Model Of Organizational Performance Research Articles

Dynamic Systems Model of Organizational Performance in Improving Public Service Quality of BPS In Bandung Raya Region

Initial analysis shows that the performance of BPS in Bandung Raya has not provided maximum results. This has an impact on the non-optimal quality of BPS public services in Bandung Raya. By using descriptive analysis, SEM, and system dynamics, this research seeks to determine the implementation of BPS performance in Bandung Raya, analyze the factors that hinder the quality of public services, and analyze what performance models are effective in improving the quality of BPS public services in Bandung Raya. The results showed that there are still several things that need to be improved related to the strategy, process, and capability of BPS in Bandung Raya. From these three aspects, it was found that the process and organizational capability had a positive and significant effect on the quality of BPS services in Bandung Raya, while the business strategy did not have a significant effect. Several factors that hinder the performance and effectiveness of BPS services in Bandung Raya were also found. These factors are related to transformational leadership, training for human resources, technology and information, and data integrity. Therefore, this research provides 5 scenarios obtained based on the results of system dynamics simulation to be used as policy proposals. Of the 5 scenarios, it is found that scenario V, namely data integrity, is the best scenario because it is able to improve organizational performance up to 76.01% and service quality up to 70.82%. By applying the novelty of this research, it is expected to improve the quality of BPS public services in Bandung Raya.

Effects of Strategic Leadership Practices on Public Organization’s Performance in Tanzania: A Case Study of Kigamboni Municipal Council

This study examines the impact of strategic leadership practices on the performance of Kigamboni Municipal Council in Tanzania, utilizing Strategic Leadership Theory. The research employed a quantitative, cross-sectional design, targeting councilors and employees as respondents. Data was collected from 61 participants through a questionnaire, and analysis was conducted using descriptive statistics and linear multiple regression. Results indicate significant relationships were found between strategic practices and organizational performance. the influence of leadership strategic direction practices model explains 25.0% of the variance in organizational performance (R² = 0.250; F (4, 54) = 4.495, p = 0.003) with significant predictors including Municipal Written Vision, Mission, and Goals (Beta = 0.486, p = 0.000): A strong positive relationship with performance.- Municipal Formal Direction Setting Process (Strategic Plan) (Beta = -0.560, p = 0.002): A negative impact indicating ineffective planning. Operational Efficacy model explains 58.0% of the variance (R² = 0.580; F(6, 53) = 5.423, p = 0.000). Significant predictors including Efficient Service Delivery (Beta = 0.759, p = 0.000) having strong positive impact on performance. While Timely Citizen Needs and Response** (Beta = -0.573, p = 0.001**): Negative impact emphasizing prompt responses. Strategic leadership in human capital Competence Development explaining 30.8% of the variance (R² = 0.308; F (5, 54) = 4.640, p = 0.001), significant relationship noted on Developed Human Capital Competency (Beta = 0.647, p = 0.000): Strong positive influence. While, Spotting Cost Advantage Opportunities (Beta = -0.735, p = 0.000) has negative impact on performance. The roles/functions played of leadership practices strategic control element in achieving Organizational Performance model explains 34.3% of the variance in performance (R² = 0.343; F(7, 52) = 3.386; p = 0.005). Key findings indicate that identifying flaws (Beta = 0.837, p = 0.000) and monitoring progress (Beta = 0.883, p = 0.046) significantly enhance performance. Conversely, the need for timely corrective actions negatively impacts outcomes (Beta = -1.277, p = 0.006). While informing operational strategies contributes positively (Beta = 0.084, p = 0.048), financial controls show limited significance (Beta = -0.133, p = 0.498).The findings conclude that strategic leadership practices significantly contribute to the overall performance of Kigamboni Municipal. Thus, for an organization to achieve optimal performance, strategic leaders is inevitable in formulating and implementing strategic directions ensure operational efficiency, develop staff competencies, and establish robust strategic controls. Policy recommendations include investing in human competence development, setting clear vision statements and goals, providing leadership training, implementing strategic controls, introducing change management processes, and aligning with organizational objectives.

