Organizational Development Process Research Articles

Competing institutional logics in healthcare organizations: theorising digitalism

PurposeThe digitalisation of healthcare services has proven to be difficult, with numerous negative effects. We argue that the reason for the problem is not poor project management, but a clash of different institutional logics. The aim of this article is to explore, define and theorise the concept of digitalism, as a term for a new institutional logic in contrast to other, more known logics in organisations, such as managerialism and professionalism, to better understand processes of digitalisation.Design/methodology/approachWe illustrate our arguments with a case study of a process of organizational development before and after the implementation of centralised large-scale IT systems at a large Norwegian hospital. Data was extracted from documents and observations from January 2015 to January 2016 during an organizational audit. In addition, a follow-up study was conducted in 2019 and 2024 by interviewing eight key personnel who were involved in the implementation process.FindingsThe implementation of a new digital health record in a Norwegian hospital is a process of social restructuring that involves new actors, logics and control systems. The process of digitalisation shows us how digitalism create tensions, diverges and merges with other institutional logics.Practical implicationsUnderstanding digitalism as a sensitising concept offers insights into how large-scale technology and organizations are tied together and can help to reduce organizational dysfunctionalities and improve the implementation of IT systems.Originality/valueThis study contributes to a new understanding of digitalisation processes and links an ongoing theoretical debate on the digitalisation of organizations with empirical findings.

What is the critical impact of strategic alliances on innovation, product development, and organizational performance? Three studies in SMEs-An Indian context

ABSTRACT This study addresses the dynamic interaction of strategic alliances (SA) on innovation (IN), product development (PD) and organisational performance (OP) in the Indian small and medium enterprises sector. Three empirical studies (Study 1: N = 170; Study 2: N = 185; Study 3: N = 200) were conducted to test the impact of SA on IN, PD and OP. The questionnaire was distributed to the top- and middle-level managers in Indian SMEs. Furthermore, we applied regression and correlation analysis to explore the relationship between our study variables. The result of Study 1 indicates that there is a significant relationship between SA and IN. In addition, resource integration (RI) plays a significant mediator role between SA and IN. The result of Study 2 indicates that there is a positive impact of SA on PD. In contrast, knowledge sharing (KS) has an insignificant effect on the relationship between SA and PD. The result of Study 3 reveals that there is a positive impact of IN, sustainability (SU) and environmental factors (EF) on OP. This study provides a critical and practical contribution to SA by examining the impact of SA on the organisational performance development processes (IN, PD and OP).

STRATEGIC PLANNING OF STRUCTURAL TRANSFORMATIONS WITHIN THE CONTEXT OF CORPORATE ORGANIZATIONAL DEVELOPMENT

This article is a comprehensive exploration of the theoretical and methodological principles of strategic planning for structural transformations in the context of corporate organizational development. It breaks down the complex concept of structural changes into simpler terms, defining them as specific alterations in business structure or the architecture of an integrated group of enterprises. The paper proposes a unique perspective on organizational development, viewing it as a process of breaking down the constituent elements of an enterprise, accompanied by changes in how these elements are connected, modifications in relationships between these elements and their external environment, adding new elements into the structure, and removing existing ones or a comprehensive solution involving doing some or all of these changes at the same time. It is demonstrated that the most radical and effective structural changes are associated with changes in how corporate and managerial control is distributed. The components of the mechanisms for accomplishing strategic tasks during organizational transformations that directly impact the structure of capital, resulting in the creation of legally independent entities, are identified. The sequence of stages in the strategic planning process of organizational development includes identifying the need for strategic changes, setting a system of objectives, assessing the appropriateness of modifying the business portfolio and conducting competitive analysis: evaluating the current status of the company, analyzing potential prospective resource zones and business areas; identifying strategic gaps between current and prospective profiles of strategic business units; analyzing the synergy of strategies; assessing constraints; optimizing the prospective business portfolio within a given system of objectives and constraints considering potential synergy; and developing competitive strategies in prospective business sectors. It also outlines the formulation of rules, mechanisms, and plans for managing strategic transformations. The primary constraints encountered during goal-setting in the context of organizational development include the time required to bridge strategic gaps, which are deemed critical due to the unpredictability of external environment behavior, the life cycle of the technology, or demand for products; cost implications and the availability of resources necessary for the strategic reorganization of the enterprise; and the company's ability to procure resources sufficient in volume and quality to undertake strategic restructuring.

