Communication, Company Mission, Organizational Values, and Company Performance

Dermol, Valerij; Širca, Nada Trunk

doi:10.1016/j.sbspro.2018.04.034

Cited by 17 publications

(12 citation statements)

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“…Research shows that the clarity of company mission positively relates to company performance. A comprehensive and direct mission statement helps to attract loyal customers (Dermol and Sirca, 2018). People are donating to charity shops in increasing numbers because of the growing interest in promoting reuse and the environmental and ethical benefits (Parsons and Broadbridge, 2004; Chattoe, 2000).…”

Section: Research Analysis and Research Implicationsmentioning

confidence: 99%

Exploring the barriers that influence intention to donate and role of the charity shop within the multi-tier supply chain

Guo

2021

JHLSCM

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PurposeHumanitarian relief organisations such as charities count on donations to provide assistance to people in need when disasters occur. In the UK, about 11,200 charity shops collect second-hand goods from donors to raise funds for their parent charity to support target beneficiaries. As their numbers increase, charity shops are finding it difficult to secure good quality stock. Furthermore, they may need to plan ahead to secure sufficient stock when the economy experiences a downturn. This paper identifies the charity shop's role and its donation flow in the multi-tier supply chain and empirically assesses the barriers that influence intention to donate with a mixed-methods approach.Design/methodology/approachIn order to explore the charity shop's role within the multi-tier supply chain, this study begins with a literature review and then develops a conceptual model. In order to empirically evaluate the barriers that influence intention to donate, the authors conducted semi-structured interviews with 14 charity shop managers and collected 222 usable questionnaires from donors. The interpretive structural modelling (ISM) approach was applied to examine the interrelationship among barriers and rank their priority.FindingsThis paper identifies ten significant barriers that influence intention to donate: lack of good quality items for donation; lack of information on how charity shops make use of donations; lack of familiarity with the donation process; lack of information of what items can be accepted by charity shops; lack of awareness of the impact that donations make; the difficulty of being available at the scheduled times for charity shops' free pick-up services; the difficulty of donating during shops' opening hours; the difficulty of finding parking to access charity shops; and living too far away from charity shops. In particular, the questionnaires' results indicate that lack of good quality items is the most significant barrier. This is also reflected in the ISM model, and thus needs more attention.Practical implicationsThe results are very useful for charity shops themselves to understand current barriers to securing good quality stock and to develop potential stock-securing interventions based on these barriers' priority.Originality/valueAlthough charity shops have been investigated by several researchers, their supply chain remains insufficiently explored. This paper fills this gap by identifying the charity shop's role and its donation flow in the supply chain and by empirically assessing the supply-side barriers with a mixed-methods approach.

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Section: Research Analysis and Research Implicationsmentioning

confidence: 99%

Exploring the barriers that influence intention to donate and role of the charity shop within the multi-tier supply chain

Guo

2021

JHLSCM

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“…Although organisational values have been studied for decades, the research on their role in organisations continues to expand at an increasing pace [31,32]. Organisational values are a source of organisational strength and a central element of organisational culture [33,34].…”

Section: Organisational Valuesmentioning

confidence: 99%

A Multiple Full Mediating Effect in a PLS Hierarchical Component Model: Application to the Collaborative Public Management

2021

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The objective of this article was to determine the mediating effect of shared knowledge and organisational commitment in the relationship between organisational values and collaborative public management. Organisational values are also made up as a second-order construct consisting of other first order sub-dimensions such as authority, autonomy, conservatism, equality, harmony, and hierarchy. This research is based both on the Theory of Resources and Capacities and the theoretical perspective based on knowledge. The hypotheses proposed were supported with the use of structural equation models based on composites (PLS-SEM). The results show empirical evidence of a multiple fully mediating effect. The findings confirmed that organisational values do not have a significant direct positive impact on collaborative public management unless they are full mediated by shared knowledge and organisational commitment. In addition, this research framework is effective for improving public employees’ work efficiency and has practical implications for scholars, practitioners, and the authorities.

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“…However, P-S fit is distinct as it focuses on specific, space-related aspects of the environment. For example, P-O fit centers on value congruence between an individual and organization (Cable and DeRue, 2002) and while organizational values may be reflected in physical artefacts (similar to the symbolic dimension of P-S fit), employees glean values-based information from a range of sources (Dermola and Širca, 2018). Therefore, P-S fit differs from P-O fit as the former reflects employees' perceptions of their workspaces specifically, which may or may not be related to their perceptions of the organization and its values overall.…”

Section: Person-space Fitmentioning

confidence: 99%

Workspace transitions: conceptualizing and measuring person–space fit and examining its role in workplace outcomes and social network activity

Bankins

Tomprou

Kim

2020

JMP

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PurposeAlthough the physical environment provides an important context for employees' work, there remain divergent findings regarding how different spatial settings, such as more open or more closed workspaces, impact employees. Employing research on the functions of the physical work environment, we contribute to a growing body of research on employees' interactions with their workspace by developing and measuring the notion of person–space fit (P-S fit). This construct affords examination of the multi-dimensional nature of employees' interactions with their workspaces, to understand how their perceived fit with the key functions of their workspace impacts their experiences and social network activity at work.Design/methodology/approachWe first develop a new P-S fit scale and test its factorial, convergent, discriminant, and incremental validity over other person–environment fit concepts (N = 155). Next, in a naturally-occurring, quasi-field experiment of a workspace change intervention moving employees from predominantly closed workspace to more open workspace (N = 47 pre-move; N = 37 post-move), we examine how changes in both workspace layout and P-S fit impact workers' experiences of their workspaces (needs for task privacy and spaciousness) and collaborative behaviors (social network activity).FindingsOur P-S fit scale consists of theoretically and empirically validated dimensions representing fit with four workspace functions: aesthetic fit; identity fit; instrumental fit; and collaboration fit. Instrumental fit is positively associated with experiences of task privacy, whereas aesthetic fit and identity fit positively associated with experiences of spaciousness, but no forms of fit were related to social network activity. However, the findings show that work-related social network ties tended to decrease, and new ones were less likely to form, in open office spaces.Originality/valueContributing to a growing body of research linking person–environment fit literature to workspace design, this study offers a new scale assessing P-S fit and provides some empirical evidence of its importance for understanding the complexity of the employee-work environment interaction.

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Communication, Company Mission, Organizational Values, and Company Performance

Cited by 17 publications

References 0 publications

Exploring the barriers that influence intention to donate and role of the charity shop within the multi-tier supply chain

Exploring the barriers that influence intention to donate and role of the charity shop within the multi-tier supply chain

A Multiple Full Mediating Effect in a PLS Hierarchical Component Model: Application to the Collaborative Public Management

Workspace transitions: conceptualizing and measuring person–space fit and examining its role in workplace outcomes and social network activity

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