Conceptual Framework of the Relationship between Organizational Health and Strategic Performance

The current research attempts to clarify the intertwined properties between Organizational Health and Strategic Performance. Moreover, established an integrated framework for the fields. With limited information about Organizational Health and its relationship with Strategic Performance, this research investigated the dimensions perspective of Organizational Health and its relationship to Strategic Performance. The focus is to explain the relationship between Organizational Health and Strategic Performance. Five dimensions of Organizational Health are included in this research: (A focused goal, Adequate communication, Optimal power equality, Resource Utilization Morale) and the four dimensions of Strategic Performance. Several contributions of this research were an integrated model of Organizational Health and Strategic Performance were conceptually tested. A revised model was present and that may lead to contribute the future research in this area.

7S-McKinsey Based Organizational Performance Model on MSMEs

In facing economic challenges and global competition, applying this organizational performance model can help MSMEs increase business effectiveness. This examine discusses making use of the organizational performance model primarily based on the 7S-McKinsey framework to MSME organizations. This study objectives to recognize the effectiveness of the 7S-McKinsey organizational performance model in improving the overall performance of MSMEs. This studies makes use of a qualitative technique to descriptive techniques. records series includes interviews, observations, and documentation. 7S-Mckinsey mapping as data analysis to determine the strategy, structure, capabilities, styles, staff, systems, and shared values contained in MSMEs. The goal is to be able to find out the mapping7S-McKinsey found in MSMEs. The results showed that applying an organizational performance model based on the 7S-McKinsey framework can improve the performance of MSMEs. In this case, the essential elements are strategy, structure, and capabilities, followed by elements of standard style, staff, system, and values. This research contributes practically to the importance of understanding the effectiveness of the 7S-McKinsey organizational performance model to improve MSME performance.

The moderating effect of financial performance exerts on the interaction of absorptive capacity and organizational performance

Objective of the study: In this paper, we will analyze the moderating effect of financial performance exerts on the interaction of absorptive capacity and organizational performance. Methodology / approach: A conceptual model was developed to assess the relationship between absorptive capacity, financial performance, and organizational performance in small and medium-sized Brazilian companies. To capture the multidimensional nature of absorptive capacity, this study uses structural equation modelling and measures the meditating effects of financial performance. Main results: The main finding is the moderating effect. The effect of absorptive capacity on organizational performance has a moderating effect of financial performance. Theoretical / methodological contributions: Small businesses ought to recognize and take advantage of the practical benefits of absorptive capacity. However, entrepreneurs should find motivation to develop more formalized absorptive capacities to raise the organizational performance. The results can help companies identify ways to better appropriate external information and knowledge to improve absorptive capacity. Relevance / originality: The research contributes to the proposition and empirical test of a predictive model of organizational performance in small and medium-sized enterprises, which can predict organizational performance in Brazilian´s SMEs. This study represents one of the first attempts to investigate the relationships between absorptive capacity, organizational performance, and financial performance. Social / management contributions: The results can help companies identify ways to better appropriate external information and knowledge to improve absorptive capacity.

A Strategic Change Management Model of Enhancing Organizational Performance of Telecommunication Organizations in Zimbabwe.

Change management is a concept that has been embraced by firms the world over given the fact that firms that practices change management tend to benefit from enhanced organizational performance (Nyoni et al., 2017). Research has shown that companies which adopt strategic change management tend to benefit in terms of increased profits and enhanced organizational performance (Chavan & Bhattacharya, 2022). According to Buschow & Suhr (2022) change management refers to the practise of taking a methodical, organised approach to the transition or transformation of an organization’s objectives, procedures, or technologies. Implementing strategies for bringing about change, maintaining control over change, and assisting individuals in becoming accustomed to change are the primary objectives of change management (Husnah & Aslami, 2022). Feranita et al. (2020) defined change management is the process of describing and implementing change within a company’s processes, both internal and external. Munawar (2021) noted that change management involves preparing and supporting personnel, developing the essential processes for change, and monitoring activities both before and after the change to ensure that it is successfully implemented.

