Chapter 18 - Adapting Organizations to Effective Sustainability Management

Peter F. Drucker, the father of modern management, said,” New economics is the service economics; Service itself is a competitive advantage.” and mentioned,” The company has high priority in creating, serving and satisfying customers.” The chain restaurants have to build up their chain systems in order to dealing with all kinds of competitive situations. Meanwhile, in addition to their delicious meals, the chain restaurants have to enhance actively their productions and service quality so as to become the successful market power among various rivals. This study of service quality focused on the external factor- organizational factor, rather than the internal factor which refers to employee personality. The feature of this study is to divide the organizational factor of the chain theme restaurants into three dimensions: top-level management, organizational culture and organizational structure. Afterward, each dimension separately is re-set into the chain power and the gap of service delivery theory that was developed by Parasuraman, Zeithaml, & Berry. The findings of this study were the following: 1.The model of this study was supported by the significant impacts among three dimensions. 2. There were the significant differences between organizational structure and chain power comparing with domestic and international chain theme restaurants. 3. There was a direct impact between organizational culture and the gap of service delivery as well as between organizational structure and the gap of service delivery. 4. There was a direct impact between top-level management and chain power as well as between organizational culture and chain power. 5. There was a direct and high impact between chain power and the gap of service delivery. 6. The organizational factor of the chain theme restaurant affected the gap of service delivery through using the chain power as an intervening variable.

In the context of international integration and fierce competition, improving competitive advantages (CA) is a decisive factor to the competitiveness of any economy and each business organization. It is a general belief that there is a connection between leadership and organizational culture (OC), between OC and CA, or CA and firm performance (FP). However, no study investigates the relaionship among these factors simultaneously. To fill the gap, we collected data from 119 firms located in Ho Chi Minh City by survey questionnaires and processed by using SmartPLS. The findings indicate that authentic leadership (AL) has a positive direct and indirect impact on CA through OC significantly at 5%. OC has a positive direct and indirect impact on FP through CA at the signiicance level of 1%. We also found the positive relationship among our factors (AL, OC, CA, and FP) at the signiicance level of 5%. The findings imply that AL drives positive OC, then enhances CA, and finally results in high FP. Keywords: Authentic leadership, competitive advantages, organizational culture, firm performance, Ho Chi Minh City

A significant number of scientific works by foreign and domestic scientists are devoted to studying the problems of the development of the company's organizational culture and the search for ways to transform the company's organizational culture in the conditions of globalization. An essential factor in increasing the competitiveness of a modern company, on the one hand, and one of the strategic resources of the company's development is precisely its organizational culture. In current economic science, the study of the essence of the concept of corporate culture, its components, mechanisms of formation, and development of the company's organizational culture occupies a leading place in both theoretical and practical aspects of the activities of modern companies. This study aims to identify and analyze the features and components of the development of the company's organizational culture. Organizational culture has a relatively significant influence on employees and the entire company's activities. Corporate culture allows you to develop and maintain a stable social and psychological climate in the team. It ensures the strength and development of the organization, including the development of personnel competen-cies. Developing organizational culture is an essential process of every company's activity. It is this factor that will depend on the efficiency of the enterprise in the future. A high degree of compatibility with the organization's strategy and culture is an essential factor in the organization's competitiveness, success, and development. The sequence of developing the compa-ny's organizational culture was proposed, which included four stages. The first stage is the organization of work on develop-ing the company's corporate culture. The second stage is planning the development of organizational culture. The third stage is administrative and regulatory support for developing the company's organizational culture. In addition, the fourth stage is the implementation of measures to establish the company's corporate culture. Keywords: organizational culture, development of organizational culture, stages of development of organizational culture, main competitive advantages of the company.

<p class="Default" style="text-align: justify;"><span style="font-family: &quot;Times New Roman&quot;,&quot;serif&quot;; color: windowtext; mso-no-proof: yes;" lang="EN-US">The positive impact of absorptive capacity (ACAP) on innovation and the positive impact of innovation on competitive advantage have been proven in different research contexts. However, current knowledge on organizational culture that affects ACAP, innovation and competitive advantage as a whole, remains unclear. This article proposes a model to examine how organizational culture (developmental culture and rational culture) affects ACAP, innovation and competitive advantage, directly and indirectly as well.&nbsp; Surveyed data (in Indonesian Banking Industry) shows that both of organizational culture have a direct impact on ACAP. Only developmental culture has a direct impact on innovation. There is no culture type affects competitive advantage directly. </span><span style="font-family: &quot;Times New Roman&quot;,&quot;serif&quot;; color: windowtext; mso-ansi-language: IN; mso-no-proof: yes;">In this research</span><span style="font-family: &quot;Times New Roman&quot;,&quot;serif&quot;; color: windowtext; mso-no-proof: yes;" lang="EN-US">, culture affects competitive advantage through ACAP and innovation.</span> <p class="Default" style="text-align: justify;"><span style="font-family: &quot;Times New Roman&quot;,&quot;serif&quot;; color: windowtext; mso-no-proof: yes;" lang="EN-US">&nbsp;</span> <p class="Default" style="text-align: justify;">&nbsp;

