Organizational Excellence Research Articles

Innovation and technologies: success factors in administration of organizations with development and competitiveness

Objective: This article analyzes the innovation, management technologies and the dimensions and components of technological capacity as success factors and perennity in micro and small companies and organizational excellence in public organizations.Methodology/Approach: Data were extracted from secondary sources in the literature. In the field, the universe was of 1.700 industrial companies, 15.112 of service delivery companies, 16 hospitals and 03 universities, with stratified random samples and for accessibility. The data received statistical treatment: descriptive analysis, levene test of homogeneity of variances and variance analysis, correlation test, regression, and multiple correlation.Originality/Relevance: Integrated sustainability administration model, as a management technology, emerges as an innovation alternative for private and public organizations, which, together with the dimensions and components of technological capacity, expands the perspectives of organizational development and market competitiveness.Main results: In the empirical analysis, it suggests that innovation and management technologies combined with the competent dimensions of technological capacity, favor organizational development, the success and perennity of micro and small industrial and service delivery companies, and organizational excellence in public organizations.Theoretical/methodological contributions: This study contributes to literature of innovation field, management technologies, dimensions, and components of technological capacity to academia.Social/management contributions: The use of management technologies combined with the dimensions and components of technological capacity in micro and small industrial companies and public organizations, impacts on sustainable management and social development.

Strategic Clarity and Effect of Organizational Excellence: Analytical Research in The State Company for Automobile and Equipment Industry: An Extracted Research From PhD Dissertation.

The main objective the research is to investigate the relationship link and influence between the strategic clarity and the Organizational Excellence in the General Company for the automotive industry and equipment and to identify the pattern and nature of thinking incumbents administrative in the company concerned in order to determine the appropriate action and that lead to the consolidation approach of clarity and strategic and directing them towards achieving excellence Organizational , data from (1 has collected 67 respondents) represented a sample of managers and data analysis employed statistical programs ( SPSS, AMOS) Through the adoption of appropriate statistical methods . The results showed the health of relationships link and influence on the level of key variables and sub - dimensions, indicating the role of vital strategic clarity to achieve excellence Organizational in the company surveyed.

Creating and Implementing Standardized Management Innovation in a Large Organization

Management innovation represents one of the most important and sustainable sources of competitive advantage due to its context-specific nature. Still, current academic literature on management innovation and standardization is slightly limited. This intensive case study explores management innovation in a large European telecommunications company with the focus on standardization in managerial practices. The research data were gathered through interviews with managers from different levels of the case company. The results show that highly standardized management innovation is effective for reaching a standard level of management in a large company; it is also a prerequisite for further systematic development. Research questions: The purpose of this study is to gain insight into how standardization emerges in management innovation in a large organization by studying the construction and conduction of a managerial toolkit in a European telecommunications company. Links to theory: The theoretical framework is based on a study of management innovations and related processes by Birkinshaw et al. (2008) and a standardization study by Wright, Wylie & Sturdy (2012) in which the tasks of an internal change agent were divided into “ standardizing agendas” and “ standardizing methods”. Phenomenon studied: Adoption process of a standardized management innovation in a large company. Case context: The case company is a large European telecommunications company which operates in a highly competitive market where organizational excellence is extremely beneficial. The case study focuses on the case company management innovation process for creating a “toolkit” for day-to-day management in the retail sales channel. Research findings: The research findings gathered through systematic combining approach show that standardized management innovation is an effective tool for implementing managerial best practices from management fashions into organizational standards. Through adapting these learnings systematically to managers’ individual work, the good “standard” level of managing can be achieved in a large-size company. Reaching these standards also appears as a prerequisite for a further systematic managerial development in the organization. Discussion: This study contributes to management innovation research by highlighting planning and coordination in introduction and successful adoption of standardized management innovation. Planning communications, setting achievable timeframes and choosing the right implementers are important aspects of implementation. Clear guidelines help employees understand the ideological background of management innovation, and close interaction between change agents and store managers promotes the adoption of management innovation. A standardized management toolkit is an effective tool for putting external leadership ideologies, known as management fashions, into practice in a large organization. However, practical implementation requires comprehensive communication and preferably internal recruitment of change agents.

