• The Journal of Asian Finance, Economics and Business
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• v.8 no.2
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• pp.571-582
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• 2021

Employers and employees are seriously suffering from perceived organizational politics exhibited in the workplace, and they are searching for remedial ways. The current study was carried out to measure the (i) effects of the employees' perceived organizational politics on their behavioral outcomes, and (b) the remedial role of employees' social astuteness in the relationship of their perceived organizational politics to behavioral outcomes (i.e., work engagement and turnover intention). Seven hundred and twenty-five employees working in Nepalese A graded banks were surveyed to collect the perceptual cross-sectional data. The data were quantitatively analyzed, adopting the deducting reasoning approach. Regression analysis revealed that (i) perceived organizational politics negatively impacted on work engagement and positively impacted on turnover intention, (ii) social astuteness moderated the relationship between perceived organizational politics and employees' behavioral outcome. Moreover, perceived organizational politics' detrimental impact was less severe for employees who possess high social astuteness as compared to those who have less social astuteness. The remedial effect of social astuteness was measured more useful for high organizational politics perceiver than for low perceiver. A number of theoretical and practical implications are suggested to improve the employees' behavioral outcomes from the detrimental impact of perceived corporate politics.

• Management & Information Systems Review
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• v.12
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• pp.77-99
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• 2003

This study has uncovered some important relationships among employees perceptions of distributive justice and procedural justice and organizational commitment and job satisfaction and organizational effectiveness. The present study attempts, first, to identify the perceived justice in promotion and transfer, performance evaluation, pay raise, job allocation and job fire. Second, to determine the relative importance of DJ(distributive justice) and PJ(procedural justice). Add to that two's justice's impact organizational committment, job satisfaction and to examine relationships of organizational committment, job satisfaction. Third, to examine relationships of organizational committment, job satisfaction and organizational effectiveness. The research is the identification of a modest but significant relationship between the two justice and organizational commitment and job satisfaction and organizational effectiveness. The result make it clear that employee find that right personnel management of fairness.

• International Journal of Contents
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• v.8 no.1
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• pp.82-87
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• 2012

Organizational improvisation, the convergence of planning and execution, has emerged as an alternative approach to the limitations in strategic planning. Organizational improvisation has a significant impact not only on organizational performance, but also on market orientation, which has emerged as a key issue in the field of technology commercialization. This study investigates both the effect of organizational improvisation on market orientation, as well as the effect of environmental turbulence and time pressure on organizational improvisation. Results show that organizational improvisation has a positive influence on market orientation, with a stronger effect on the diffusion of market information. This is greatly impacted by environmental turbulence and time pressure. As a result, promoting competencies in organizational improvisation at the corporate level is suggested as a significant means to enhance market-oriented organizational innovation.

• Journal of the Korea Society of Computer and Information
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• v.22 no.10
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• pp.167-177
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• 2017

In this paper, we propose the role of job crafting in the relationship between leadership and organizational effectiveness in voluntarily carrying out each member's assigned tasks. This study surveyed the manufacturing, construction, service industries in Seoul and Gyeonggi province, identified the type of leadership they recognized, and empirically analyzed the organizational effectiveness of leadership. The purpose of this paper is to grasp the types of leadership acknowledged by the industry of manufacturing, construction, and service, and also to empirically analyze the organizational effectiveness of the leadership. The study measures the organizational effectiveness in terms of the job satisfaction, organizational commitment, and organizational citizenship behavior while classifying the leadership into coaching leadership, transformational leadership, and sensible leadership. In addition, the strictness of the analysis is imposed by estimating the simple least square model and ranking probit model. The results of the least square model is summarized as the following. Regardless of the different defining terms of organizational effectiveness, transformational leadership was shown to have the greatest organizational effectiveness. Sensible leadership positively effected job satisfaction whereas coaching leadership positively effected job satisfaction and organizational effectiveness. Compared to transformational leadership and coaching leadership, the impact of the sensible leadership was very much limited. The result of the ranking probit model is summarized as the following. First, sensible leadership had a positive impact on the member's job satisfaction and organizational commitment. Second, regarding the organizational citizenship behavior, coaching leadership showed greater impact than transformational leadership. This results contradicts the results from the simple least square model. If similar studies were to be conducted in the future, two models and the results must be compared. Third, as the leadership score increases by 1 point, there is greater possibility of having more than 4 points for all job satisfaction, organizational commitment, organizational citizenship behavior. Lastly, the analysis proves that job crafting has the mediation effect between the leadership and organizational effectiveness.

• Asia pacific journal of information systems
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• v.12 no.3
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• pp.115-133
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• 2002

The past research have suggested that the Inter-Organizational E-Commerce based on the Inter-Organizational Systems(IOSs) has direct impact on the Inter-Organizational Relationships(IORs) in general. Considering the importance of this issue, however, few empirical research have been conducted. The objective of this study is to examine the impact of the level of Inter-Organizational E-Commerce on the performance of IORs in particular. Reviewing the literature, we suggested a research model and developed ten hypotheses to be tested. We conducted a survey and collected data from 125 companies which were using. EDI systems. The data were analyzed using LISREL 8.30. The major findings are: (1) The volume of E-Commerce has a positive impact on the commitment of trading partners. (2) High quality of information sharing and high degree of standardization improve the trust and the commitment between trading parties. (3) The trust and the commitment are critical precedent variables of cooperation. (4) The more partners cooperate each other, the more transaction cost will be reduced and as a result, the more financial performance will improve. A discussion on the result of the hypotheses test is followed by a discussion on the academic and practical implications of this study.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.9
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• pp.201-210
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• 2021

