Organizational Development Research Articles

Enhancing E-Commerce SME Performance through Human Capital, Organizational Culture, and Product Innovation: The Mediating Role of Employee Performance

This study investigates the impact of human capital, organizational culture, and product innovation on entrepreneurial performance in e-commerce small and medium enterprises (SMEs) in Shanghai, hypothesizing that these factors positively influence entrepreneurial performance with employee performance as a mediating variable. Approximately 375 entrepreneurs and staff from e-commerce SMEs participated, providing pertinent data through validated questionnaires rated on a 5-point Likert scale. Utilizing a quantitative research design, the study employed SEM-PLS analysis to examine relationships among human capital, organizational culture, product innovation, employee performance, and entrepreneurial performance. The findings indicate that human capital, organizational culture, and product innovation significantly impact entrepreneurial performance, with human capital having the most substantial effect, followed by product innovation. Employee performance was found to mediate these relationships, enhancing organizational competitiveness. Effect sizes and confidence intervals demonstrated strong content validity and statistical significance. The study concludes that strategic management of human capital, fostering a supportive organizational culture, and encouraging product innovation are crucial for improving entrepreneurial performance in e-commerce SMEs. These results suggest that SMEs should invest in human capital development, create an innovation-friendly environment, and emphasize effective leadership and ethical behavior. The implications highlight the importance of these factors in achieving success in the competitive e-commerce market, emphasizing the need for strategic management practices that prioritize human capital and organizational development to drive performance outcomes. This research provides actionable insights for SMEs seeking to enhance their competitiveness and sustainability in the rapidly evolving e-commerce landscape, underscoring the critical role of human capital and innovative organizational practices.

SUPPRESSOR OF FRIGIDA 4 cooperates with the histone methylation reader EBS to positively regulate root development.

Maintenance and homeostasis of the quiescent center (QC) in Arabidopsis (Arabidopsis thaliana) root apical meristems are critical for stem cell organization and root development. Despite great progress in relevant research, the molecular mechanisms that determine the root stem cell fate and QC still need further exploration. In Arabidopsis, SUPPRESSOR OF FRIGIDA 4 (SUF4) encodes a C2H2-type zinc finger protein that represses flowering by transcriptional activation of FLOWERING LOCUS C (FLC) through the FRIGIDA (FRI) pathway, and EARLY BOLTING IN SHORT DAYS (EBS) is a bivalent histone reader that prevents premature flowering. Here, we found that SUF4 directly interacts with EBS in vivo and in vitro. Loss of function of SUF4 and/or EBS resulted in disorganization of the QC, aberrant cell division, and stunted root growth. RNA-seq and reverse transcription quantitative real-time polymerase chain reaction analysis revealed that SUF4 and EBS coregulate many root development-related genes. A series of biochemical analyses demonstrated that SUF4 directly binds to the promoter of SCARECROW (SCR), which encodes a key regulator of root development. Chromatin immunoprecipitation assay indicated that both SUF4 and EBS are recruited to the SCR locus in an interdependent manner to promote H3K4me3 levels and suppress H3K27me3 levels, thereby activating the expression of SCR. These findings improve our understanding of the function of SUF4 and EBS and provide insights into the molecular mechanism that couples a transcription factor and a histone methylation reader to modulate QC specification and root development in Arabidopsis.

Developing a framework for understanding policy decision-making behaviors in the transition of an HIV prevention program towards sustainability: a case study from Zambia’s voluntary medical male circumcision program

Faced with declining donor funding for HIV, low- and middle-income countries must identify efficient and cost-effective ways to integrate HIV prevention programs into public health systems for long-term sustainability. In Zambia, donor support to the voluntary medical male circumcision (VMMC) program, which previously funded non-governmental organizations as implementing partners, is increasingly being directed through government structures instead. We developed a framework to understand how the behaviors of individual decision-makers within the government could be barriers to this transition. We interviewed key stakeholders from the national, provincial, and district levels of the Ministry of Health, and from donors and partners funding and implementing Zambia’s VMMC program, exploring the decisions required to attain a sustainable VMMC program and the behavioral dynamics involved at personal and institutional levels. Using pattern identification and theme matching to analyze the content of the responses, we derived three core decision-making phases in the transition to a sustainable VMMC program: 1) developing an alternative funding strategy, 2) developing a policy for early-infant (0–2 months) and early-adolescent (15–17 years) male circumcision, which is crucial to sustainable HIV prevention; and 3) identifying integrated and efficient implementation models. We formulated a framework showing how, in each phase, a range of behavioral dynamics can form barriers that hinder effective decision-making among stakeholders at the same level (e.g., national ministries and donors) or across levels (e.g., national, provincial and district). Our research methodology and the resulting framework offer a systematic approach for in-depth investigations into organizational decision-making in public health programs, as well as development programs beyond VMMC and HIV prevention. It provides the insights necessary to map organizational development and policy-making transition plans to sustainability, by explaining tangible factors such as organizational processes and systems, as well as intangibles such as the behaviors of policymakers and institutional actors.

