A model for enterprises’ environmental scanning

Today’s environment determines companies to use scanning activities in order to seize the opportunities and to avoid the threats. Individual factors and organizational factors influence the scanning behavior. The examination of the environment can be presented in a model based on environment analyzability and organizational intrusiveness.environmental scanning, organizational factors, strategy formulation

Organizational and national issues of an ERP implementation in a Portuguese company

This technical research report describes a case of an Enterprise Resource Planning (ERP) implementation in a Portuguese SME. We focused on the identification of organizational factors that affect the ERP implementation project. We also analyzed the ERP implementation project from a national cultural perspective using Geert Hofstede's dimensions. These dimensions were used to explain some of the attitudes and behaviours during the ERP implementation project. The findings suggest that some of the problems in ERP implementation projects are not of technological nature but may be attributed to organizational factors while some issues related to national culture.Postprint (published version

Organizational factors and depression management in community-based primary care settings

Abstract Background Evidence-based quality improvement models for depression have not been fully implemented in routine primary care settings. To date, few studies have examined the organizational factors associated with depression management in real-world primary care practice. To successfully implement quality improvement models for depression, there must be a better understanding of the relevant organizational structure and processes of the primary care setting. The objective of this study is to describe these organizational features of routine primary care practice, and the organization of depression care, using survey questions derived from an evidence-based framework. Methods We used this framework to implement a survey of 27 practices comprised of 49 unique offices within a large primary care practice network in western Pennsylvania. Survey questions addressed practice structure (e.g., human resources, leadership, information technology (IT) infrastructure, and external incentives) and process features (e.g., staff performance, degree of integrated depression care, and IT performance). Results The results of our survey demonstrated substantial variation across the practice network of organizational factors pertinent to implementation of evidence-based depression management. Notably, quality improvement capability and IT infrastructure were widespread, but specific application to depression care differed between practices, as did coordination and communication tasks surrounding depression treatment. Conclusions The primary care practices in the network that we surveyed are at differing stages in their organization and implementation of evidence-based depression management. Practical surveys such as this may serve to better direct implementation of these quality improvement strategies for depression by improving understanding of the organizational barriers and facilitators that exist within both practices and practice networks. In addition, survey information can inform efforts of individual primary care practices in customizing intervention strategies to improve depression management.http://deepblue.lib.umich.edu/bitstream/2027.42/78269/1/1748-5908-4-84.xmlhttp://deepblue.lib.umich.edu/bitstream/2027.42/78269/2/1748-5908-4-84-S1.PDFhttp://deepblue.lib.umich.edu/bitstream/2027.42/78269/3/1748-5908-4-84.pdfPeer Reviewe

Performance Model of Nurse Community Approach to Organizational Culture in Indonesia

National problem faced by Indonesia today is the handling of the low quality of Human Resources (HR). HR issues that need attention is the issue of performance. Performance is the rate of success in carrying out the task, as well as the ability to achieve the goals set. The aim of this study was to determine the influence of individual factors, organizational factors, organizational and cultural factors on the Performance of Nurses. This study used a cross sectional study approach. The population used in this study were nurses ponkesdes Tuban and Lamongan district in accordance with the inclusion criteria as much as 55, with a sample size of 48 respondents specified research using simple random sampling technique. The independent variable in this study is the individual factors (abilities and skills), organizational cultural factors and organizational factors, dependent variable is the performance of nurse ponkesdes. Instruments used in the collection of data in the form of questionnaires and performance evaluation sheet. Research analysis using simple linear regression test. Simple linear regression analysis showed variable organizational cultural factors were not statistically significant effect on the performance of the p-value (0.000), organizational factors also significantly influence the performance of the pvalue (0.027). While the variable factors of individual (skills and abilities) does not significantly influence the performance of the p-value (0.103)

Organizational energy: A behavioral analysis of human and organizational factors in manufacturing