A bank's competitive advantage helps in enhancing its ability to maintain a competitive advantage in product consumption, expand the consumption market, and effectively use business factors to maximize economic growth. The research aims to investigate the impact of organizational culture on the sustainable competitive advantage of commercial banks in Vietnam. The study adopts a quantitative research method, through structural equation modeling analysis (SEM). A survey was conducted on 608 participants who are staff at commercial banks in Vietnam. Research results show that organizational culture has both a direct and indirect impact on sustainable competitive advantage through factors of social responsibility and knowledge sharing. Based on these findings, the study gives some recommendations to contribute to the creation, maintenance, and development of sustainable competitive advantages of commercial banks. The findings of this study have shown the importance and impact of organizational culture on many aspects of a bank's sustainable competitive advantage. These are meaningful contributions in both theory and practice to help banks gain more insight into human resources management. The study also raises an issue on the need to care about and develop an organizational culture to bring professionalism, initiative, and fairness in all activities of commercial banks.

• Journal of Distribution Science
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• v.22 no.6
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• pp.23-32
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• 2024

Purpose: Trade in small and medium businesses must improve innovation performance before and after the COVID-19 pandemic. The requirement for rapid innovation is being able to compete and survive post-pandemic. This research attempts to investigate the influence of organizational forgetting, knowledge management, and business agility in distributing innovation performance improvementsto SMEs in Tasikmalaya, Indonesia. Research design, data and methodology: In this research, a structural equation modeling approach with SmartPLS was applied. This research used 221 Tasikmalaya SMEs as samples. The findings of this study show that SMEs are still underrepresented in technological advancement. Results: Organizational forgetfulness does not have a significant impact on innovation performance, nor does it have an indirect impact through knowledge management. Business agility, on the other hand, has a significant indirect effect on innovation performance. Knowledge management does not have a significant and direct impact on innovation performance, but business agility has a significant impact. Conclusions: Efforts to enhance SMEs' trade must be willing to challenge the status quo or abandon knowledge that is no longer relevant to current developments to improve business agility and innovation. Technology-oriented SMEs can quickly become agile by implementing organizational forgetting. SME owners must be willing to adapt to technological advances to adopt organizational forgetfulness.

• Industry Promotion Research
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• v.5 no.1
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• pp.21-33
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• 2020

The purpose of this study is to investigate the impact of strategic human resource management perceived by members of SMEs on organizational performance and innovation behavior. In addition, the mediator effect of innovation behavior of organizational members on the relationship between strategic human resource management and organizational performance was verified using the statistical program SPSS 21.0 program. First, the hypothesis 1, strategic human resource management (adoption and compensation, job design, training and career management, participation in decision-making) was adopted by showing positive impact on the positive impact on organizational performance. Second, hypothesis 2, strategic human resource management (recruitment and compensation, job design, training and career management, participation in decision-making) was adopted after demonstrating statistically significant influence on innovation behavior. Third, the innovation behavior perceived by Hypothesis 3 organizational members showed a positive influence on organizational performance. Hypothesis 3 was therefore adopted. Fourth, as a result of verifying the mediating effect of innovation behavior in the relationship between hypothesis 4, strategic human resource management and organizational performance, innovation behavior was analyzed to be partially mediated. In other words, strategic human resource management of organizational members has a direct impact on organizational performance, but it can show a higher positive impact on organizational performance through innovation actions in its performance.

• Journal of the Korean Society for Library and Information Science
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• v.44 no.2
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• pp.139-156
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• 2010

The purpose of this study is to examine how the transformational leadership of university library managers affected the empowerment of university librarians and their organizational effectiveness. In this study, we examined the impact of transformational leadership on empowerment, and the impact of empowerment on organizational effectiveness. We then examined the mediating role of the empowerment between the transformational leadership and organizational effectiveness. Empirical results are as follows: empowerment and organizational effectiveness are significantly influenced by transformational leadership, organizational effectiveness is significantly influenced by empowerment, and the impact of transformational leadership on organizational effectiveness is mediated by empowerment.

• Journal of Korea Society of Digital Industry and Information Management
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• v.7 no.2
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• pp.127-145
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• 2011

According to Klempa(1995), the fit between environmental factors of a company may have the impact on its BPC success. Under this background, this paper empirically examines the effects of the fit between the organizational culture and the organizational learning the success of BPC. Organizational cultures, organizational learning, as well as knowledge sharing are the dominant causes that have impact on the innovation characters of organization. Whether an organization has safety-oriented homogeneous culture or it has the change-oriented heterogeneous culture may have impact on its implementation of BPC. Also the implementation of BPC may be affected by whether an organizational learning type has adaptive-oriented learning is single loop or it has the innovative-oriented learning is double loop. Thus, we analyzed the effect of the fit between the organization's culture and organizational learning type on BPC success by using the survey data collected from the companies that have adopted BPC. The findings presented in this paper show that the organization having heterogeneous culture practicing double loop learning the improvement project resulted in the excellent BPC success. These findings provide the perceptive guidelines for managers of organizations contemplating the implementation of BPC project.