obstacles faced in its application in Indonesia, particularly in State-Owned Enterprises (SOEs). The research method used is normative juridical, with an approach that analyzes regulations related to GCG. The source of data in this research is secondary data, which is obtained through literature studies, including books, journals, official reports, and related regulations such as Law No. 31/1999 on the Eradication of Corruption and regulations on good corporate governance. The results show that although GCG implementation in SOEs has been regulated by various policies, its application is still hindered by weak law enforcement, a lack of transparency culture, and political influence in SOE management. As a result, GCG implementation has not been optimal in preventing corruption. Therefore, strengthening regulations and strict law enforcement are needed, along with organizational cultural changes to integrate GCG principles into company operations.

Sofik Handoyo

Abstract In this bibliometric analysis, the study explores the evolution of internal auditing and its transformation from a basic financial oversight function to a critical entity that manages various aspects of organizational culture, IT challenges, risk management and more. The study emphasizes the multifaceted role of modern auditors who must combine traditional practices with the demands of a rapidly changing business environment. Today’s auditors are instrumental in shaping resilient, ethical and socially aware companies. Looking back in time, the study illustrates how the discipline has grown in response to global financial crises, focusing on transparency, risk management and expanded auditing techniques. This evolution positions auditors as strategic partners within the organization rather than simply financial scrutineers. Furthermore, the study emphasizes the interplay between effective auditing and overall governance structures, highlighting that internal auditing is a nuanced craft continuously refined by context-specific variables. A thematic cluster analysis reveals the discipline’s complexity, emphasizing its fundamental principles and emerging focus areas. Finally, the study underscores the adaptability and future-focused nature of internal auditing, which remains committed to transparency, accountability and excellence in a dynamic global landscape. IMPACT STATEMENT The research provides a comprehensive bibliometric analysis of the evolution of internal auditing, highlighting its transition from a basic financial oversight function to a strategic, multifaceted role within organizations. The study emphasizes the auditor’s critical involvement in managing organizational culture, IT challenges, risk management, and governance, particularly in response to global financial crises. It underscores the importance of auditors in fostering ethical and socially responsible corporate environments and outlines the adaptability and future focus of the field. This research is instrumental for academic and practical applications, offering insights into the evolving complexities and emerging trends in internal auditing, thereby guiding the development of more effective, ethical, and resilient organizational practices.

Llinos Brown

One way to achieve energy efficiency in the workplace is to change employee behaviour. Research in this area is limited, and significant gaps remain in understanding differences in how energy is used within workplaces and the suitability of existing frameworks for application in workplace settings. This paper addresses these gaps by applying and further developing the interdisciplinary energy culture framework (ECF) to examine employee energy use in an industrial workplace with an office and manufacturing areas. A mixed methods approach consisting of surveys, a focus group and interviews is applied. Results show significant differences in the office and manufacturing areas, with office areas having a more energy-efficient energy culture. Qualitative results show differences exist due to organizational behaviours, such as the effectiveness of business communications methods, varying levels of investment, the physical environment and work tasks. Results also show external influences, such as government budgets, business structure, and wider organisational cultures, impact energy cultures and how energy is used. This paper proposes modifications to the ECF, which acknowledges the multi-scalar nature of workplace energy cultures. This paper demonstrates how the ECF can be applied to workplace settings, allowing further understanding of how energy is used, and identifying wider organizational, occupational, and individual psychological influences on energy use.

Ali Shariatnejad, Elahe Maneshdavi, Seyedeh Maryam Mousavi Zadeh

This research is applied in terms of purpose and descriptive survey in terms of nature and method. The statistical population of the research is the senior managers and human resource managers of government organizations, 15 of whom have been selected using a purposive sampling method. The data collection tool is a semi-structured interview in the qualitative part and a questionnaire in the quantitative part, In this research, the data were analyzed in the qualitative part using the content analysis method and Maxqda software, and in the quantitative part using the ISM method. The findings of the research include identifying the dimensions and components of the emergence of revenge behaviors of human resources in four axes, which are: platforms for the formation of retaliatory behaviors, intervening factors in revenge behaviors, types of revenge behaviors of human resources, and consequences of revenge behaviors of human resources. Eventually, the results of the research show that the emergence of revenge behaviors in human resources will have consequences such as: creating a toxic and harmful organizational atmosphere, increasing organizational conflict, increasing organizational friction and dysfunctional behaviors, and reducing the efficiency and productivity of human resources.