This paper seeks to explore the behavior and embodied energy involved in the decision-making of information technology/information systems (IT/IS) investments using a case within a small- to medium-sized manufacturing firm. By analyzing decision making within a given case context, this paper describes the nature of the investment through the lens of behavioral economics, causality, input-output (IO) equilibrium, and the general notion of depletion of executive energy function. To explore the interplay between these elements, the authors structure the case context via a morphological field in order to construct a fuzzy cognitive map of decision-making relationships relating to the multidimensional and nonquantifiable problems of IT/IS investment evaluation. Noting the significance of inputs and outputs relating to the investment decision within the case, the authors assess these cognitive interrelationships through the lens of the Leontief IO energy equilibrium model. Subsequently, the authors suggest, through an embodied energy audit, that all such management decisions are susceptible to decision fatigue (so-called 'ego depletion'). The findings of this paper highlight pertinent cognitive and IO paths of the investment decision-making process that will allow others making similar types of investments to learn from and draw parallels from such processes

Pengaruh Faktor Personal, Faktor Organisasional, Dan Faktor Non Organisasional Terhadap Komitmen Organisasi (Pada Driver Grab di Kecamatan Lowokwaru Malang)

AbstractThe variables used in this study are personal factors, organizational factors, and non-organizational factors. The research objective is to describe the Organizational Commitment which includes Personal Factors, Organizational Factors and Non-Organizational Factors at Grab Drivers in Lowokwaru District Malang, to identify and analyze the significant influence of Personal Factors, Organizational Factors and Non-Organizational Factors simultaneously or partially on Organizational Commitment. driver Grabin Lowokwaru Malang District. The population in this study is thecommunity driver restoin the District of Lowokwaru Malang, amounting to 90 drivers. The sample in this study amounted to 90 respondents. The sampling technique used in this research is saturated sampling technique. The data analysis method used is the Instrument Test, Multiple Linear Analysis, Hypothesis Test and Coefficient of Determination. From the results of the description analysis, it is concluded that in general the respondents agree with Personal Factors, Organizational Factors and Non-Organizational Factors also have a high enough Organizational Commitment, but in this study Non-Organizational Factors have no significant effect on Organizational Commitment. Based on the results of the Multiple Linear Regression Analysis, it can be seen that the Sig. from non-organizational factors of 0.818> 0.05. In the t test, it was concluded that personal factors, organizational factors and non-organizational factors simultaneously affected Organizational Commitment with the Sig. equal to 0.00 <0.05. This is evidenced by the coefficient of determination of the adjusted R Square value of 161, which means that the dependent variable has a contribution of 16.1% to the independent variable. As for partially but not significant effect on Non-Organizational Factors on Organizational Commitment as evidenced by each Beta coefficient on the t test for Personal Factors (0.325), Organizational Factors (0.252), Non-Organizational Factors (0.025) have no significant effect on Organizational Commitment. on the driver Grab in Lowokwaru Malang District.  Keywords: Personal Factors, Organizational Factors, Non-Organizational Factors and Organizational Commitment

The Impact of Individual, Job and Organizational Factors on Job Satisfaction and Turnover Intentions of Nurses

Work satisfaction and turnover intention are two important aspects regarding human resource in health service. The research was aimed to analyze the impact of individual, job and organizational factors on jobsatisfaction and turnover intention of nurses in the clinic “Balai Pengobatan Santa Familia” (BPSF), East Kalimantan. The research applied analytical observation method. Data were collected by interviewing nurses in the intensive care unit and in the nursing unit of BPSF. The research showed that most nurses was still in young age but with low commitment and high turnover intention. The workload and conflicts in BPSF was high. Moreover the work affiliation, compensation and work development tend to be low. This caused a low work satisfaction and high turnover intention. Through the application of the double linear regression statistic test, job design has significant impact on job satisfaction (Sig. 0,013, regression coefficient 2,037). The work affiliation and leadership have significant influence to turnover intention (Sig. 0,003, regression coefficient 0,906) as well as leadership (sig. 0,009, regression B= 0,895). This study concluded that job design and leadership had significant impact on job satisfaction and turnover intention. Meanwhile work affiliation did not impact both of them.Keywords: individual, job satisfaction, organizational, turnover intentio

