The current business environment is volatile and complex. Companies must constantly identify creative and environmentally friendly solutions. The emphasis on employees and workforce agility has become an attribute of sustainable and competitive organizations simultaneously. The purpose of our study is to validate the hypothesis that there is a direct positive relationship between ranking as important top position of human resources in a company and the extent to which specific practices to increase workforce agility were adopted. Our survey is based on an original questionnaire, with a 92% response rate. We focused on large, independent decision-making companies from Western Romania, for which the implementation of sustainable principles is more difficult than for multinationals. The statistical analysis was performed using SPSS23 (Statistical Package for the Social Sciences). The results indicate an average extent of the adoption of management practices aiming to increase workforce agility (45%) and a ranking of human resources in first place as the most important resource (31.7%). Using the Pearson Chi-Square Test, the hypothesis was confirmed (significance = 0.026). Our main conclusion is that if managers intend to develop a sustainable and competitive business, they should attribute a strategic role to employees and adopt practices to increase their agility.
The paper deals with a study concerning the principals' perceptions of their values and the type of organizational culture that exist in their schools in the Druze sector. A research was conducted with six Druze principals in Junior High schools in Northern Israel, under the form of interviews. Parallel to the interviews, the OCAI questionnaire was distributed to the teachers, employees and principals to find out the organizational culture in the schools. The results of the OCAI questionnaires show that the clan culture is the most dominant one, the market culture is the second and the adhocracy culture is the third. The results of the interviews show that the principals work on two kinds of values: the Druze values: telling the truth, saving the traditions and the honor and dignity of others.
Digital transformation has become a key element for every organization, but in order to succeed, organizations must understand that this will also have an impact on their business model. In the end, what drives success for an organization is their business model, and currently, organizations must be able to innovate and digitalize their business models. This chapter is going to define the main digital business models and how organizations could apply and combine these archetypes and models in order to create hybrid business models or create their own innovative digital business model. The authors are going clarify why digital business models have emerged as a quintessence of innovations in digital technologies. Once an organization understands the connection that it can create using the power of digital technologies, it will be able to survive and thrive in the digital economy.
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