ISO 10015 Adoption as a Driver for Better Employees’ Performance: Implications for Organizational Excellence in Egyptian Tourism and Hospitality industry

ISO 10015 Adoption as a Driver for Better Employees’ Performance: Implications for Organizational Excellence in Egyptian Tourism and Hospitality industry

Does organisational culture determine performance differentials in the hospitality industry? Evidence from the hotel industry

PurposeThe purpose of the study is to examine performance differentials in the hospitality industry through organisational culture.Design/methodology/approachThe study adopted the positivism philosophy, thus relying on the quantitative approach. A structured questionnaire was deployed to gather data from 162 sampled respondents.FindingsThe study finds that mission, involvement and consistency as dimensions of organisational culture have a significant positive relationship with performance of the hotels. However, adaptability as an organisational culture dimension has no statistically significant relation with performance.Practical implicationsThrough this study, key stakeholders in the hospitality industry will understand that deploying organisational culture in businesses is important in enhancing performance of businesses.Originality/valueThe study is underpinned by the organisational excellence theory, and its main contribution to the literature is by proposing that when firms deploy excellent cultural attributes, their performance will improve.

Designing a Model of Human Resource Mentoring System Based on a Mixed Approach, With the Aim of Increasing Productivity

In recent decades, mentoring has been hailed as an important human resource management strategy, a career tool, and a learning activity in the workplace, and has played an important role in enhancing the positive outcomes of a high-performance work system. Therefore, the purpose of this study is to provide a model of mentoring system in the Ministry of Interior based on a mixed approach. First, based on the data theory of the foundation, 12 experts were interviewed. Sampling was done purposefully with a network of experts and continued until the theoretical saturation was reached. According to the research model, causal, pivotal, contextual, interventionist, strategic and consequences variables were identified. The results showed that mentoring will have consequences such as increasing knowledge sharing, organizational performance excellence, productivity, job satisfaction, psychological well-being, client satisfaction, increasing public trust in the organization, increasing trust in government and improving political understanding. For quantitative validation of the model and study of component relationships, the structural equation modeling approach was used using the partial least squares method using smart-PLS software. The statistical sample of this department was 237 managers and experts of the Ministry of Interior. The results of the quantitative step showed that the relationships in the model with appropriate impact coefficients were confirmed.

A TISM approach for the analysis of enablers in implementing mass customization in Indian manufacturing units

Mass Customization is a generic business strategy for organizational excellence and organizations striving for competitive advantage are incorporating MC into their business model. Though research has been done to identify enablers of mass customization, there has been an associated degree of study in conceptual papers while theory-building articles are less in number. Also, less study has been done in the Indian market scenario. The literature show that organizations are apprehensive of their technological potentials and are not taking initiative to transform themselves from conventional mass manufacturing companies to mass customization for emerging market needs. As a response to this research gap, a systematic literature review is conducted on enablers for MC and Total Interpretive Structural Modelling (TISM) and MICMAC analysis is used to develop a framework that illustrates how enablers are placed at different levels and how a particular enabler influences the other or getting influenced. Supporting this insight, a theory for accomplishing mass customization in manufacturing units is established. The theory is verified from experts by structured questionnaire from three Indian manufacturing companies where Mass customization is being practiced. This paper renders a summary of the methodology and specifies its validation in three case study companies. Practices are suggested to reinforce the attainment of mass customization in organizations aspiring to implement mass customization.

The Impact of Performance Management on Organizational Excellence in Educational Institutions and How to Strengthen it in Private Schools

The study was designed to measure performance management's impact on organizational excellence in educational institutions and how to support it. It used a descriptive-analytical method to deal with data and its classification, and its tool was designed to collect data from the study sample and then analyze it through the statistical package program (SPSS). The study community determines the educational institutions and how to strengthen them. The inspection unit consisted of all directors, heads of departments, and consultants in educational institutions and how to support them and their number (70). The study found a high level of performance management in its dimensions (performance planning, performance development, performance guidance, and performance evaluation) and a high level of organizational excellence in its dimensions (excellence of leadership, the excellence of strategies, and excellence of operations). It also concluded that there is a significant and statistically significant impact on management (Performance planning, performance development, performance guidance, performance evaluation) on organizational excellence in its dimensions (excellence of leadership, the excellence of strategies, and excellence of processes) in educational institutions and how to support them. To maintain the high level of application of the process of performance management in the organization and recommended the study of the need to strengthen and develop after the development of performance through the support and development of activities and training courses for staff more than it is through the results obtained a positive impact on all dimensions of organizational excellence.
 