The resource-based view recognizes present organizational culture as a key component to its success or failure. It has a direct impact on the innovation strategy of organizations and therefore should be treated as a determinant of the organisation's future. Presently companies should naturally strive to make efforts aiming at the creation of such organizational cultures which would affirm knowledge – cultures characteristic for organisations based on knowledge, that foster engagement of employees, building trust and sharing knowledge. They are most often convergent and mutually complementary and described as: lean culture, learning organization culture, information culture, group-development culture. One type of the organizational cultures indicated as optimal for operating in knowledge-based economy is the quality culture. Concentration on quality is currently a sine qua non-condition for the survival and development of modern organization and at the same time, one of the main tasks of managers. Because of the fact that that instruments are in place but still there is a lack of quality culture in the practical aspects and also common point of view that there is a gap to be filled in the development of appropriate culture for quality, the study provides an initial comparative verification of which stage of evolution towards quality culture is represented by companies from different sectors in Poland. The paper has theoretical-empirical ladder. Its aims are to review existing literature dedicated to organisational quality culture essence, elements, determinants and dimensions. Investigation of the topic in the paper is carried out in the following logical sequence: TQM implementation → Organizational culture → Quality culture → Organizational Quality Culture. The purpose of this paper is to describe components of organisational quality cultures in polish enterprises from different sectors. The methodological tool of the research methods was survey questionnaire, included 20 closed-ended questions – most of them multiple choice. It was decided to research, in the context of quality culture, all enterprises: those operating in production, in services and also mixed enterprises. Based on exploration of empirical data, the condition of quality culture in companies operating in Poland is diagnosed. Paper proves that verified organisations are on their way in the direction to the phase of permanent organisational quality culture creation. The results of the research can be useful for developing the complex model of organizational quality culture constitution. They can also provide managers with valuable suggestions on building stable organizational quality culture.

This study examines the association of corporate sustainability management with earnings transparency. Based on previous studies that indicate that sustainability management activities reduce earnings management and corporate risk and increase a firm’s value, this study predicts that the firms with effective sustainability management will have a high earnings transparency. In addition, this study examines the differential effect of corporate sustainability management on earnings transparency according to whether or not a firm belongs to a chaebol. We use Environmental, Social, and Governance (ESG) ratings of the Korean Corporate Governance Service (KCGS) as a proxy for corporate sustainability management and apply the method of Cheng and Subramanyam (2008) to measure earnings transparency. The empirical results show that there is a significant positive relationship between corporate sustainability management and earnings transparency. Furthermore, the association between corporate sustainability management and earnings transparency is more negative for firms belonging to a chaebol. These results indirectly show that firms belonging to a chaebol have a lower level of information asymmetry than firms not belonging to a chaebol. This study focuses on corporate sustainability management as a determinant of earnings transparency, and is useful for examining the effect of belonging to a chaebol on the relationship between sustainability management and earnings transparency. Our results are expected to provide important implications not only for managers, but also for investors and regulators.

In the modern economy, sustainable development of enterprises is impossible without effective sustainable management, which is extremely important for the development of agricultural enterprisers. Nevetheless, the issues of the environmental performance are also essential, because reducing the environmental impact of the production is increasingly necessary in today's world.Initially, this article describes the theoretical aspects, concepts and examples of interaction between the sustainable management, the environmental performance and sustainable supply chain management.Hereafter, in the article was investigated the practice of sustainable management used in the huge and small rural european enterprises and with the SWOT-analysis compared the approaches of their application. DOI: 10.5901/ajis.2013.v2n8p486