Perfectionism damages performance: shifting the dial through learning and development interventions

Purpose This article aims to explore the relationship between perfectionism and job performance to suggest opportunities for organizational learning and development. Design/methodology/approach The article examines and contextualizes existing research on perfectionism for organizational learning and development. This study identifies gaps and puzzles in the perfectionism-performance relationship and provides practical insights for leaders and managers. Findings The study's findings suggest trends in the perfectionism-job performance relationship and have practical implications for organizations. The study also proposes practical ideas, a framework for future research and interventions that organizations can use to promote excellence in the workplace. Originality/value This article is original in its focus on the relationship between perfectionism and job performance, and it contributes to both research and practice by discussing the academic and practical aspects of perfectionism in the workplace.

A STUDY ON HUMAN RESOURCE PLANNING AT RANE BRAKE LINING LIMITED, PUDUCHERRY

The research is under the theme “A STUDY ON HUMAN RESOURCE PLANNING” and the survey is carried out in the company called RANE BRAKE LINING LIMITED, SANYASIKUPPAM VILLAGE, PUDUCHERRY, 605107. The sampling procedure is simple random sampling. The research adopted a descriptive research design. Since the organization needs to improve, it is also recommended to improve interpersonal relations between employees. KEY WORDS Human Resource Planning, Survey, Descriptive Research design, Interpersonal Relations, Sampling Procedures, Organizational Development, Employee Relations.

Organizational learning capacity and international development project success in West Africa: A case study

Very few studies have focused on organizational learning within a team as a key success factor for international development projects. In particular, the relationship between organizational learning capacity, organizational efficacy, and project success has received little attention. This is the objective of this case study. It explores this relationship based on 23 semi-structured interviews with project coordinators, team members, and beneficiaries of two projects financed by the West African Development Bank (WADB) in Benin and Senegal. The results show that the social process of developing organizational learning capacity within a project team is a crucial issue for organizational efficacy and project success. Points for practitioners Within a team, establishing a framework for developing organizational learning capacity, characterized by autonomy, experimentation, and interaction with stakeholders, is a key project success factor. Flexible and adaptive approaches may foster organizational learning and help explore, through action, new project capacities. Such approaches may help increase the odds of project success in terms of international development and, thus, create value for stakeholders including beneficiaries.

Entrepreneurial leadership: key to sustainable innovation and competitiveness in Islamic insurance companies in Jordan

Purpose This study delves into the significant impact of entrepreneurial leadership (EL), organizational innovation (OI) and competitive advantage (CA) on the sustainability of organizations in the Jordanian Islamic insurance sector. This study aims to unravel the intricate dynamics among these pivotal factors, highlighting their collective role in the sustained success and resilience of Islamic insurance companies in Jordan. By examining the synergistic interplay between EL, OI and CA, the research seeks to offer invaluable insights into cultivating a sustainable future for these institutions. Design/methodology/approach This study adopts a positivist, quantitative approach to investigate the relationships between EL, OI, CA and organizational sustainability (OS). Data collection was achieved through questionnaires in a cross-sectional analysis of these variables. Convenience sampling yielded 389 valid responses, an 81% response rate, ensuring a thorough understanding of the dynamics within this framework. Findings The findings from the study on Jordanian Islamic insurance companies highlight the critical role of EL in influencing organizational dynamics. The research establishes a positive relationship between EL and both OI and OS. Furthermore, it identifies a significant positive correlation between EL and CA, underscoring the importance of leadership in securing a competitive edge. This study also emphasizes the vital role of OI in bolstering OS and confirms that a strong CA enhances OS, reinforcing the interconnectivity of these essential organizational components. Practical implications This study provides important insights for professionals in the insurance sector, especially those within the Jordanian Islamic insurance industry. It emphasizes the crucial role of EL in fostering innovation, competitiveness and sustainability. By understanding the significance of EL, companies can adopt more dynamic and effective strategies in leadership, organizational development and strategic planning, thereby enhancing their overall performance and resilience. Originality/value By conceptualizing EL and OS as second-order constructs, this study seeks to provide a detailed understanding of how EL catalyzes OI, CA and sustainability in an organizational context. This approach contributes significantly to the broader discussion on EL and OS, particularly within the Arab region and specifically in Jordan, offering nuanced insights into their roles and interrelations in shaping organizational dynamics.