 Received: 19 December 2020 / Accepted: 8 February 2021 / Published: 5 March 2021

The Impact of Human Resources Development Strategy on Achieving the Sustainable Organizational Excellence in the Yemeni Banks

This study aimed to investigate the impact of human resources development strategy on achieving the sustainable organizational excellence in the Yemeni banks. To achieve this objective, the analytical descriptive method was used. The study population consisted of 1314 employees from 10 Yemeni banks. The study sample of (306) was selected by using a non-stratified random method. The data were collected by a questionnaire. The collected data were processed and analyzed using the SPSS. The results of the study revealed that there was a discrepancy in the impact of the variables of the human resources development strategy on achieving the sustainable organizational excellence in the Yemeni banks. The highest degree of impact was found in the variable of innovation development strategy, whereas the lowest degree of impact was found in the human resources training strategy. In light of the findings, the study recommends that the Yemeni banks need to enhance the emphasis on achieving the sustainable organizational excellence of all dimensions and increase their attention to the implementation of human resource development strategy of all dimensions as this has a positive impact on achieving the sustainable organizational excellence.

The Impact of Human Resources Development Strategy on Achieving the Sustainable Organizational Excellence in the Yemeni Banks

This study aimed to investigate the impact of human resources development strategy on achieving the sustainable organizational excellence in the Yemeni banks. To achieve this objective, the analytical descriptive method was used. The study population consisted of 1314 employees from 10 Yemeni banks. The study sample of (306) was selected by using a non-stratified random method. The data were collected by a questionnaire. The collected data were processed and analyzed using the SPSS. The results of the study revealed that there was a discrepancy in the impact of the variables of the human resources development strategy on achieving the sustainable organizational excellence in the Yemeni banks. The highest degree of impact was found in the variable of innovation development strategy, whereas the lowest degree of impact was found in the human resources training strategy. In light of the findings, the study recommends that the Yemeni banks need to enhance the emphasis on achieving the sustainable organizational excellence of all dimensions and increase their attention to the implementation of human resource development strategy of all dimensions as this has a positive impact on achieving the sustainable organizational excellence.

SUCCESS FACTORS AFFECTING THE ADOPTION OF ARTIFICIAL INTELLIGENCE AND THE IMPACTS OF ON ORGANIZATIONAL EXCELLENCE: A CASE TO BE STUDIED IN THE MENA REGION, AND TURKEY IN PARTICULAR

ABSTRACT • Purpose AI adoption behavior requires firms’ preparedness, zeal, and high management support. Adoption is depicted by technology as an affected notion by the technologies internal and external gathering to the corporation in addition to their realized utility, organizational and technical harmony, and learning curve, pilot test experimentation, and intelligibility/illusion (Awa et al., 2015). The research provides supplementary comprehension image regarding adoption success agent, the anticipating defiances; the effect on organizational excellence and post-adoption benefits. • Methodology/approach The study utilizes the descriptive analytical tactic and data collection resources of both primary and secondary resources. Primary resources used mixed data collection instruments of both questionnaires and interviews. Secondary sources included literature review from pertinent previous studies, research papers, periodicals, books and references. The research sample draws from Turkish private business sector firms in health care, education, marketing and advertising organizations, services outlets, financial organizations, general trading & commerce institutions and telecommunications firms. In order to analyze the data, structural equation modeling was implemented. • Findings Total of (11) agents were suggested to critically influence AI adoption. The outcomes exhibit that three agents, namely correspondence, executive support, and observability, directly influence AI adoption. Organization’s technical capacity and perceived relative advantage impact compatibility, but they are indirectly related to AI adoption. Competitive pressure impacts relative advantage of Artificial Intelligence technologies, yet it is relevant to the adoption of Artificial Intelligence indirectly. However, the experimental impacts in this study imply that trialability factor is not linked to AI adoption. It should be noticeable that this factor, in other situations, might still exert influence. • Discussion According to the major research, the extra research examines the function of the external surrounding agents as well as discovers that despite that some of which are not decisive determinants for Artificial Intelligence adoption, they have the ability to affect compatibility, which signals that the external surrounding agents are still considerable in the whole process of adoption. Although it is not intended in the research to collect all agents which affect the adoption of Artificial Intelligence and firm predictable evolvement, in addition that the outcomes could be further tested by future research, it supplies a good grasp and precious scope at which to evolve as well as examine experimental assumptions regarding the relevant sectors. Secondly, similar researches could be conducted elsewhere outside the geographical scope of this research, including additional variables so as to validate the findings of this research. Keywords Artificial Intelligenece, Adoption of AI, Organizational Excellence