Innovation management in tech start-ups: A review of strategies for growth and sustainability

In the dynamic landscape of the technology sector, start-ups play a pivotal role in driving innovation, disrupting traditional industries, and shaping the future of business. This review paper provides a comprehensive overview of innovation management strategies adopted by tech start-ups to achieve sustained growth and long-term sustainability. The paper synthesizes existing literature on innovation management, drawing from a diverse range of sources such as academic journals, industry reports, and case studies. It aims to shed light on the key challenges faced by tech start-ups in managing innovation and explores effective strategies employed by successful ventures. The review categorizes innovation management strategies into three main pillars: organizational culture, strategic partnerships, and agile development processes. Firstly, it delves into the significance of fostering an innovative culture within start-ups, emphasizing the role of leadership in creating an environment that encourages creativity, risk-taking, and continuous learning. Success stories of tech start-ups that have successfully embedded innovation into their organizational DNA are analyzed to distill best practices. Secondly, the paper discusses the critical role of strategic partnerships in fostering innovation and driving growth. It explores how tech start-ups strategically collaborate with established industry players, research institutions, and other start-ups to leverage complementary strengths, access new markets, and share resources. Lastly, the review examines the importance of agile development processes in ensuring rapid adaptation to changing market dynamics. It discusses how tech start-ups utilize agile methodologies, such as Scrum and Lean Startup, to iterate quickly, test hypotheses, and respond effectively to customer feedback. The paper concludes with a synthesis of the key findings, highlighting the interconnected nature of these innovation management strategies and their collective impact on the growth and sustainability of tech start-ups. The insights presented in this review provide a valuable resource for entrepreneurs, researchers, and policymakers seeking to understand the intricacies of innovation management in the context of technology start-ups.

Traditional Institutions and Economic Transformation of West Aceh Coastal Community in Indonesia: A Sustainable Energy Policy

This study develops energy for adapting customary institutional policies in creating food security for coastal communities. This development has not been on target under the village potential determined interactively by the government at the village level in Aceh. This study is designed using a qualitative approach and case study methods based on previous research which focuses on SDGs development achievements in improving the Keujruen Blang traditional institution as one of the traditional institutions that function as rice paddy management which can create food security for farming communities in the coastal region of Aceh. West Secondary and primary data collection techniques and in-depth interviews follow the objectives set. The results of the research show that the energy of SDGs development policies is based on traditional institutions and can be carried out through a model approach to implementing public policy with a bottom-up method that must be carried out by the village government and traditional institutions of Keujreun Blang in the West Aceh region with a model management system scheme, organizational development and bureaucratic processes directed, and must form methods of controlling conflict and analyzing the success and failure factors of the community in creating transformative development of the Keujreun Blang traditional institutional organization as a reference for the economic welfare of the farming community.

The relationship between career satisfaction and organizational commitment: evidence from the Kuwaiti banking sector

Purpose Grounded in social cognitive career theory (SCCT), this study aims to examine the influence of contextual factors on the relationship between career satisfaction and organizational commitment, within the banking sector in Kuwait. Design/methodology/approach This study used a cross-sectional design analyzing a self-report questionnaire (N = 278). Findings This study investigates affective, normative and continuance commitment in relation to career satisfaction, within the banking sector in Kuwait. Findings indicate a positive relationship between career satisfaction and all of affective, normative and continuance commitment; although the relationship that appears to be the strongest is between career satisfaction and normative commitment. Research limitations/implications The single site, cross-sectional approach is a limitation. The data were collected before the COVID-19 pandemic. Future research into career satisfaction and organizational commitment in different sectors is necessary and a replication of this study in a post-COVID context would also be valuable. Practical implications Human resource development (HRD) policies in contexts such as Kuwait should prioritize career progression initiatives to enhance career satisfaction and contribute to increased organizational commitment. More attention is necessary to organizational HRD career planning and development policies and processes. Effective line manager development programs to equip managers to provide feedback and constructive performance management are recommended, as is the organizational provision of career counseling and guidance to support career development policies and processes. Originality/value This study combines the use of established constructs with an SCCT theoretical lends to contribute new theorization of the relationship between career satisfaction and organizational commitment in non-Western cultural contexts. It challenges assumptions in current theorization of the relationship between career satisfaction and commitment that privilege affective commitment over other dimensions.