IJPS Editors

The second issue of the Interdisciplinary Journal of Partnership Studies (IJPS) in 2024 celebrates the 10th anniversary of the  journal. We honor the past by looking to the future. The theme of this issue is Building a Partnership World. For the anniversary issue we invite authors to imagine the partnership-based future that we are co-designing. We especially invite previous IJPS authors to describe the future that their cultural transformation work is helping to create. What will this future mean for education, agriculture, our cities, our governance? What will a partnership-based future mean for our children, for elders, for currently marginalized peoples, and for the rest of Nature? The submission deadline is September 15th, 2024. See the PDF for complete information.

Chelsea Arnold, Kelly Romanoff, Mary O'Connor et al.

A child’s first 1,000 days are a period of rapid brain development; negative environments and stressful events can impact their lifelong health, well-being, resiliency, and prosperity. First 1,000 Days Suncoast is a tri-county initiative in southwest Florida comprising 90 partner organizations supporting families and babies by connecting them with resources and tools through a large and comprehensive network. Following the Collective Impact model, the region’s public community hospital was designated as the backbone organization, with a nurse-led team guiding the operations. A steering committee, with leaders of regional nonprofits and foundations, ensures tactical alignment with county priorities, and has been key in building a strong partner infrastructure. Three key components guide the activities of the initiative: care coordination; parent empowerment; and targeted interventions. Through collaboration with community professionals and parents, the initiative identifies the most pervasive barriers to care for families and develops innovative solutions. This method has led to system-wide transformations, organization-specific enhancements, and process improvements.

Prapatsorn Jaratarunchy, Karun Pratoom

The purpose of this research is to study the needs and problems of requesting academic positions for academic staff at Maha Sarakham University. The instrument used to collect data was a needs questionnaire. and problems with requesting academic positions. The sample group consisted of 126 academic employees without academic positions from all 18 faculties out of a population of 594 people. The research objectives are 1) to study the needs and problems of requesting academic positions. And 2) to compare needs and the problem of requesting an academic position of academic staff classified by gender, age, education, income, subject group. The statistics used for analysing the collected data were percentage, mean, standard deviation, t-test, and F-test (ANOVA). Results showed that: 1) academic officers agreed with having the requirement of financial and non-financial support respectively, the non-financial support is relating to the professional value in the workplace, 2) an important problem in applying for an academic position is that the time for academic work is limited due to the heavy workload and the ability to read and translate English for use as a research document, and 3) the results of comparison of academic needs and problems of applying for academic positions showed no differences in gender and income. There was statistically significant difference at the .05 level for age; aged less than 30 years and aged 31-40 years, with non-monetary needs and more personal problems than the 41-year-old group. Furthermore, education level was found to be significantly different as Master’s and Ph.D. have more personal problems than bachelor’s degrees. Also, this study showed a significant difference in the specialization as the humanities and social sciences group and science and technology groups have more problems with the institutional support than health science groups.

Daria Yaniieva

The emergence of the Internet, the generation of millennials, and the publicity of everyday life in social networks have played a role in changes in organizational culture. The world became a single information space, and business followed the same path. Organizational culture has now become one of the critical pillars of the transformation program of most companies. This is because many organizations have realized that to reach the next level of growth, beyond simply focusing on results, they need to develop influential and courageous leaders supported by a culture that aligns with strategic goals. Organizational culture is an integrated complex of worldview axioms, values, and signs shared by most of the organization's employees, interconnected and hierarchically structured. Each organization identifies itself in the external environment and understands itself and all the events only in the form of ideas of the people who make up this organization. Organizational culture determines practically the entire life of the organization: what motivates people to work, opportunities for corporate development, how the organization is perceived in the external environment, and much more. That is, organizational culture is one of the key factors influencing the effectiveness of the organization's functioning and development. Managing the company's corporate culture is especially relevant in today's unstable, dynamic conditions. Often, organizations must solve problems and tasks related to adaptation to the environment, in fact - the problem of survival, and in this connection, there is a need to mobilize all the resources available in the organization, naturally primarily human. It is only possible to do this with a properly built organizational culture that would meet the organization's and the market's needs. Conversely, a corporate culture that does not correspond to the organization's goals and processes can seriously hinder its development. Organizations must define digital priorities, transform organizational culture using information and communication technologies, and improve the personnel management system. Keywords: tools, technologies, culture, organization, employees.