A Supply Chain Relationship Management Model of Enhancing Organizational Performance of Large Food Processing Manufacturing Organizations in Harare, Zimbabwe

A Supply Chain Relationship Management Model of Enhancing Organizational Performance of Large Food Processing Manufacturing Organizations in Harare, Zimbabwe

A structural equation model of organizational performance of airports of Thailand public company limited

A structural equation model of organizational performance of airports of Thailand public company limited

The Model of Organizational Performance Based on Employees’ Dynamic Capabilities–Verification During Crisis Caused by Black Swan Event

The article concerns the potential influence of employees’ dynamic capabilities on the performance of entire organization, which operates in crisis caused by Black Swan event. It is the expansion of job performance model based on employees’ dynamic capabilities, proposing the possibility of translating the positive influence of those capabilities onto entire organization and underlining the importance of employees’ dynamic capabilities during crisis within organization. Based on literature analysis, the shape of the amended model is proposed, in which employees’ dynamic capabilities influence organizational performance through elements of the original model (person-job fit, work motivation, job satisfaction, work engagement and job performance), and additional ones: person-organization fit, person-supervisor fit. The proposed model is empirically verified based on the sample of 1160 organization operating in Poland, Italy and USA during an active wave of COVID-19 pandemic (which is an example of Black Swan event). The results obtained using path analysis confirmed that employees’ dynamic capabilities indeed influence organizational performance of organizations operating in crisis caused by Black Swan event through elements proposed in the model.

Organizational performance model based on e-leadership in crisis caused by COVID-19 pandemic

The paper concerns the role of e-leadership in organizations operating in crisis caused by COVID-19 pandemic. Based on the extensive literature review, it introduces a new model of organizational performance based on e-leadership, as a response for sudden growth of dependence of modern organizations on IT. The influence of e-leadership on organizational performance is assumed to be mediated by work engagement, employees’ dynamic capabilities, work motivation, P-J fit and job performance. The theoretical model is verified by empirical research performed among 1160 organizations operating in Poland, Italy and USA during an active wave of COVID-19 pandemic. The obtained results confirmed the proposed hypotheses, allowing to conclude that e-leadership activates work engagement of employees, who are more willing to use their dynamic capabilities to shape work motivation and reestablish P-J fit, which in turn influences positively job and organizational performance.

The Influence of Organizational Identity on Knowledge Employees’ Job Performance—The Mediating Role of Work Values

This study focuses on the influence of organizational identity on knowledge employees’ job performance and the mediating effect of work values. Job performance is divided into task performance and contextual performance and then a theoretical hypothesis model of organizational identity-work values-job performance is constructed based on the theory of social identity. Combined with the questionnaire data of 483 knowledge employees, the SEM was used to empirically test whether the theoretical hypothesis model was valid. It is found that organizational identity has a positive impact on knowledge employees’ job performance, and work values partially mediate the relationship between organizational identity and job performance. Overall, the results show that improving the organizational identity level and work values of knowledge employees can promote their job performance. Finally, based on the results, the theoretical and practical implications of the study are discussed.

Challenges of adapting to organizational culture: Internationalization through inclusive leadership and mutuality

Many universities in Japan have expanded their international faculty as part of their internationalization efforts. However, little is known about how the reform-driven expansion has influenced organizational culture and leadership practices. The present narrative case study aims to offer insights into international faculty members' personal accounts of their adaptation challenges and proposes ways to enhance their integration. Narrative interviews were held with eight international English teachers from a non-English department of a Japanese university. The interview questions were informed by Burke and Litwin’s (1992) Casual Model of Organizational Performance and Change (see Fig. 1). Creswell and Creswell's (2013) six-step method was used for the qualitative data analysis. The findings suggested the hierarchical organizational culture remained uninfluenced despite the faculty expansion. This was attributed to uncertainty avoidance to maintain harmony and ensure a smooth operation. Therefore, leadership practices were also focused on standardization of teaching and course design through micromanagement practices. The participant accounts indicated that exclusive leadership along with the existing hierarchy resulted in isolation. However, the feeling of isolation was perceived both positively and negatively. Finally, through the participants' self-reflection, lack of linguistic and intercultural competency appeared to be a hindrance to their integration. Thus, it may be necessary to focus on inclusive leadership and intercultural competence building to accomplish mutuality for the successful integration of international faculty members and create new avenues for the leadership to harness diversity.