Developing Organizational Change Capabilities using ADKAR model of Change: The Efficacy of Context Sensitive Training

Organizational change and development are a challenge for stagnant culture of public sector Organizations in Developing Countries. Training plays a vital role in organizational change and development. However, it is not clear how training modules, methods and approaches should be designed and implemented that direct the organizational change and development towards desired outcomes. The present study considers the case of Pakistan Public Sector Organizations and studies the training dilemmas in three dimensions. Using the grounded theory approach, qualitative data collection tools were adopted to collect data from trainees, trainers, and the training organizations. The data from trainees helps to identify the learning behaviors, training methodologies and the organizational needs versus training contents. The data from trainers informed the trainers’ perceptions on learning behaviors, training methodologies and modules adopted and related constraints. Finally, the data from training organizations helps the researcher to observe the real picture through observations, and to understand the process of designing training calendars and their coordination with public sector organizations. The sample of the study completed with the saturation of emergent themes. The collected data was analyzed using Grounded theory analysis in MAXQDA. The results show that there is lack of match between organizational needs, learning behaviors and the training approaches. This mismatch leads to further controversies such as inappropriate learning behaviors, and lack of competency development. These controversies impede the organizational change and development processes. If training improves as per organizational needs and learning behaviors, this can lead to improved organizational change and development. In this regard, the study has suggested a model for organizational change through Context Sensitive training.

MANAGEMENT OF THE DEVERLOMENT OF SPORTS ORGANIZATIONS ON THE BASE OF COGNITIVE MODELING

The article defines the relationship between organizational changes and organizational development of enterprises that affect the formation of the decision-making system. The factors of the cognitive model of managing the organizational development of sports organizations and enterprises are considered, and the impact on the formation of the management system of organizational development based on cognitive modeling is studied. In today's turbulent times, every organization, including sports enterprises, seeks not only to survive but also to gain competitive advantages in order to maximize profits. One of the ways to overcome chaotic turbulent organizational changes in sports organizations and enterprises of various ownership and management forms is to identify the factors that affect this process. The application of various methods and tools in this area allows us to solve this pressing issue. The complexity of analyzing the processes of managing the organizational development of sports organizations with the diversity of activity sectors that are carried out and the establishment of relationships makes it impossible to isolate and thoroughly study individual phenomena. We believe that changes in sports organizations should be exclusively gradual and evolutionary. Especially the possibility of determining management decisions regarding the management of organizational development of such enterprises and organizations, taking into account the main processes that occur both in the internal and external environment of enterprises. It has been shown that the proposed approach to modeling the relationship between organizational changes and organizational development of enterprises and organizations allows a more effective management of the process of organizational development, taking into account the influence of various factors on decision-making. The practical implementation of the proposed approach will allow solving the problem of management of organizational development of sports organizations and enterprises of different forms of ownership and management.

How production and distribution processes shape translations in organisations

Abstract The Finnish Tax Administration’s OmaVero (OV) e-service is an example of an organisational software development and text production process in which translation plays a significant role. In this article, the concept of materiality is utilised to analyse how aspects of the wider process affect the form and content of OV translations. A distinction is made between the translations’ production and distribution process, the effects of the former being manifested mainly through the use of digital translation tools and those of the latter through the conventions of OV software development. A material analysis reveals a conflict in how these two processes treat language as a textual element: the production process downplays and obscures the connection between language content and its textual environment, while the distribution process attaches great importance to this relationship. This demonstrates how a material perspective can introduce useful nuance into analyses of textual communication processes in translation studies.

ANALYSIS OF ORGANIZATIONAL DEVELOPMENT PROCESSES AND INTERVENTIONS IN THE DIGITAL TECHNOLOGY INDUSTRY: AN OVERVIEW OF THE PRACTICES TO POLICIES FRAMEWORK

Many industry leaders are beginning to realize that digital technology is rapidly shifting its position in sync with organization development processes and interventions from serving as a marginal efficiency driver to becoming an enabler of fundamental innovations and disruptions as it moves from being a marginal efficiency driver to an enabler of fundamental disruptions. With the advent of digitalization, sweeping and large-scale transformations are occurring across multiple aspects of business, providing the opportunity to create and capture unique value as well as posing significant risks to the organization's development processes and interventions. In order to be prepared for the strategic implications of these changes for their organizations, industry ecosystems and society as a whole, business leaders across all sectors are grappling with the process and intervention development of their organizations. Currently, the economic and social implications of organization development processes and interventions are contested, raising serious concerns about digital transformation's wider impact. The purpose of this research is to provide an analysis of organizational development processes and interventions in the digital technology industry and to develop a framework for the application of policies to practices.

