822,548 research outputs found
The effect of organizational culture on CRM success
Copyright @ 2013 EMCIS.The aim of this paper is to develop a theoretical framework exemplifying the effect of organizational culture on the success of Customer Relationship Management (CRM) systems' implementation. This is deemed significant as yet little research has investigated the role of organizational culture as a critical success factor to CRM implementation. The proposed theoretical framework is developed based on the notion that nurturing an organizational culture that promotes adaptive learning leads to better management of customer information that in turn improves the quality of customer information, which is considered a key contributor to successful implementation of CRM initiatives. The Competing Values Framework (CVF) is used to measure "Organizational Culture" since it has proven its validity in examining the effect of organizational culture on organizational effectiveness and performance
Managing Wireless Networks in the Healthcare Sector: Emerging Experiences of Cultural Impacts
The existing body of knowledge has generally supported that organizational culture plays a significant role in shaping group identity, work pattern, communication schemes, and interpersonal relations; all of these cultural elements are important organizational factors that shape workplaces and operational routines. In the context of emerging information technology, it has also been suggested that organizational culture could affect IT implementation and management. However, little is known about how emerging information technology shapes organizational culture, which in turn helps reshape the organization as a whole. The purpose of this paper is thus to build empirical understanding of how IT in general and emerging wireless networks in particular reshapes organizational culture. Case studies conducted in two hospitals situated in southwest U.S.A. illustrated that the implementation of wireless networks indeed helped shape and/or reshape organizational culture in the healthcare sector and in turn enhance healthcare organizations’ competitiveness in the marketplace. For IT managers and practitioners in healthcare institutions, effective strategy to plan and manage emerging ITs such as wireless networks will thus have long-term implications on cultivating organizational culture that could eventually reshape workplace and competitiveness
PENGARUH BUDAYA ORGANISASI DAN KOMITMEN ORGANISASI TERHADAP KINERJA KARYAWAN PADA GARUDA OFFICE BYPASS NGURAH RAI DIVISI SALES
This research was conducted to identify and analyze the effect of organizational culture and organizational commitment on employee performance partially or simultaneously. This research uses quantitative methods. The data collection technique in this study utilized a questionnaire. The population used is 30 sales employees, with a sample of 30 using saturated sampling. The tests carried out are instrument tests, classical assumption tests, data analysis tests with multiple regression equation analysis, and T and F tests. The research findings reveal the results of the scale range that organizational culture is categorized as strong, organizational commitment is classified as high, and employee performance is ranked as high. The results of hypothesis testing, corporate culture, and organizational commitment significantly affect the performance of Garuda Office By Pass Ngurah Rai Sales Division employees partially. Other findings also show that organizational culture and organizational commitment simultaneously have a significant effect on performance
Moral Intuitions and Organizational Culture
Many efforts to understand and respond to a succession of corporate scandals over the last few years have underscored the importance of organizational culture in shaping the behavior of individuals. This focus reflects appreciation that even if an organization has adopted elaborate rules and policies designed to ensure legal compliance and ethical behavior, those pronouncements will be ineffective if other norms and incentives promote contrary conduct.
Responding to the call for creating and sustaining an ethical culture in organizations requires appreciating the subtle ways in which various characteristics of an organization may work in tandem or at cross-purposes in shaping behavior. The idea is to identify the influences likely to be most important, analyze how people are apt to respond to them, and revise them if necessary so that they create the right kinds of incentives when individuals are deciding how to act.
This can be a tall order even if we assume that most behavior is the result of a deliberative process that weighs multiple risks and rewards. It’s even more daunting if we accept the notion that conscious deliberation typically plays but a minor role in shaping behavior. A focus on what two scholars describe as “the unbearable automaticity of being” posits that most of a person’s everyday life is determined not by conscious intentions and deliberate choices but by mental processes outside of conscious awareness.