Quality assurance processes in local government bodies: features of definition and evaluation

The article is devoted to the definition of modern approaches to the identification and evaluation of quality assurance processes in local government, as a basis for the formation of appropriate local government management systems. It is noted that quality assurance in local government should begin with an intensive study of internal relationships between existing management processes – the implementation of a process approach methodology. To outline approaches to the processes’ definition and description that ensure the local government activities and services quality, a relationships’ scheme between the basic concepts of DSTU ISO 9000:2015 in relation to processes and results of activities. Emphasis is placed on the fact that the application of ISO 18091:2019 guidelines on adapting the process approach to local government bodies’ activities is extremely important in Ukraine, given the need to form a comprehensive control system in the field of administrative services delivery and increase the civil society institutions’ participation in relevant public monitoring projects. Adaptation provides by distinguishing of: three groups of processes for integral quality management (management processes; operational processes; support processes); improvement process; processes of citizen participation through Integral Citizen Observatory that facilitate cooperation between government and the community, as well as participate in monitoring processes. The tested approach to process measurement according to the CAF model, which has criterion 5 «Processes», is characterized. It is concluded that the public management mechanisms of the international standards requirements’ (ISO 9001:2015 and ISO 18091:2019) and organizational excellence models’ (EFQM, CAF, IPMA ICB) implementation need further study as a basis for quality assurance of administrative services provided by local governments. Priority areas include the legal and organizational mechanisms’ formation through the development of a national system of administrative services’ standards and administrative regulations and their projection to the territorial communities’ level.

The Impact of Core Competencies on Achieving Organizational Excellence: A Field Study at Yemeni Private Universities

The study aimed at identifying the impact of core competencies in achieving organizational excellence in Yemeni private universities. To achieve this goal, the study used the descriptive analytical method. For the purpose of data collection, a questionnaire was developed and distributed to (150) deans and directors at the universities. The data were analyzed using simple regression analysis. The results showed that there is a significant effect of the core competencies on organizational excellence in private universities in Yemen. Results also showed that there were significant differences attributed to the variable of university size. The results also showed that there were significant differences related to organizational excellence at the 0.05 level attributed to the size of the university. The study recommends building and developing the core competencies, as an important source for achieving organizational excellence and competitive advantage in universities, and making use of them to form a unique feature that is difficult to imitate, contributing to providing distinguished services. This can contribute to reaching a large segment of beneficiaries. Yemeni private universities should also promote the application of the principles of corporate governance to ensure positive changes in the internal environment and develop their performance in general, which may result in making positive changes in the surrounding community.

The Impact of Core Competencies on Achieving Organizational Excellence: A Field Study at Yemeni Private Universities

The study aimed at identifying the impact of core competencies in achieving organizational excellence in Yemeni private universities. To achieve this goal, the study used the descriptive analytical method. For the purpose of data collection, a questionnaire was developed and distributed to (150) deans and directors at the universities. The data were analyzed using simple regression analysis. The results showed that there is a significant effect of the core competencies on organizational excellence in private universities in Yemen. Results also showed that there were significant differences attributed to the variable of university size. The results also showed that there were significant differences related to organizational excellence at the 0.05 level attributed to the size of the university. The study recommends building and developing the core competencies, as an important source for achieving organizational excellence and competitive advantage in universities, and making use of them to form a unique feature that is difficult to imitate, contributing to providing distinguished services. This can contribute to reaching a large segment of beneficiaries. Yemeni private universities should also promote the application of the principles of corporate governance to ensure positive changes in the internal environment and develop their performance in general, which may result in making positive changes in the surrounding community.

Exploring the Effect of Talent Management Practices on Organizational Excellence in the Egyptian Health Sector: The Mediating Role of Smart Organization

This paper aims to investigate the direct effect of talent management practices on organizational excellence, and the role of the smart organization as a mediator. The empirical research is based on a convenience sample total of 370 employees working in the Egyptian university hospital located in Assiut. The results of structural equation modeling (SEM) indicate that talent management practices experienced a partial mediation effect of organizational excellence in the presence of the smart organization. However, there is no mediation effect on the relationship between reward, and organizational excellence. Finally, the study finds that talent management practices create a smart organization that leads to enhance organizational excellence in the Egyptian university hospital. Keywords: Talent Management, Organizational Excellence, Smart Organization, Egyptian university hospital. DOI: 10.7176/EJBM/13-4-06 Publication date: February 28 th 2021