MODERN TECHNOLOGY OF SIMULATION OF ORGANIZATIONAL TRAINING AND DEVELOPMENT SUPPORT OF CONSTRUCTION PROJECTS

The relevance of the use of information technologies, which change the approach to the design of construction objects by moving from two-dimensional project documentation to an object-oriented multidimensional information model, is determined. The effectiveness of the task of checking the quality of the information model has been proven by determining the impact of changes in the indicators of the current situation in the project on its results and developing an approach for making management decisions during project planning and control. The need for the formation of knowledge and its classification and positive impact on the assessment of project implementation and the implementation of optimal actions from the project in accordance with the filling parameter of the information support model are substantiated. For the implementation of the information technology of enterprise management, a structure of three components is proposed: the management of the operational subsystem of the enterprise, its project subsystem and the methodological component, which in its data has an organizational and technological component. The formalization of factors influencing the external environment and topology rules between the structural elements of the system is proposed. The results of the research can be used to create digital models of spatial objects and information technology for modeling the surface of the built-up area. It is proven that the dynamics of organizational development of project-oriented enterprises should be directly reflected in the distribution of corporate control, as well as in determining the nature of the unification of technological processes and the rapid diffusion of innovative knowledge, which is the only important condition for achieving success in competition and ensuring the stability of market positions estimated implementation of organizational development processes: structural; normative; procedural; effective; informative; integrative.

The Effect of Financial Compensation, Work Motivation, and Organizational Culture on Employee Performance

Human resources are the basic capital in the organizational development process. An organization that can take good care of its employees can be seen from the performance of its employees. If the employee's performance is good then the company manages to manage employees well. The purpose of this study was to determine the effect of financial compensation, work motivation, and organizational culture on employee performance at Stella Duce 2 Yogyakarta Senior High School. This type of research is census research, in which the total population is equal to the number of samples, namely all teaching staff and educational staff at Stella Duce 2 High School Yogyakarta with a total of 45 employees. This study used a data analysis technique, namely multiple linear regression. The results of the study show that 1) financial compensation, work motivation, and organizational culture have a simultaneous effect on employee performance; 2) financial compensation has no significant effect on employee performance; 3) work motivation has no significant effect on employee performance; and 4) organizational culture has a significant effect on employee performance.

Assessment of structural configuration of corporate relationships in the context of organizational development for project-oriented enterprises

The approach to the assessment of the structural configuration is substantiated and the peculiarities of the construction of the system of corporate relations in the context of the dynamics of the organizational development of the enterprise are revealed. The peculiarities of reflexive perception and adaptive response to continuous transformations of the economic environment are considered. It is proved that the dynamics of organizational development of project-oriented enterprises should be directly reflected in the distribution of corporate control, as well as in determining the nature of the unification of technological processes and the rapid diffusion of innovative knowledge, which is one from important conditions for achieving success in competition and ensuring the stability of market positions due to the constant implementation of organizational development processes: structural; normative; procedural; effective; informative; integrative Changing the parameters of the organization of economic activity or relations with counterparties at minimal costs can cause a significant increase in the level of disclosure of the company's potential. In view of this, the hypothesis of the work was the correlation of the components of the concept of ensuring the sustainability of functioning and the theory of organizational development. Since the difficulty of implementing this hypothesis is related to the objective impossibility of enterprise development without loss of economic stability, a theoretical justification of directions for solving this problem is presented. The development of theoretical and methodological support for the management of sustainable organizational development of a project-oriented enterprise is chosen. The scheme of the subject area of the study is defined, within which the main spheres of implementation of organizational development processes are revealed. A functional model of the life cycle of the enterprise was developed and the features of the transformation of life cycle practices during organizational changes were determined. On the basis of consideration of the main directions and spheres of organizational development, benchmarks for their improvement have been determined within the framework of the formed models of the subject area and the life cycle of the enterprise.

