The Importance of Organizational Identity and Its Role in the Performance

Ooshaksaraie, Maryam; Azadehdel, Mohammad Reza; Rajabpour, Shayan

doi:10.12816/0017456

Cited by 4 publications

(3 citation statements)

References 10 publications

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“…There is a type of identity that encourages a high degree of uniqueness, adaptivity to change, risk taking, and trying out of new ideas at the workplace. According to Azadehdel, Ooshaksaraie, & Rajabpour [74] and Taha, Sirkova, & Ferencova [75], it was affirmed that when an organisation engages these attributes as a culture, it enhances their performance. A distinctive identity influences and maintains the standard for performance and competitive advantage [76].…”

Section: Distinctive Identity and Sustainable Environmental Performancementioning

confidence: 99%

An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context

et al. 2020

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To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure a more sustainable working environment. This paper proposes the use of six organisational culture practices (core value, reporting system, task performance, clarity of roles, careful deliberations, and distinctive identity) to find out organisation values, as well as individual preferences in enhancing an immediate sustainable environment. The study selected 480 employees of Fast-Moving Consumer Goods (FMCGs) firms who are active in their organisational work processes; 358 responded, and as such, was deemed as a valid research sample. The empirical analysis was carried out using a variance-based Structural Equation Modelling with partial least squares for the path-modelling (PLS-SEM), both for the Algorithm Model, and the Bootstrapping Model with β and p-values obtained from the findings. The findings provide empirical evidence that there is a significant level of influence of organisational culture on environmental performance. However, among the organisational practices, task performance has the least influence on environmental performance. This implies that organisations should invest more in the dimensions of organisational culture with higher performance-importance, while adequate attention should be given to variables with the least influence on the target construct of environmental performance.

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Section: Distinctive Identity and Sustainable Environmental Performancementioning

confidence: 99%

An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context

et al. 2020

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“…This means that the ability of a construction PM to create a unique identity both in the work output and self is very important to ensuring their progression. According to Azadehdel et al (2013), being able to create an identity is a work-based self-concept and it constitutes an amalgamation of organizational, occupational and other identities that shape the roles a person adopts and the corresponding ways they behave when performing their work. Alvesson and Willmott (2002) indicated that "people are continuously engaged in formation, repair, maintenance, strengthening or revision of the constructions that are productive of a precarious sense of coherence and distinctiveness".…”

Section: Ability To Create Identitymentioning

confidence: 99%

Factors driving the career progression of construction project managers

Agyekum

Kissi

Danku

et al. 2020

JEDT

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Purpose This paper aims to examine the factors that drive the career progression of construction project managers (CPM) in the Ghanaian construction industry. Design/methodology/approach Based on the quantitative approach, the views of 80 CPMs working with D1 building construction firms were elicited using a structured questionnaire. Data was analysed using one-sample t-test, which was used to examine the relative significance of the variables. The mean scores, standard deviations and significance values (p-values) of each variable were used to examine the outcome of the survey. Findings The findings suggest that “existence of organizational support systems”, “ability to create identity”, “having an influential mentor and coach”, “accepting complicated and high visibility assignments” and “ability to gain managerial or leadership experience” are the key factors that drive the career progression of CPMs in Ghana. Research limitations/implications Findings from this study is limited to CPMs, specifically within the Ghanaian construction industry. This implies that with the fragmented nature of the construction industry, adopting these findings in construction settings within other countries may not yield the desired results, especially, if those countries do not share similar characteristics and context with Ghana. Practical implications Practically, this study highlights for the benefits of project managers (PM) (especially those in the construction industry) the key factors that drive their career progressions. Identification of these drivers offers the professionals with those factors to be prioritized when seeking to progress their careers in the construction industry. Originality/value Empirical research on the factors that drive the career progression of CPMs has not been fully examined in previous studies, though such studies in other sectors aside construction are prevalent. Hence, the identification of the drivers for career progression of construction PMs advances literature in the area and offers the professionals with those factors to be prioritized when seeking to progress their careers.

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“…To achieve this awareness, organizational performance should be correctly measured and are discussed as understandably by the management of the organization. Corporate identity is a strategic tool that aids in realizing the objectives and vision of a company therefore should be related to experiences and ideas of what members have about organization (Ooshaksaraie, Azadehdel & Rajabpour, 2013).…”

Section: Introductionmentioning

confidence: 99%

Impact of Managing Corporate Identity on Sustainable Organizational Performance of Beverage Companies in Kenya. A Case of Coca Cola Company Limited

KAROGO,

OMWENGA, PhD

2023

strategicjournals.com

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Corporate identity is a major area of concern that management of organizations need to lay emphasis on. It has been established that the performance of organizations in a dynamic and competitive market is dependent on the identity it creates within scope of influence, and this significantly affects its sustainable performance among its competitors. Based on this premise therefore the research wants to assess the impact of managing corporate identity on sustainable performance of beverage companies in Kenya. The study area was concentrated on the Coca Cola Company Limited. The study was then guided by the following objectives; to examine the impact of; management capabilities, organizational characteristics and environmental characteristics on the Sustainable Performance of the Coca-Cola Company in Kenya. The research design adopted for the study was a case study research design. The target population of the study comprised of 93 employees from different departments within the Coca-Cola Company. Data collection was aided using selfadministered questionnaires through a drop and pick method. Quantitative data were analyzed using descriptive and inferential statistics using the SPSS version 26.0 and presented in form of tables, charts, and graphs. Multiple linear regression models were also used to determine the degree of relationship between the variables of the study.

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The Importance of Organizational Identity and Its Role in the Performance

Cited by 4 publications

References 10 publications

An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context

An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context

Factors driving the career progression of construction project managers

Impact of Managing Corporate Identity on Sustainable Organizational Performance of Beverage Companies in Kenya. A Case of Coca Cola Company Limited

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