Knowledge Management and Organizational Performance in Nepalese Commercial Banks

Knowledge is taken as the most important resource by modern organizations. Hence, it should be managed properly to bring results. In relation to the above issue, this study aims to explore the relationship between Knowledge Management (KM) and Organizational Performance (OP) in commercial banks in Nepal. A survey research strategy has been adopted to achieve the research objective. This study is based on the population of 27 commercial banks in Nepal. Data has been gathered through structured questionnaires. The eight commercial banks were selected randomly, and the respondents were 107 officer-level employees. The statistical tools CFA and SEM were used for data analysis. CFA was used to develop and validate the model of KM, and OP and SEM were adopted to show their relationship. The finding of this study revealed that KM significantly affected OP, which opens a new avenue to management in commercial banks. This study highlights the contribution to understanding the importance of KM for the enhanced OP. The banks should emphasize knowledge as a key asset and formulate policies and systems accordingly.

PRENESENI DJELOKRUG U LOKALNOJ SAMOUPRAVI: TEORIJSKA RAZMATRANJA I KOMPARATIVNA ISKUSTVA

After the abolition of the county administrative offices in January 2020, the tasks performed by the county administrative offices as first-instance state administration bodies were delegated to the counties, as the second level self-government units in Croatia. By this organizational change, the model of deconcentrated performance of state administration tasks was replaced by the model of administrative decentralization. In this context, the paper presents the features of the delegated scope of competence as an organizational performance model of state administration tasks in territorial units and administrative decentralization with a delegated scope of competence as an institutional result. The review of the scholarly literature on the delegated scope of competence and the effects of administrative decentralization is supported by a comparative review of the delegated scope of competence in the Czech and German local self-government. Based on theoretical considerations and comparative practices, the paper discusses the possible effects of the application of the delegated scope of competence in Croatian counties on their institutional development and performance of the delegated tasks.

A Test of a Configurational Model of Agency Performance in the United States Federal Government Using Machine Learning Methodology

ABSTRACT This paper takes PA research on organizational performance in a new direction by testing a configurational model using self-organizing maps, a machine learning methodology. The model was built and tested using six performance dimensions from 2017 Federal Employee Viewpoint Survey (FEVS). Four distinct performance profiles or groups were identified: very low performers, average performers, transitional performers, and high performers. Implications for theory development and practice of configurational models of public organizational performance were discussed.

The Mediating Role of the Ability to Adapt to Teleworking to Increase the Organizational Performance

In this article, the authors develop an econometric model to determine the impact of professional telework activities on the degree of employees' performance, based on the ability to adapt to the new labor system. The data were collected using a questionnaire addressed to employees of companies that provide financial consultancy in Romania and were analyzed using the statistical software Smart-Pls 3.3.2. Starting with the literature of profile, the paper identifies the drivers of the organizational performance model in carrying out professional activities in the remote working system. These indicators are independent variables that model the impact of telework activities on business performance. The results of the study confirm the hypotheses presented in the article, emphasizing that the performance indicator of employees working in the remote system is the direct and intrinsic result of the collaboration of several factors, such as personal psychological, economic, and professional needs, system variables and regulation, while the ability to adapt to telework has a moderator effect between independent variables and the organizational performance. Identifying the determinants that contribute to increasing organizational performance through professional activities in telework is relevant for the human resource management, to value the positive aspects, such as the ability to actively involve employees, rewarded for their work and to prevent their resilience to change. © 2021, Amfiteatru Economic. All Rights Reserved.