МЕТОДИКА ОЦЕНКИ И ВЫБОРА PLM-СИСТЕМ ПРИ ЦИФРОВОЙ ТРАНСФОРМАЦИИ МАШИНОСТРОИТЕЛЬНОГО ПРЕДПРИЯТИЯ

As part of the transition to the sixth technological order, the question of effective implementationof the digital transformation of the enterprise is acute for industrial enterprises. To do this, enterprisesneed to ensure the transition to process management, automate business processes and integrate allprocesses, applications and data on a single platform. There is a problem of choosing a way to combineinformation flows between various software tools in the enterprise, one of the solutions is the use of aPLM system. With a discrete type of production, their use is difficult due to the large number of softwaresolutions in the main, organizational, supporting and business development processes. In this regard, itis necessary to determine the optimal system that would meet all the necessary criteria for building asingle platform for a "seamless" production process. There are a large number of PLM systems on themarket that implement a certain number of functional appointments. The choice of a PLM system shouldbe based on the satisfaction of an interconnected set of enterprise requirements, which are determinedbased on business processes. This will eliminate most unsuitable software solutions. At the same time, aPLM system that has the widest functionality may not meet the requirements for creating a system forensuring integration with business process automation systems, as well as economic, social, politicaland other requirements. Therefore, an individual list of criteria is compiled for each enterprise in accordancewith the field of activity, the type of production, the availability of various software, the existinglevel of automation and other parameters. The article proposes a methodology for choosing PLMsystems for a radio-electronic engineering enterprise, based on the analysis of business processes anddetermining the requirements of the enterprise, monitoring and determining the functional purposes ofPLM systems and determining the optimal option based on the hierarchy analysis method. Obtaining anintegrated assessment of certain criteria and software solutions options will allow an objective choice ofthe optimal PLM system for a particular enterprise. The use of the methodology will speed up and improvethe quality of the PLM system selection process for a certain enterprise in the conditions of transitionto the sixth technological order and industry 4.0.

A Model of Organizational Change Process

Abstract Purpose/Goal: The article focuses on organization development process based on functioning of change motors; therefore, the author focuses on accomplishing three objectives. The first objective involves adding to the four change motors described by A. H. Van de Ven & M. S. Poole the fifth one, actually the balancing development motor. The second objective deals with devising a five change motor model based on motor interaction during the life cycle of an organization. The model represents the stages of change motor functioning, description of their interaction and combination of different stages of this functioning. The third objective implies developing and describing the method of the analysis of change motor interaction. Method: Lewin’s field theory, punctuated equilibrium theory, and complexity theory common aspects were identified using the method of comparative analysis and the method of synthesis, which allowed describing balancing development as a change motor. Results: The five change motor model was developed using the method of metaphors and the method of conceptual modeling. Conclusion: The results presented in the article can provide more thorough understanding of the development process of an organization since they contribute to the explanation of how an organization declines in its life cycle due to the functioning of its change motors and how this decline can be overcome by implementing a transformational change. The use of the five change motor model presented in this article will provide insight into the development process of an organization as well as contribute to its further theoretical and empirical research.

Strengthening the Swiss health system by improving organizational health literacy: a practice-approach

Abstract Issue Healthcare organizations represent vital points of contact and disseminators for people to find, understand, assess, and apply health information, and may thereby strengthen people's health literacy (HL). From a system perspective, healthcare organizations provide essential practices and structures to foster population health beyond their medical-based services. Description of the problem Despite increasing research on the promising role of organizational health literacy (OHL) the current Swiss healthcare system provides insufficient support for healthcare organizations to address HL. In response, the Careum Foundation in Zurich recently launched a Center for Health Literacy to promote OHL - among other HL initiatives. A first step was a practice-oriented collaboration project with the Department of Health of the canton of Zurich, which started in 2019 to assess, implement, and improve HL in primary care organizations. Therefore, a self-assessment tool for OHL is being developed, implemented, and evaluated. In addition, the center started to shed light on HL in Switzerland, on HL and necessary competencies of health professionals. Moreover, it is investing in communication and expertise on OHL, and developing first ideas regarding health literate hospitals. Results A first systematic evaluation of the self-assessment tool has demonstrated a significant potential to improve OHL, organizational development, and teambuilding processes in healthcare organizations. Connected through (inter)national networks, the Center for Health Literacy launches a practice approach to understand OHL as both medium and outcome of a health literate population. Lessons We have learned that practice-oriented OHL initiatives can provide promising approaches to strengthen both population health and organizational development processes.

S11-2 Cooperative planning with coaching elements in childcare centres: a qualitative investigation of childcare directors' perspectives

