Level Of Decision-making Autonomy Research Articles

Strengthening contraceptive counselling services to empower clients and meet their needs: protocol for a two-stage, multiphase complex intervention in Pakistan and Nigeria

BackgroundHigh-quality contraceptive counselling can accelerate global efforts to reduce the unmet need for and suboptimal use of modern contraceptives. This study aims to identify a package of interventions designed to...

Empowering Decision Support System and Social Change: 'Leadership as the Change Agent'—Investigating the Mediating Role of Information Management Culture in Technological Innovation and Socioeconomic Development as Moderation

In contemporary business settings, the ability to sustain a competitive advantage is contingent upon two pivotal factors: organizational performance and technological innovation. Comprehending the determinants that propel these results is imperative for achieving success within an organization. The objective of this investigation is to scrutinize the interconnections among decision-making autonomy, leadership style, change readiness, and information management culture, and their effects on both organizational performance and technological innovation. Furthermore, the research investigates the intermediary function of information management culture and the moderating impact of socioeconomic development. The present investigation employs a quantitative research methodology utilizing a cross-sectional design. The study utilizes a purposive sampling method to choose a sample of 430 bank employees from diverse banks in China. A survey instrument is employed to assess the variables of interest, which have been derived from prior research. The study's results indicate that the level of decision-making autonomy has a noteworthy and favorable influence on both the performance of an organization and its technological innovation. The study reveals that change readiness has a noteworthy and favorable influence on the performance of an organization. Additionally, the culture of information management displays a significant and positive correlation with both technological innovation and organizational performance. The research also highlights the role of information management culture as an intermediary factor that influences the relationship between decision-making autonomy and both organizational performance and technological innovation. Additionally, the study reveals the moderating impact of socioeconomic development on the correlation between information management culture and organizational performance.

Linking plant roles and operations strategy decision-making autonomy in international manufacturing networks

This paper is concerned with the management of multi-plant manufacturing networks. Two key concepts in this domain are plant roles and plant autonomy in the context of operations strategy decision-making. We investigate the relationship between these two concepts and their impact on plant performance. We use data from 102 manufacturing plants belonging to multi-plant networks. The results suggest a relationship between plant roles and operations strategy decision-making structures. Plants with high levels of decision-making autonomy typically have high levels of production, supply chain, and development competences, while plants with a low level of decision-making autonomy are primarily those with only production site competences. Integrated structures for operations strategy decision-making, which include both the network level and the plant level, exist for all plant types and are thus not restricted to plants with a certain set of site competences. In accounting for both the plant type and decision-making structure, we were unable to detect any significant differences between groups in terms of performance effects. Instead, it seems that the fit between plant type and decision-making structure is important and that choosing the right type of operations strategy decision-making structure moderates the performance of plants with low site competence levels.

Cinema as a form of composition

Cinema as a form of composition

The relation between social capital and burnout: a longitudinal study.

Although social capital approach has showed its merits in predicting well-being and health in the working environment, studies examining the relation between social capital and burnout are scarce and limited to cross-sectional studies in the health care sector. This study aims to explore the longitudinal relationship between workplace social capital and burnout in a Belgian company in the energy sector. An additional aim was to assess whether the relation between workplace social capital and the dimensions of burnout was independent of job characteristics, i.e., the level of decision-making autonomy and task variety, and demographical variables. Analyses are conducted on the questionnaire data of 473 workers who participated at the two waves (2013 and 2014) of a longitudinal study. The results showed a negative relation between social capital and distance and a positive relation between social capital and competence, after 1-year follow-up and after adjustments for baseline levels of the respective burnout dimension. In contrast with the literature, no relation between social capital and emotional exhaustion was found after adjustment for baseline level of emotional exhaustion. After additional adjustments were made for the job characteristics 'decision-making autonomy' and 'task variety', the relation between social capital and competence disappeared. This study delivered evidence for the lagged relation between social capital and distance, even after controlling for demographical and job characteristics. Therefore, the findings suggest that organizations should pay attention to strategies enhancing social interaction, enabling to increase the levels of support, reciprocity, sharing and trust, in the prevention of burnout.

Educational Management Program on Enforcement Autonomous Decision Making among Novice Graduate Nurses

Background: autonomous decision making (DM) is a positive concept for novice graduate nurses (NGNs) influencing job satisfaction, retention and quality of care. They have to exercise judgments and DM skills through learning DM process to act independently and autonomously. Aim: to assess, design, implement, and evaluate an enforcement educational management program on autonomous clinical and managerial decision making for novice graduate nurses. Setting: study was conducted at Tanta University and El Menshawy Hospital. Subjects: all (90) novice graduate nurses working in above mentioned setting. Tools: Three tools were used including decision making autonomy assessment scale, decision making and principles of autonomy knowledge test and educational enforcement program on decision making and autonomy principles. Results: Pre programs, all NGNs have low level of DM autonomy in clinical and managerial decisions and had poor level of knowledge about DM autonomy principles. Post program, (95.5%) of NGNs had good level of knowledge. NGNs (12.3% and 24.4%) had moderate level of managerial and clinical DM autonomy respectively. Conclusion: NGNs at two hospitals not having the authority and autonomy for making clinical and managerial decisions. Additionally, had lacking knowledge about decision making autonomy principles and facing organizational obstacles that limit their autonomy in DM. Post program, NGNs' knowledge and skills about autonomous DM improved. Recommendations: updating the structure of NGNs' job description including their involvement in decision making. Stress active managerial support to NGNs to improve their decision-making skills and become independent in clinical and managerial decisions

Size and marketing centralization in multinational companies

A large-scale mail survey of some 200 Australian subsidiaries of multinational organizations aimed to identify a possible relationship between organizational size-related variables and the degree of centralization enforced by the multinational in relation to marketing decision making. The findings—that size and centralization are not correlated for each marketing mix variable—enhance previous literature on this issue, whose studies combined all marketing tasks with inconsistent results. This suggests that using organizational size-related variables as means of assigning the appropriate level of decision-making autonomy to each of the traditional marketing areas is not appropriate.