In this article, I discuss a particular strand of research that is rooted in the study of non-conscious mental processes, and consider its implications for ethics and culture in the organizational setting. This is work on the process that we use to identify and respond to situations that raise what we think of as distinctly moral questions. A growing body of research suggests that a large portion of this process involves automatic non-conscious cognitive and emotional reactions rather than conscious deliberation. One way to think of these reactions is that they reflect reliance on moral intuitions. When such intuitions arise, we don’t engage in moral reasoning in order to arrive at a conclusion. Instead, we do so in order to justify a conclusion that we’ve already reached. In other words, moral conclusions precede, rather than follow, moral reasoning.
If this research accurately captures much of our moral experience, what does it suggest about what’s necessary to foster an ethical organizational culture? At first blush, the implications seem unsettling. The non-conscious realm is commonly associated with irrational and arbitrary impulses, and morality often is characterized as the hard-won achievement of reason over these unruly forces. If most of our moral judgments are the product of non-conscious processes, how can we hope to understand, much less influence, our moral responses? Are moral reactions fundamentally inscrutable and beyond appeals to reason? If reason has no persuasive force, does appreciation of the non-conscious source of our moral judgments suggest that any effort to promote ethical conduct must rest on a crude behaviorism that manipulates penalties and rewards?
I believe that acknowledging the prominent role of non-conscious processes in shaping moral responses need not inevitably lead either to fatalism or Skinnerian behaviorism. Research has begun to shed light on how these processes operate. Related work has suggested how our moral responses may be rooted in human evolution. This perspective focuses on the ways in which our capacity for moral judgment is embedded in physical and mental processes that have provided an adaptive advantage in human evolution. These bodies of research contribute to a richer portrait of human cognition and behavior that can be valuable in thinking about how to promote ethical awareness and conduct.
As Owen Flanagan has put it, “seeing clearly the kinds of persons we are is a necessary condition for any productive ethical reflection.” If there were such a thing as a normative theory of human movement, it would be futile if it exhorted us to fly. Efforts to create an organizational culture that encouraged people to fly would be doomed as well. In thinking about ethics, we need to have a sense of what lies between simply accommodating what we tend to do and demanding that we fly. My hope is that this article takes a small step in that direction
An explanatory and predictive PLS-SEM approach to the relationship between organizational culture,organizational performance and customer loyalty: The case of health clubs
Purpose
This study aims to analyze the impact and predictive capacity of organizational culture on both customer loyalty and organizational performance in health clubs using data from managers and customers of health clubs in Spain.
Design/methodology/approach
A total of 101 managers were asked to measure organizational culture and organizational performance and 2,931 customers were asked to indicate their customer loyalty. The proposed hypotheses were tested and their predictability assessed through PLS-SEM. A composite concept was adopted to analyze the relationships between the different constructs and their indicators.
Findings
The findings suggest that organizational culture has a positive relationship with both customer loyalty and organizational performance. The four main dimensions of organizational culture that influence this relationship are, in order of significance, organizational presence, formalization, atmosphere and service-equipment. The authors’ model has a very good predictive power for both dependent variables.
Originality/value
Customer loyalty is an aspect of health clubs that can be improved. This study highlights the importance of creating a strong organizational culture in health clubs, as it enhances and predicts customer loyalty and organizational performance. Its predictability has already been tested with samples of managers and customers, with the analysis being performed from the perspective of the organization’s management and customer perceptions. This study also contributes to the field of sport management, using a predictive PLS-SEM techniqu
Issues of standardization concerning organizational culture in change management
This paper is a challenge in taking another view on cultural elements, considered to be more specific then any other strategic issues of management. The paper is structured into the following parts: cultural dimensions and variables; barriers to the organizational culture change and organizational culture change and its adaptation to world values. Conclusions lead to the possibilities of standardizing some related to organizational culture issues, such as: communication, relations and organization’s flexibility, which may be considered as organizational culture elements that are to be standardized.change management; organizational culture; standardization
ASPECTS OF ORGANIZATIONAL CULTURE
In the last twenty years world-wide companies tried to adapt their organizational culture to the external environment and to the new challenges. Recent crises put to the test organizational culture, in the sense that only companies with a strong and versaorganizational culture, management, rules
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