Service quality is very important for every institution, especially the government institutions. However, the service quality of General Bureau employees at the Ministry of State Secretariat was not optimal. This is known by the fact that the services provided are not in accordance with the expectations and the service standard. Therefore, this research was conducted by researchers, to find out what variables can affect service quality. Based on the results of quantitative analysis, it is known that service quality is influenced by several variables, including organizational culture and empowerment. The purpose of this quantitative comparative-correlational research, using survey method, is to reveal the effects of organizational culture and empowerment in correlated to general bureau quality services, directly or indirectly, and to determine appropriate strategies to improve the quality of service. Data was gathered from 76 employees of the General Bureau at the Ministry of State Secretariat Republic of Indonesia. In the result of the research revealed that (1) the culture of an organization has a direct impact towards the quality of a service, (2) empowerment gives a direct positive impact on service quality, (3) culture of an organization also gives a direct impact on empowerment, (4) the culture of an organization through empowerment results a positive impact on service quality. It can be concluded that the variable that directly affects service quality is the variable of organizational culture with a path coefficient of 0.322, it means that an increasement in organizational culture will cause an increase in service quality. This study examines the quality of service and the factors that influence it from the variables of organizational culture dan empowerment that has never been done before both in the sample, research location and the methods used by the researcher. The results showed that a significant model for improving the quality of employee services at the General Bureau was by improving organizational culture, and the empowerment as an intervening variable. Keywords: Organization Culture, Empowerment, Service Quality, Employee Performance, General Bureau

PurposeGrowing public concern about the natural environment is rapidly transforming the competitive landscape and forcing firms to adopt green innovation strategies. Many manufacturing firms have recognized the concept of green innovation, though there has been relatively little research on considerations of its driver and effect. The purpose of this paper is to empirically develop and test a theoretical model that analyzes how organizational green culture (OGC) influences green performance and competitive advantage. Specifically, this model explains how green innovation mediates these relationships.Design/methodology/approachThe paper collected data from 327 manufacturing firms of different industry sectors in Taiwan. Structural equation modeling with AMOS 11 software was applied to analyze the data. Data on specific environmental innovation issues at the firm level are not usually available from published sources, so this paper uses a questionnaire. The questionnaire is developed based on the literature.FindingsThe findings of this paper suggest that OGC significantly predicted green performance and competitive advantage, respectively. Moreover, the results show that both green innovation completely mediates between OGC and green performance, and that it has a partially mediating effect on the relationship between organization green culture and competitive advantage under environmental pressure.Research limitations/implicationsThis study has some limitations that point to the future lines of research. Perhaps, the biggest limitation of the study is that the data are from a single country, which may hamper generalization. This study is also limited in that it is based on cross-sectional data. A final limitation is the origin of organizational culture vs employee attitude culture.Originality/valueThis study contributes to the existing literature on organizational culture and innovation by considering green environmental concerns, which have not been empirically explored. This study also offers a unique theoretical argument describing the relationships by considering the mediating effect of green innovation strategy.

The tourism industry in Bali represents a dynamic and competitive landscape, where businesses strive to gain and maintain a competitive advantage in a global market. This study investigates the influence of employee competence and organizational culture on competitive advantage within the context of the tourism sector in Bali. A quantitative approach utilizing Structural Equation Modeling (SEM) with Partial Least Squares (PLS) analysis was employed to analyze data collected from 170 participants working in various tourism-related businesses. The findings reveal significant positive relationships between employee competence, organizational culture, and competitive advantage. Employee competence was found to positively influence organizational culture and competitive advantage, while organizational culture was positively associated with competitive advantage. Furthermore, organizational culture partially mediated the relationship between employee competence and competitive advantage. These findings underscore the importance of investing in employee development and fostering a positive organizational culture to enhance competitiveness in the tourism industry in Bali.