BackgroundInterventions to promote health-enhancing physical activity in early childhood education and care settings are most successful when tailored to the specific needs of each childcare centre and providing ongoing support to address context-specific barriers. Our research project therefore initiated organizational development processes in 12 childcare centres in Southern Germany supported by coaching and self-assessment tools. The staff of each centre was instructed to set three centre-specific SMART goals targeting physical activity and to use Goal Attainment Scaling in order to track the success at implementation. This qualitative study aims at exploring childcare centre directors' views on the guided planning process and identifying facilitators and barriers for its implementation.MethodsWe conducted guided semi-structured interviews with the directors of the centres after the 12- month organizational development process. 9 out of 12 directors were interviewed. The interviews were recorded, transcribed and analysed using qualitative content analysis with inductive category development.ResultsChildcare directors mainly considered themselves to be the person with the greatest responsibility for the success of the process. The coaching was regarded as helpful for structuring the process, involving the whole team and becoming clearer about goals. Several factors were identified as facilitators: a beneficial personnel situation, the intrinsic motivation of staff, good team cooperation, a high priority of physical activity, previous experience with similar projects, pressure for change, individual drivers, a good infrastructure, parents' support and support from the administrating organization. Reported barriers included team conflicts, lack of willingness to accept change and shortness of time.ConclusionsSeveral contextual and interpersonal factors seem to influence the extent to which a cooperative planning process can be implemented by the staff of a childcare centre. The results help understand the process of change as a complex interventional system in which the intervention cannot be considered separately from the context.

POTICANJE DIGITALNE TRANSFORMACIJE: INTEGRATIVNI OKVIR KOMPETENCIJA VODSTVA

Leadership inspires digital transformation. Values, skills, and behaviors of leaders are key in driving and leading organizational development processes. The aim of this study was to examine the existing scientific research and develop an integrative framework focused specifically on leadership competencies for digital transformation. For this purpose, a systematic literature review based on Web of Science and Scopus databases has been conducted. In order to analyze and synthetize the qualitative data, the method of content analysis was used. The identified leadership dimensions (competencies) are: why (vision, innovation, flexibility); what (understanding digital technologies, empowerment, collaboration); and how (multiple intelligences, experimentation, continuous learning). The resulting competency framework can be used in the field of business management by leadership and organizational development specialists, educators, as well as current and aspiring leaders of digital transformation. By implementing a proposed future research agenda, the presented results can be further validated, compared and contextualized.

Identification of the potential biological target molecules related to primary open-angle glaucoma

BackgroundTo identify the potential biological target molecules and the corresponding interaction networks in primary open-angle glaucoma (POAG) development.MethodsThe microarray datasets of GSE138125 and GSE27276 concerning lncRNA and mRNA expression profiles in trabecular meshwork of POAG were downloaded from the Gene Expression Omnibus database. The R software was applied to identify differentially expressed (DE) lncRNAs and mRNAs in POAG, and to perform GO and KEGG functional enrichment analysis. Protein–protein interaction (PPI) network and module analysis, and lncRNA-miRNA-mRNA competing endogenous RNA (ceRNA) network were performed by Cytoscape software.ResultsA total of 567 DE-mRNAs were identified from GSE138125 and GSE27276, including 298 up-regulated and 269 down-regulated mRNAs, which were found enriching in biological processes of extracellular matrix organization and epidermis development, respectively. KEGG pathway enrichment analysis further revealed that module genes in PPI network were primarily involved in the AGE-PAGE, PI3K-Akt and TGF-β signaling pathways. Moreover, 897 up-regulated and 1036 down-regulated DE-lncRNAs were identified from GSE138125. Through literature review and databases searching, we obtained 712 lncRNA-miRNA and 337 miRNA-mRNA pairs based on the selected eight POAG-related miRNAs. After excluding 702 lncRNAs and 284 mRNAs that were not comprised in the DE-lncRNA and DE-mRNAs, a total of 53 lncRNA nodes, eight miRNA nodes, 10 mRNA nodes, and 78 edges were included in the final ceRNA network.ConclusionsThis study demonstrated the lncRNA and mRNA expression profiles of trabecular meshwork in POAG patients and the normal controls, and identified potentially ceRNAs and pathways which might improve the pathogenic understanding of this ocular disease.

Organization health conceptualized as an emergent capability in a public sector reform program

The study reports findings of an investigation on the effect of emergent capability derived from an organization development (OD) program on the effect of the OD on realized performance in a National Police Service public sector reform program in Kenya. The study considered how four components of the OD process were realized from the reform program and determined the level of emergent capability that resulted from the OD components. Primary data was obtained from a sample of 294 senior officers in job groups PG5-PG11. The study finds that the level of OD realized from the reform program was rated at a moderate level and contributed to an equivalent level of emergent capability of the form of organization health. OD has a significant positive effect on the emergent capability and performance while the emergent capability has a positive effect on performance and partially mediates the effect of OD on performance. The study calls on practicing managers to consider integrating the OD process with the strategic management process from initiation to the end of the process. Future research is called upon to consider expanding both the conceptual and methodological scopes adopted in this study to enhance the generalizability of the findings.