Unifying a Framework of Organizational Culture, Organizational Climate, Knowledge Management, and Job Performance

Kasemsap, Kijpokin

doi:10.4018/978-1-5225-1913-3.ch016

Cited by 5 publications

(7 citation statements)

References 107 publications

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“…Instead of knowing the fact that it is related to risk and uncertainty, many initiatives taken to bring change have not achieved their desired goals. The reason behind the failure of change initiatives is not due to the inherent dearth of employees required skills which might be crucial for the implementations of those change initiatives but these initiatives fail because of mismanagement in implementation of change initiatives (Kasemsap, 2017). Despite knowing the importance of change management, empirical evidence shows the change initiative failure (Dumas and Beinecke, 2018).…”

Section: Introductionmentioning

confidence: 99%

Impact of transformational leadership and transparent communication on employee openness to change: mediating role of employee organization trust and moderated role of change-related self-efficacy

Zainab

Akbar

Siddiqui

2021

LODJ

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PurposeThis study investigates the impact of transformational leadership and transparent communication on employees' openness to change with the mediating role of employee organization trust and moderating effects of change-related self-efficacy.Design/methodology/approachA sample of 260 employees from banking sector of Pakistan through self-administrated questionnaire participated in this study and the data was analysed through partial least square structural equation modelling (PLS-SEM).FindingsThe results reveal that transformational leadership and transparent communication help to create trust among employees of the organization which ultimately have positive effects on employee openness to change. Further, the results suggest that the presence of change-related self-efficacy significantly moderates relation between the transformational leadership and employee openness to change. However, change self-efficacy does not change the relationship between transparent communication and employee openness to change.Research limitations/implicationsThis study contributes to change management literature and helps organizations to understand the importance of employees and their positive behaviour during change.Practical implicationsThe researcher provides the guidelines for employers to craft change communication policy during the change implementation phase.Originality/valueThis study tests a mediating role of employee organization trust and moderating role of change-related self-efficacy in relation with transformational leadership and transparent communication on employees' openness to change which had not been tested theoretically and empirically in the context of Pakistan.

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Section: Introductionmentioning

confidence: 99%

Impact of transformational leadership and transparent communication on employee openness to change: mediating role of employee organization trust and moderated role of change-related self-efficacy

Zainab

Akbar

Siddiqui

2021

LODJ

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“…According to Webber & Nilsson (2014), AI is an informatics subset of how machines can be smartly complex. AI is a research development that allows machines to find the best approach to solving complex human-like problems (Kasemsap 2017). Pannu (2015) commented that AI is neither psychology nor computer science because it demonstrates computation.…”

Section: Literature Review 21 Artificial Intelligencementioning

confidence: 99%

Ranking of Innovation Related Factors Influencing Artificial Intelligence Performance

Ismail¹,

Muhammad²,

Mosali³

2022

IJSCET

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This paper presents a study on ranking of 27 identified innovation related factors which influencing Artificial Intelligence (AI) performance in UAE. These factors were clustered into four groups namely process innovation; management capabilities; personal expertise and organization structure. A questionnaire was designed based on these factors where respondents were required to gauge the influence of these factors using Likert scale. Respondents were from three UAE organisations which are Dubai Police, Dubai Electricity & Water Authority Dewa, and Emirates Integrated Telecommunications Company. A total of 384 valid responses from the questionnaire survey were analysed for its reliability using Cronbach alpha criterion. Then the data was analysed for its mean score and standard deviation values for each of the factors to determine the rank of each factor and also its influence on the organisation performance. The study foundthat the mean scores for the factors are in the range from 2.90 to 3.56 while for the average mean score for the groups are from 3.15 to 3.44. the study also found that two factors which are management capabilities and artificial intelligence are highly influencing the organisational performance while the other three factors which process innovation, personal expertise and organisational structure are moderately influencing the UAE organisational performance. The findings of this study will ably provide a better understanding of innovation related factors and how it affects overall performance.

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“…1. detalhamento dos processos de negócios e suas inter-relações (HINTERHUBER, 1995;KASEMSAP, 2017); o contexto organizacional específico. Essas são as métricas de desempenho e as consequências de sua mudança com base no conhecimento, no nível de envolvimento humano e comprometimento funcional.…”

Section: Dimensões Operacio-nais Da Orientação Por Processos (Op)unclassified

Gestão Do Conhecimento, Cultura Organizacional E Gestão De Pessoas Com a Gestão De Processos E Questões Organizacionais Emergentes: Uma Análise Crítica Da Dinâmica Subjetiva Em Gestão Por Processos (Bp)

Oliveira¹,

Passador²,

Pádua³

et al. 2020

regea

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A maioria dos trabalhos desenvolvidos em gestão por processos tem-se limitado a explorar os problemas da relação entre a organização funcional e a perspectiva de processo com ênfase nos aspectos técnicos de sua aplicação. A literatura de base conceitual que versa sobre os aspectos humanos contemplados em sua operacionalização ainda é insipiente (TARHAN; TURETKEN; REIJERS, 2016). Tendo em vista a importância da dinâmica subjetiva no processo de análise organizacional, objetiva-se promover uma discussão teórica sobre a relação entre gestão por processos, cultura organizacional e gestão do conhecimento, concentrando esforços no entendimento das relações humanas que podem influenciar o desempenho organizacional. Conclusivamente, há fortes indícios de que, apesar dos altos investimentos e sofisticação dos sistemas, a abordagem do empurrar, comumente adotada, não gera valor aos negócios da organização. O problema fundamental reside no modelo subjacente, mecânico, de processamento de informação, que se adota na gestão do conhecimento. Este nega a natureza socialmente construída do conhecimento. Nesse sentido, a gestão de processos intensiva em conhecimento confirma uma necessidade emergente de adoção da estratégia de “puxar” como modelo de gestão, uma vez que ela incorpora processos organizacionais baseados na combinação sinérgica de dados e a capacidade de processamento das informações pela tecnologia, as quais são suportadas pela capacidade criativa e inovadora dos seres humanos.

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Unifying a Framework of Organizational Culture, Organizational Climate, Knowledge Management, and Job Performance

Cited by 5 publications

References 107 publications

Impact of transformational leadership and transparent communication on employee openness to change: mediating role of employee organization trust and moderated role of change-related self-efficacy

Impact of transformational leadership and transparent communication on employee openness to change: mediating role of employee organization trust and moderated role of change-related self-efficacy

Ranking of Innovation Related Factors Influencing Artificial Intelligence Performance

Gestão Do Conhecimento, Cultura Organizacional E Gestão De Pessoas Com a Gestão De Processos E Questões Organizacionais Emergentes: Uma Análise Crítica Da Dinâmica Subjetiva Em Gestão Por Processos (Bp)

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