Plant phytotoxin synthesis is influenced by intricate signaling networks like jasmonic acid (JA) and salicylic acid (SA). These compounds not only induce allelochemical production but also aid weed suppression and plant immunity. (-)-Loliolide, JA, SA, and their derivatives trigger rice allelochemical synthesis and gene expression. Enhancing allelochemical synthesis in crops offers an alternative, reducing reliance on traditional herbicides for effective weed management. Rice (Oryza sativa L.) serves as a crucial staple food crop, nourishing over half of the global population, particularly in South Asia. Within rice plants, various secondary metabolites are produced, contributing to its nutritional value and providing energy to consumers. Over the last 5 decades, researchers have investigated 276 distinct types of secondary metabolites found in rice plants. These metabolites predominantly include phenolic acids, flavonoids, steroids, alkaloids, terpenoids, and their derivatives. The role of these secondary metabolites is to regulate the growth and development of the rice plant. In this research paper, we have focused on the allelopathic potential of rice, which involves its active defense strategy to suppress other species in its vicinity. This defense mechanism is regulated by plant signaling compounds. These signaling compounds enable rice plants to recognize and detect competitors, pathogens, and herbivores in their environment. As a response, the rice plants elevate the production of defensive secondary metabolites. One crucial aspect of rice allelopathy is the phenomenon of neighbor detection. Rice plants can sense the presence of neighboring plants and respond accordingly to establish their competitive advantage and ensure their survival. This paper specifically highlights the impact of exogenously applied signaling compounds, namely Methyl salicylate (MeSA) and Methyl Jasmonate (MeJA), on paddy rice. The aim is to provide deeper insights into the signaling mechanisms involved in rice allelopathy and how the exogenous application of signaling compounds influence the induction and regulation of defensive secondary metabolites in rice plants. Comprehensive analysis of various researchers' studies clearly reveals that the application of these elicitor compounds noticeably augments the allelopathic potential of rice, resulting in heightened accumulation of phenolic acid compounds. Expansion in more enlistment of phenolics may be because of expansion in the activities of enzymes, such as cinnamate 4-hydroxylase (C4H) and phenylalanine ammonia-lyase (PAL), the two main enzymes of the phenylpropanoid pathway, which are associated with allelopathic crop plants, and along this, they recognize the presence of weeds and react by expanding allelochemical focuses. Consequently, substantial endeavors have been dedicated in recent times to discover and characterize plant-derived signaling molecules. In bioassays conducted by Patni et al. in 2019, both competitive and non-competitive rice genotypes exhibited elevated phytotoxicity against Echino colona following treatment with MeSA. MeSA-treated rice plants displayed accelerated growth, increased yield, and concurrently demonstrated weed-suppressing properties. Published studies from 1976 to 2021 are reviewed in this paper. The study indicates that signaling compounds induce allelochemical concentrations, enhancing allelopathic activity. This insight may lead to development of novel herbicides for effective sustainable weed management.

Sustainability awareness, management practices and organisational culture in hotels: Evidence from developing countries

Innovation co-creation in tourism management leads to effective sustainable tourism development. The purpose of this research paper is to explain the degree to which innovation is existent in the Egyptian sustainable tourism business development policies. It introduces some suggestions to improve the sustainability standards in the Egyptian tourism development programmes in an innovation co-creative manner for the benefits of current and upcoming local residents of tourist destinations. The research population is tourism managers from tourism companies’ category A in Cairo and Giza governorates only and the other categories of companies such as B and C were not considered. Data of the study were collected through questionnaire forms that were distributed among tourism managers and experts. Statistical approaches such as statistical means, t-test, regression analysis and analysis of variance (ANOVA) were used to validate and test the research outcomes. The research outcomes explain that the effective sustainable tourism management level in Egypt is low and tourism business sector companies in Egypt do not have sufficient policies to be more oriented by the main factors that control the implementation of innovation co-creation strategy or policy for the purpose of sustainable tourism development.

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThis research paper analyzes the dynamics between innovative organizational culture, leadership, and flexibility to adapt to market demands. The results from the analysis of resource-poor SMEs in Ghana reveal that organizational leadership and culture both positively drive a service company's competitive advantage. Also, market flexibility fully impacts the relationship between organizational culture and competitive advantage, with a partial impact seen on the relationship between organizational leadership and competitive advantage. Firms are advised to create flexible attitudes in their people culture, leadership, and processes, as a way of competitively adapting at low cost to market shifts and customer demands.Originality/valueThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Much of the women in management literature has, quite rightly, problematized women's relationship to dominant masculinist organizational practices and cultures, these debates being underpinned by extensive data revealing women's extreme numerical marginalization at senior management level across both public and private sectors. One such site where women have long been under‐represented is education management. Recent research, however, indicates some significant shifts in this regard, specifically in the UK further education sector where the number of women principals has increased sixfold in the past six years. In one sense then, equal opportunity as a political objective might be seen as ‘working’ in one public sector site, with education management no longer a ‘gender exclusive zone’. Drawing on poststructuralist understandings of identity, this article examines this phenomenon with respect to the seductive aspects of management and the issues of ontological security which surround women and men's investment in ‘frantic organizational cultures’. The article discusses some of the tensions, ambiguities and opportunities which might exist for many women managers as they ontologically invest in the ‘secure systems’ of a masculinist organizational culture.