The competing value framework model of organizational culture, innovation and performance

PurposeInnovation is the basic input to organizational endurance; therefore, the study of processes that support innovation should be of interest to practitioners and researchers alike. Consequently, there is increasing attention for the supplementary research examination of the influencing elements of innovativeness.Design/methodology/approachThe data were collected in 2018 using adapted questionnaires that were tested. The respondents were 446 employees of Pakistan Electric Power Company (PEPCO). Bivariate correlations and hierarchical regression were used for the data analysis.FindingsThe findings showed that the competing value framework (CVF) model of organizational culture may promote innovativeness that translates to the progress of PEPCO, which deserved barrier for everyone relying on the values made by the culture of the organization. The adhocracy culture is considered to be statistically suitable for the prediction of performance and enhancement of innovation in the organization. Based on the above findings, it may be deduced that innovation mediated the relationship between some particular types of organizational culture and performance.Practical implicationsThe CVF model provides a supportive framework for the development of procedures that promote innovation in the organization. The focus of the CVF model highlighted employees' behavior and function of organizational culture, which can restrain or stimulate performance. This study reported and developed a basis for an empirical model based on the CVF model.Originality/valueThis paper found that the CVF model and innovation are mega sources of innovation at PEPCO. This work should be of interest in the area of innovation and performance improvement. There are very few empirical research studies on the relationship between organizational culture, innovation and performance, specifically in the context of developing countries. This is one of the very few studies conducted to empirically examine the influence of CVF model on performance through the mediating role of innovation in PEPCO.

Model of organizational performance with continuous improvement and technological innovation in micro-enterprises of dairy products

Ecuador – Riobamba city is a cattlee region, where its main source of income is the elaboration of products from fresh milk. Where they have taken 15 micro companies that are dedicated to this area, there are 33 more registered in the MIPRO, which belong to the province of Chimborazo.
 The purpose of this research is how organizational performance (DO) is directly related to continuous improvement and scientific invention (MC and IC), in which the first must be established in the managers so that the second can be achieved in the processing companies of dairy products.
 It is concluded that there is indeed a direct influence of the D.O with respect to M.C. and I.C.

The prototype of the organizational maturity model’s digital twin of an educational institution

The article describes an approach to creating a high-precision model of a system of high-level indicators of an educational organization. The proposed solution is based on building a dynamic model of high-level organizational performance within the digital twin concept. BPMS ELMA was used as a technological platform for the solution. The predictive model is based on a linear model of a discrete-time automatic control system. The digital twin is supplemented by a recommendation module using optimal control methods and recursive filters. The parameters of the predictive digital twin model are refined based on the digital shadow data. As we collect digital shadow data, we should expect an increase in the accuracy of the forecast model, which in the future will allow us to speak of it as a model with high accuracy.

Indonesian Islamic Banking Performance: a Conceptual Framework

This conceptual paper aims to develop an integrated organizational performance model. The analysis will focus on the role of organizational management variables using Indonesian Islamic banking as a case study and features a correlation between how they manage their performance. The model developed in this paper uses a conceptualization phase adapted from Dubin's theory-building method. The conceptualization phase formed through interviews, observations, written expert experiences, and research publications. The finding proposes a conceptual framework that has the potential to boost organization performance by pay attention to how to bring together service innovation, knowledge management capability, and human capital drivers in such a model. The findings provide valuable insights for organizations into non-financial variables' role and the importance of organizational management variables in improving organizational performance, which could help them in (re-) align their management practices and formulating strategies for Indonesian Islamic banking.JEL Classification: L2, L8How to Cite:Pertiwi, R. R. (2020). Indonesian Islamic Banking Performance: A Conceptual Framework. Etikonomi: Jurnal Ekonomi, 19(2), xx – xx. https://doi.org/10.15408/etk.v19i2.16270.