Effects of Transformational Leadership, Organisational Learning and Technological Innovation on Strategic Management Accounting in Thailand’s Financial Institutions

Phornlaphatrachakorn, Kornchai

doi:10.22452/ajba.vol12no1.6

Cited by 11 publications

(9 citation statements)

References 36 publications

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“…Entrepreneurial mind-sets in institutions (Munene 1995 ; Hyvärinen 2006 ; Wang and Swanson 2007 ; Jun and Weare 2011 ; Van Wijk et al 2015 ; Albertini and Muzzi 2016 ; Maksimov et al 2017 ; Cowden and Bendickson 2018 ; Laurell 2018 ; Tumbas et al 2018 ; Widyani 2019 ; Jensen and Fersch 2019 ; Phornlaphatrachakorn 2019 ; Etzkowitz et al 2019 ; Rahman et al 2019; Tang et al 2020b )…”

Section: Management Priorities For Institutional Innovationmentioning

confidence: 99%

“…Realising synergetic competences through Collaborative philosophies of co-creation, co-management, and co-decisions (Shackleton and Raunio 2003;Léopold et al 2019;Casagrande et al 2021) Complementarities of roles and arrangements (Gallery and Gordon 2008;Lee and Yoo 2008;Garrick et al 2011;Corsi and Prencipe 2019;Da Silva 2019;Wu et al 2020;Cechin et al 2021) Incentivising institutional actors (Levien 1971;Tyson 1979;Hyvärinen 2006;Carney and Zheng 2009;Jun and Weare 2011;Shu et al 2016;Qu et al 2017;Suparjo 2017;Desmet et al 2020;Tang et al 2020a; Wang and Deng 2021) Entrepreneurial mind-sets in institutions (Munene 1995;Hyvärinen 2006;Wang and Swanson 2007;Jun and Weare 2011;Van Wijk et al 2015;Albertini and Muzzi 2016;Maksimov et al 2017;Cowden and Bendickson 2018;Laurell 2018;Tumbas et al 2018;Widyani 2019;Jensen and Fersch 2019;Phornlaphatrachakorn 2019;Etzkowitz et al 2019;Rahman et al 2019;Tang et al 2020b) network arrangements in the form of collaborations among industry, university, and research institutions (Yingbo et al 2010), R&D collaborations (Hou et al 2019...…”

Section: Entrepreneurial Ventures Driven By Complementary Capabilities and Incentivisation Within Institutionsmentioning

confidence: 99%

“…These viewpoints redefine roles and relationships across independent entities to accelerate and amplify learning and to reduce risks (Hagel and Brown 2013 ; Fuentelsaz et al 2018 ; Gretchenko et al 2018 ). The institutional innovation perspective also depends on mechanisms for building scalable, long-term trust-based relationships through learning capabilities (Hao and Yunlong 2014 ; Chittoor et al 2015 ; Phornlaphatrachakorn 2019 ) and increasing awareness of environmental pressures (Chu et al 2018 ; Tang et al 2020a ). Consequently, institutional innovation underpins the government, educational, training, and corporate policies that solve complex social problems, particularly through systematic collaborations between government agencies, universities, industries, and users.…”

Section: Introductionmentioning

confidence: 99%

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Systematic review of institutional innovation literature: towards a multi-level management model

AlMalki

Durugbo

2022

Manag Rev Q

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Institutional innovation creates smart institutions that idiosyncratically thrive in a world of exponential change. Through policy-driven interventions and experiential learning, managers of institutions become adept at delivering praxis- and crisis-driven innovations required for survival and success. Similarly, the management of institutional innovation remains an interest in research due to links of this form of innovation to economic growth, and the demands of on-going major socioeconomic transformations due to technological advances, increased occurrences of major crises, and emerging socioeconomic challenges. Accordingly, a key question arising from the literature concerns the range of determinants and priorities that influence institutional innovation for delivering society value. Thus, the onus is on scholarship to capture and advance knowledge for harnessing the potency of institutional innovation. The purpose of this article is to analyse the current state of research on institutional innovation. Using the systematic review methodology, we identify and critically appraise 485 peer-reviewed scientific publications between 1969 and 2021. The review finds key determinants and management priorities with a view to developing a multi-level management model of institutional innovation. Guided by insights from the review, the article sets a research agenda for future management studies of institutional innovation.

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Section: Management Priorities For Institutional Innovationmentioning

confidence: 99%

Section: Entrepreneurial Ventures Driven By Complementary Capabilities and Incentivisation Within Institutionsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Systematic review of institutional innovation literature: towards a multi-level management model

AlMalki

Durugbo

2022

Manag Rev Q

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“…Therefore, zakat institutions under the group of civil social organizations must develop technological innovation that is rapidly evolved, because advances in technology and information have changed the way data measured and information published to the society (Isa, C. R., Foong, S. Y., & Sambasivan, 2005) In order to maintain muzakki's trust in the organizations, it is necessary for the organization to adapting the era development. This era of globalization, where technology is developing rapidly in the community, demands financial institutions to be extra innovative and consistently move forward (Phornlaphatrachakorn, 2019). The same goes for the Zakat Management Organization (ZMO) which is part of financial institutions.…”