Effective Management Decision Making and Organisational Excellence: A Theoretical Review

Studies have shown that decision making is considered germane for productive daily existence. Putatively too, innovative management decision making is deemed central to organizational success. However, there is an on-going debate as to the extent to which organizations can effectively turn their everyday managerial decision making to engender organizational excellence in the face of challenging business environment characterized by frequent economic fluctuations, technological advancements, and rapid pace of industrialization. Consequently, this study examined the relationship subsisting between effective management decision making and organizational excellence. Content analysis research approach involving the review of previous scholarly works was employed for the study. Findings from the study indicate that for managerial decision making to stimulate organizational excellence, practitioners must avoid decision traps while also putting into proper focus the place of team and collaborative efforts in their respective organisation. The study therefore concluded that effective decision making is a sine qua non requirement for organizations desirous of outperforming global competition as well as maintaining interactive relationships with customers and other relevant stakeholders. It is therefore recommended that managers should continuously embrace innovative ideas so as to constantly enhance their organizational excellence against all business odds.

Strategic Technology Foresight in Organizations through Quality Management and Business Excellence Concepts: A Case Study

We are living in an era of accelerated change and uncertainties where disruption in all aspects of our modern lives is the norm. In such context, foresight supported by quality management systems and organizational excellence frameworks comes into prominence as strategic toolset to face these social and economic challenges in organizations and societies and ensure sustainability. Foresight has been widely used by organizations as a strategy to support leadership and decision makers in situations that involve big uncertainties towards the future. The present paper is a conceptual study in the sense it discusses the relationship between organization`s foresight capability and quality management and organization excellence approaches. Essentially, we will attempt to answer the fundamental research question: “To what extent quality management and organizational excellence approaches and models lead to enabling and building future foresight capability of modern organizations?” For that purpose, a survey questionnaire was developed based on literature review, and administered online to leadership of Saudi organizations national wide. Statistical analysis performed. The analysis showed that quality management and organization excellence frameworks implementation in Saudi organizations would be an enabler for successful foresight implementation. This led to pronounce that in order to achieve their strategic objectives in line with the national vision 2030, Saudi organizations should implement quality management systems such as ISO 9001:2015 and the national quality award (KAQA). It is believed that the paper opens a discussion between quality professionals and foresight experts on the potential link between quality management principals and foresight capability in modern organizations operating in an accelerated change environment and disruption.

The effeect of entrepreneurship on organizational excellence: The mediating role of visionary leadership

The effeect of entrepreneurship on organizational excellence: The mediating role of visionary leadership

Uticaj dimenzija kvaliteta usluge, zadovoljstva korisnika i namera ponašanja na odgovarajuće konstrukcije u poslovanju sa stanovništvom - kontekst Bliskog istoka

Present competitive environment has made it necessary for organizations today to measure and monitoring service quality, customer satisfaction and behavioural intentions. Research is required to provide input to practicing managers to make appropriate organizational strategies towards customer retention and organizational excellence. This paper aims to study the influence of the dimensions on the respective constructs in the retail banking industry to get insights for strategy formulation that can help optimize utilization of the limited resources available for deployment. A robust procedure was used to develop the scale for the three constructs which would be appropriate for the culture and the country context. The scale obtained consisted of 7 dimensions for service quality and customer satisfaction, and 3 dimensions for behavioural intentions. The analysis of the data obtained from 373 usable questionnaires revealed that security and the other 'outcome' dimensions are the most important regarding service quality and customer satisfaction. In behavioural intentions, Loyalty was found to be the most important.

Exploring the Link between Organizational Learning and Transformational Leadership: A Review

This study highlights the relation between organizational learning and transformational leadership, recognizes the significance of transformational leadership and explores its association with organizational learning. Organizations can become more competitive by bridging the gap between the existing transformational leadership talents, skills and the organizational learning levels based on the leaders’ commitment and dedication that gives a new life to an organization. Some leaders have better capabilities and capacities to make their organizations more competitive as compared to others, and they do so by focusing on important factors, which improve organizational learning. Their aim is reinforcement of transformational leadership and improving the organizational members’ learning processes and competences to help them adapt to changes taking place in the business environment for achieving learning that results in organizational excellence. For exploring learning issues, results mentioned in the previous literature indicate that a positive relation exists between organizational learning and transformational leadership, while the former directly affects the development of creativity, skills, innovation, and capabilities.