Organizational Factors for Exploration and Exploitation

The Purpose of the paper is to develop a conceptual framework which suggests a relationship between organisational factors and exploratory and exploitative innovation types. We searched major databases like ABI/INFORM global, EBSCO, Elsevier’s science direct, Springer link and Emerald full text. Most of studies were included from published sources. We explored the literature of organisational culture, motivational bases of the rewards system and leadership values which are responsible for increasing creative and productive output. Our study has attempted to identify common patterns and themes in the literature regarding the drivers that increase both sides of the organisational creativity. The paper discusses the role of culture, system and styles in the initiation and implementation phases of the innovation called herein exploitative and exploratory innovation.The Purpose of the paper is to develop a conceptual framework which suggests a relationship between organisational factors and exploratory and exploitative innovation types. We searched major databases like ABI/INFORM global, EBSCO, Elsevier’s science direct, Springer link and Emerald full text. Most of studies were included from published sources. We explored the literature of organisational culture, motivational bases of the rewards system and leadership values which are responsible for increasing creative and productive output. Our study has attempted to identify common patterns and themes in the literature regarding the drivers that increase both sides of the organisational creativity. The paper discusses the role of culture, system and styles in the initiation and implementation phases of the innovation called herein exploitative and exploratory innovation.The Purpose of the paper is to develop a conceptual framework which suggests a relationship between organisational factors and exploratory and exploitative innovation types. We searched major databases like ABI/INFORM global, EBSCO, Elsevier’s science direct, Springer link and Emerald full text. Most of studies were included from published sources. We explored the literature of organisational culture, motivational bases of the rewards system and leadership values which are responsible for increasing creative and productive output. Our study has attempted to identify common patterns and themes in the literature regarding the drivers that increase both sides of the organisational creativity. The paper discusses the role of culture, system and styles in the initiation and implementation phases of the innovation called herein exploitative and exploratory innovation

Organizational factors influencing implementation of evidence-based practices for integrated treatment in behavioral health agencies.

Objective. In recent years, New Mexico has prioritized integrated treatment for cooccurring mental health and substance use disorders within its public behavioral health system. This report describes factors likely to be important when implementing evidence-based practices (EBPs) in community agencies. Methods. Our mixed-method research design consisted of observations, semistructured interviews, and surveys undertaken with employees at 14 agencies at baseline and after 18 months. We developed four-agency typologies based on iterative coding and analysis of observations and interviews. We then examined survey data from employees at the four exemplar agencies to validate qualitative findings. Results. Financial resources and strong leadership impacted agency capacity to train providers and implement EBPs. Quantitative analysis of service provider survey responses from these agencies (N = 38) supported qualitative findings and demonstrated significant mean score differences in leadership, organizational climate, and attitudes toward EBPs in anticipated directions. Conclusion. The availability of strong leadership and financial resources were key components to initial implementation success in this study of community agencies in New Mexico. Reliance only on external funding poses risks for sustainment when demoralizing work climates precipitate employee turnover. Strong agency leadership does not always compensate for deficient financial resources in vulnerable communities

Faktor‐Faktor Organisasional Sebagai Pencetus Kecenderungan Agresi Di Tempat Kerja : Studi Metaanalisis

This article presented a meta‐analysis of the experimental and survey literature that has examined the correlation between organizational factors and workplace aggression. The metaanalysis reviewed 31 studies from 20 articles. The results indicated that there is a correlation between organizational factors and workplace aggression.This analysis extended previous work by directly correcting error of sampling and measurements. The results showed that organizational factors have been identified as a predictor of the workplace aggression