Section: Table 1 Descriptive Statistics Of Input and Output Variables Of Zakat Management Organization (Zmo)mentioning

confidence: 99%

Asian Zakat Management Organization (ZMO) Productivity Analysis: Evidence in Indonesia

Widiastuti¹,

Robani²,

Ryandono³

et al. 2021

Advances in Social Science, Education and Humanities Research

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The Covid-19 pandemic made several countries in the asian world especially Indonesia is a decline in various aspects, especially the economic aspect, namely poverty. whereas in economic instruments there is a solution to overcome it, namely by means of zakat. But unfortunately zakat management in Indonesia has not been maximally productive. In fact, if zakat institutions implement productivity optimally, it will be able to increase community empowerment and maintain the country's economy. Therefore, this research was conducted to analyse productivity level of Zakat Management Organization (ZMO) in Indonesia based on its organization types, namely government, civil social organizations, and corporations. The level of productivity is measured based on the method of Malmquist Productivity Index (MPI) on 14 ZMO in Indonesia. This study reveals that ZMO managed the order of productivity by government, civil social organization, and corporation. The theory of specific productivity for developing ZMO performance, and provides the information of productivity level of ZMO and the information of the collected zakat funds and their distributions. The limitation of this study is the analysis period of productivity level and the range of zakat institutions as the object of the study.

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“…Employee Motivation and Performance (1) Menjelaskan bahwa gaya kepemimpinan transformasional tidak berpengaruh signifikan terhadap motivasi kerja karyawan. (8) Temuan menunjukkan bahwa kepemimpinan transformasional, pembelajaran organisasi dan inovasi teknologi secara positif mempengaruhi akuntansi manajemen strategis.…”

Section: Effect Of Transformational Leadership Style Work-discipline Work Environment Onunclassified

Efektivitas Kepemimpinan Transformasional Terhadap Peningkatan Kinerja Perawat

Patarru

Nursalam

Has

2020

JPKSF

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Background: Transformational leadership is a style of leadership that motivates subordinates to work towards organizational goals. Objective: To determine the effectiveness of transformational leadership on nurse performance. Method: The database used in this study were Scopus, SAGE and Pubmed were limited to the last 5 years of publication from 2016 to 2020, full-text articles and in English. The keyword used were "Transformational Leadership" AND "Performance AND “Nursing". This systematic review used 15 articles that fit the inclusion criteria. Results: transformational leadership effect improved nurse performance in providing health and patient safety services because it could increase work motivation, well-being, work creativity, work performance, teamwork, organizational commitment, organizational climate, job satisfaction and reduce nurses' stress levels in work so turnover rate decreases. Transformational leadership, if implemented could have a positive impact on the quality of health services that could provide satisfaction to patients. Conclusion: Transformational leadership has a lot of effectiveness in improving nurse performance in hospitals. Suggestion: Transformational leadership style models are considered necessary to be applied by leaders in hospitals in Indonesia. Keywords: transformational leadership; performance; nursing ABSTRAK Latar belakang: Kepemimpinan transformasional merupakan gaya kepemimpinan yang memotivasi para bawahan agar bekerja untuk mencapai tujuan organisasi. Tujuan: Untuk mengetahui efektivitas kepemimpinan transformasional terhadap kinerja perawat. Metode: Database yang digunakan dalam penelitian ini adalah Scopus, SAGE dan Pubmed terbatas untuk publikasi 5 tahun terakhir dari 2016 hingga 2020, full text article dan berbahasa Inggris. Kata kunci yang digunakan adalah “Transformational Leadrship” AND “Performance AND “Nursing”. Systematic review ini menggunakan 15 artikel yang sesuai dengan kriteria inklusi. Hasil: kepemimpinan transformasional memiliki efektivitas pada peningkatan kinerja perawat dalam memberikan pelayanan kesehatan dan keselamatan pasien karena dapat meningkatkan motivasi kerja, kesejahteraan, kreativitas kerja, prestasi kerja, kerjasama tim, komitmen organisasi, iklim organisasi, kepuasan kerja dan menurunkan tingkat stress perawat dalam bekerja sehingga tingkat turn over berkurang. Kepemimpinan transformasional jika diterapkan dapat memberi dampak positif bagi kualitas mutu pelayanan kesehatan yang dapat memberi kepuasan kepada pasien. Simpulan: Kepemimpinan transformasional memiliki banyak efektivitas dalam meningkatkan kinerja perawat di rumah sakit Saran: Model gaya kepemimpinan transformasional dipandang perlu untuk diterapkan oleh para pemimpin di rumah sakit yang ada di Indonesia. Kata kunci: kepemimpinan transformasional; kinerja; perawat

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Effects of Transformational Leadership, Organisational Learning and Technological Innovation on Strategic Management Accounting in Thailand’s Financial Institutions

Cited by 11 publications

References 36 publications

Systematic review of institutional innovation literature: towards a multi-level management model

Systematic review of institutional innovation literature: towards a multi-level management model

Asian Zakat Management Organization (ZMO) Productivity Analysis: Evidence in Indonesia

Efektivitas Kepemimpinan Transformasional Terhadap Peningkatan Kinerja Perawat

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