A Clustering Approach to Identify the Organizational Life Cycle

Mousavi, Atefeh; Mohammadzadeh, Mehdi; Zare, Hossein

doi:10.3390/joitmc8030108

Cited by 3 publications

(2 citation statements)

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“…The importance of determining the stage of an organization's life cycle has been proven by scientists [19,20] who suggest using for this purpose either the cluster method [21] or the method of introducing cyclic economy configuration indicators [22]. The peculiarity of this study is the rational combination of two methods of determining the stages, which makes it possible to significantly increase the level of objectivity of the obtained results and the degree of validity of the formulated conclusions and developed proposals.…”

Section: Discussion Of Results Of Determining the Directions Of Trans...mentioning

confidence: 97%

“…Numerous interpretations of the essence and content of the stages of LC of organization [12,14,[19][20][21][22][23][24][25][26][27] focus on five main stages: birth, growth, maturity, decline, and liquidation. But in the context of the study of a competent organization, such a point of view is considered somewhat doubtful.…”

Section: Discussion Of Results Of Determining the Directions Of Trans...mentioning

confidence: 99%

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Determining directions for transforming the organization's competence structure depending on its life cycle stage in the context of enabling effective operation in the market

Gruzina,

Lepeyko,

Lohinova

et al. 2024

EEJET

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The object of research is the process of functioning of organizations at different stages of the life cycle (LC). Papers addressing the management of organizations ignore the need for them to acquire competence to successfully solve the tasks of each stage. This directed the research to the definition of priority management tasks, determined by the nature of activity at different stages of LC, and the competencies necessary for their solution. The directions of the transformation of the structure of organizational competence due to the change in the frequency of reference by heads of organizations to its members in the process of solving tasks have been determined. The importance of functional and basic component competencies at the birth stage was noted (36.7 and 38.7 % of reference in the total number). The increase in the frequency of reference to the competencies of synergistic, key, and strategic components (3.4; 2.2; 1.66 times) at the stage of intensive growth is explained by the organization gaining authority in business circles, the possibility of its use for lobbying organizational interests. Among the competences at the stage of maturity, representatives of the synergistic and functional components prevail – the increase in the frequency of reference by 1.44 and 1.1 times, respectively. The share of reference to the competences of the basic component is also high (40 %). At the stage of decline, functional and basic competencies remained important (36.9 and 39.5 %), in particular, the competencies of managers in ensuring the most painless liquidation of the organization. A distinctive feature of the study is the addition of the procedure for determining the stage of LC with a list of priority tasks and the competencies necessary for their solution. This made it possible to understand the directions of the transformation of competence, to identify the need for the development of competences due to the organization's position on the life cycle curve or its change

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Section: Discussion Of Results Of Determining the Directions Of Trans...mentioning

confidence: 97%

Section: Discussion Of Results Of Determining the Directions Of Trans...mentioning

confidence: 99%

Determining directions for transforming the organization's competence structure depending on its life cycle stage in the context of enabling effective operation in the market

Gruzina,

Lepeyko,

Lohinova

et al. 2024

EEJET

View full text Add to dashboard Cite

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Driving success: A segmentation of customer admiration in automotive industry

Hartoyo¹,

Manalu²,

Sumarwan³

et al. 2023

Journal of Open Innovation: Technology, Market, and Complexity

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The Financial Sustainability of Retail Food SMEs Based on Financial Equilibrium and Financial Performance

Herman,

Zsido

2023

Mathematics

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The aim of this study was to investigate the financial sustainability of retail food SMEs for the 2016–2021 period, in Romania, from the perspective of financial equilibrium and performance. A multivariate analysis was used, including a correlation analysis, a principal component analysis (PCA), and a cluster analysis. The empirical results show a positive link between the financial performance and financial equilibrium indicators. We employed the PCA in order to build a composite financial index using financial equilibrium indicators (ratios of liquidity, solvency, collection, and payment period) and financial performance indicators (Return on Assets and Return on Equity). The results show that financial equilibrium and performance are the two main dimensions which the financial sustainability index (FSI) was constructed on. Taking into account the dimensions of financial sustainability, the analyzed SMEs were clustered in four homogeneous clusters. The research findings clearly demonstrated that the retail food SMEs with a good/acceptable financial sustainability also have a good/acceptable financial balance and performance situation. Furthermore, a significant part of the analyzed SMEs faces difficulties regarding financial sustainability, being characterized by the lowest values of FSI, determined by both an uncertain situation in terms of liquidity, leading to a financial disequilibrium, and a negative financial performance. Therefore, this research emphasizes some specific measures that need to be taken to boost financial sustainability of these businesses in the retail food sector.

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A Clustering Approach to Identify the Organizational Life Cycle

Cited by 3 publications

References 50 publications

Determining directions for transforming the organization's competence structure depending on its life cycle stage in the context of enabling effective operation in the market

Determining directions for transforming the organization's competence structure depending on its life cycle stage in the context of enabling effective operation in the market

Driving success: A segmentation of customer admiration in automotive industry

The Financial Sustainability of Retail Food SMEs Based on Financial Equilibrium and Financial Performance

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