T. Vlasenko

Understanding organizational culture as a system of values and ideas, which determines the content of relations within the organization and its relations with the environment, led to the development of modern management technologies, particularly value management (management by values, values-based management). Research conducted within various disciplines has shown that the effectiveness of an organization is determined not only by technology and finances but also by the spirit of the organization and the type and strength of its culture. For the successful functioning of the enterprise and ensuring its competitiveness, it is necessary to develop and implement effective mechanisms for managing organizational culture. All enterprises need to form and maintain clearly expressed features of the corporate culture that most closely correspond to the goals of the enterprise. Modern theoreticians and management practitioners have realized that the most crucial element of strategic management of a company, especially in conditions of rapid changes, is organizational culture management. It is essential to familiarize yourself with the current situation in detail - defining cultural dimensions is essential for developing a culture to create an appropriate corporate culture and determine the direction of development. The complex nature of the concept, as well as the importance of the topic, requires that the study of organizational culture be conducted using a professionally established and validated instrument. Many studies using the OCAI questionnaire have been conducted in recent years among various organizations, including logistics enterprises, family firms, and universities. With the help of OCAI, we can determine the values that are perceived and considered ideal employees for individual units and the entire organization. For a multinational organization, organizational culture is the core of the organization and serves as the basis of a stable organization due to the stability of specific values, norms, principles, rules of operation, etc. This is very important for a multinational team, which is much more challenging to manage in the dynamic conditions of modern business than a mono-national one. Keywords: multinational organization, organizational culture, research tool, values, team, structure.

M. Maulana

Companies must create a strategy that is able to build employee awareness of their potential and abilities in the form of aspirational insights and ethics as a work culture. So with this the purpose of this research is to find out the strategy in improving the performance of human resources through organizational culture at PT Cipta Arkun Mandiri. To answer the research objectives, it was designed using a descriptive method with a qualitative approach. The data collection technique used is the analysis of observation, interviews and documentation. This study uses 2 kinds of methods, namely SWOT analysis and Balanced Scorecard, the unit of analysis in this study is informants who become informants, namely the leadership, employees and customers of PT Cipta Arkun Mandiri. Sampling of data sources was carried out purposive and snowball. The results of this analysis are to optimize performance with job training seeking to empower existing human resources by motivating, because system and management changes will change the corporate culture in order to build work effectiveness.

Robert M. Yawson

علی حاجی زاده اصل, جلال جعفری, حجت الله خدامرادی

خودکشی را می­توان یکی از مهم­ترین آسیب­های اجتماعی قرن حاضر قلمداد نمود. این آسیب اجتماعی روندی روبه رشد دارد و باعث نابودی سرمایه­های انسانی می­شود. با توجه به نقش اساسی سرمایه­های انسانی در رونق و توسعۀ اقتصادی کشورها، بررسی علل اقدام به خودکشی حائز اهمیت است. در این میان، علم اقتصاد نیز همگام با سایر علوم تلاش­هایی را درجهت بررسی و شناسایی عوامل اقتصادی مؤثر بر خودکشی انجام داده ­است. مطالعۀ حاضر نیز ازجمله مطالعات انجام­شده در این حوزه، در تلاش است تا با استفاده از الگو­های اقتصادسنجی داده­های تابلویی (روش گشتاورهای تعمیم­یافته) به­بررسی عوامل اقتصادی مؤثر بر میزان خودکشی در استان­های ایران در بازۀ زمانی 1400-1384 بپردازد. از همین­رو، در این مطالعه به اثرگذاری عوامل اقتصادی متعددی، همچون رشد اقتصادی، نرخ بیکاری، نرخ تورم، نابرابری درآمدی، صنعتی­شدن، شکاف تولید و شهرنشینی در سطح و با یک دوره وقفه در اقدام به خودکشی در استان­های ایران پرداخته می­شود. نتایج تجربی حاکی­از آن است که اکثر متغیرهای اقتصادی با یک دوره وقفه، دارای تأثیر معناداری بر خودکشی هستند. به­طوری که با افزایش رونق و رشد اقتصادی در دورۀ گذشته، نرخ خودکشی دورۀ جاری کاهش معناداری یافته است. در­حالی­که، شکاف تولید، نرخ بیکاری، تورم، نابرابری درآمدی و شهرنشینی در دورۀ گذشته دارای رابطۀ مثبت با نرخ خودکشی دورۀ جاری هستند.

George Smith, Kathleen Barnes, Sarah Vaughan

Chad McCordic, Renee Pardello, Jennifer Artibello et al.

Community Led Development (CLD) and Community Driven Development (CDD) have become mainstream development practices, thanks to policy recommendations from the World Bank and bold projects from many innovative non-governmental organizations (NGOs) operating in the global south. These programs seek to improve and leverage social capital to improve wellbeing. However, without collaborative and inclusive decision making with community members during designing, planning, and implementing, these projects become less effective and sustainable, and risk perpetuating past injustices that traditional aid models became known for. OneVillage Partners’ approach to CLD focuses on capacity building by inviting community members to actively lead all aspects of a project’s lifecycle. The project is owned by community members, resulting in engaged collaboration across the community, building on local strengths.