Functional design of organizational structures in project management

The article considers the function tracing method that provides project organizational structure systematic construction. Interconnectedness of methodological approaches between organizational design on a company scale and the role-based project structures construction has been described. Based on the existing level of organizational design development and its most frequently used methods, the tracing functions method from the project requirements to the functional roles of a project organizational structure have proposed and formalized. Initial data volume for organizational design and parallels between organizational structures of a company in general and a project in particular have been given. A mathematical scheme of the projected organizational structure functional distribution has been proposed considering a five-stage approach in tracing functions. The approach describes the stages of modeling the project organizational structure. On the basis of distributing the tasks required to be performed during the project realization, the principles description providing the correlation of the functionality to the project roles on the basis of the project realization goals has been offered. The factors that have a positive impact on project implementation and based on the considered approach of organizational structures functional design have been presented.

ადამიანური კაპიტალის მართვა ისტორიული თეორიის ჭრილში

The historical role of human resource management and its importance in effective organizational performance and continuous development is discussed. To understand the historical role of the human resource management, the article reviews the corresponding literature and analyzes management approach based on human capital theory in relation to effective performance of contemporary organizations. At an early stage of scientific research in economic development a human’s role was evaluated as a special resource (human resource) and as a subject of social development. At a later stage a human was considered as a subject of economic development. This gave origin to terms like an “individual” and a “person”. In this case a human is considered as a subject of social and labor relations. Currently, key elements of the social-economic reform, such as stabilization of social-economic and political environment, invention and establishment of new manufacturing and management technologies, rationalization of the finance and banking systems and improvement of social welfare and quality of lifestyle are still critical challenges facing our country. These challenges can only be addressed by implementation of consistent policy in social and labor relations. Establishment of social market economy in the country and its well-organized functioning is possible with integration into global production. This primarily refers to adaptation of domestic labor relations with the internationally recognized social and labor relation system. This goal can be achieved by continuous organizational development efforts. For this reason, it is essential for each organization to develop and periodically renew its human resource management strategy and action plan that will ensure alignment of its personnel conduct and behavior and entire progress with its organizational needs. For organizational development it is essential to develop and periodically renew employee performance evaluation, motivation, personnel development policy and procedures. Staff motivation policy shall define both monetary and non-monetary incentives and be targeted at maintaining best human capital crucial for the long-term success of any organization. Personnel development policy should reflect the correlation between the results of performance evaluation and personnel development plan. The policy should prescribe rules for developing an individual development plan and setting career development criteria. In addition, a personnel career development policy and procedures should prescribe organizational training needs identification methodology, priority trainings, training opportunities and respective actions. Knowledge gained at the trainings should be expanded throughout the organization. Concentrating on above processes will turn an organization into an attractive employer with desirable working environment and organizational culture.

ორგანიზაციული კულტურის განვითარების ხელშემწყობი ფაქტორები და თანამედროვე მიდგომები

Organizational culture development, focusing on facilitating factors and modern approaches within Georgian organizations is an important factor. Organizational culture holds fundamental importance for organizational functioning, influenced by decisive factors extending beyond the economic sphere into social and political contexts. Consequently, organizations must address these external influences positively in today's world. The development and implementation of organizational culture are crucial for the long-term success and sustainable growth of an organization. However, the concrete execution of these processes often encounters challenges. Over time, leaders increasingly recognize the significance of fostering a healthy organizational culture for successful operation, necessitating the exploration of new, modern approaches and their implementation. The factors and support programs contributing to the establishment of organizational culture are qualification enhancement programs, human resources management strategies, team-building initiatives, and motivational activities and events. Special attention is given to employee evaluation systems, which significantly impacts employee motivation and offers a comprehensive view of employee performance. The integration of modern technology in organizations has brought significant changes in traditional operational methods, facilitating a new level of organizational management. Different models of organizational culture and the methods, strategies, and enabling factors that support their development are explored in the article, even though there isn't a single model for fostering organizational culture that meets the needs of all organizations in terms of content, roles, and functions.

Uncovering Employee Engagement in the Power of Leadership, Communication, and Teamwork Study

This study investigates the impact of servant leadership, communication, and teamwork on employee engagement at PT Irawan Djaja Agung, aiming to address a gap in research regarding their combined influence in Indonesian organizations. Through a quantitative survey of 70 employees and analysis using Smart-PLS Version 3.0, the research finds significant positive relationships between servant leadership, communication, teamwork, and employee engagement. The results highlight the importance of nurturing supportive leadership, enhancing communication channels, and fostering teamwork to bolster employee engagement. Organizational leaders are urged to consider implementing recognition and reward systems, while employees are encouraged to strengthen interpersonal relationships for improved collaboration. Further research could delve into additional factors affecting employee engagement in similar contexts. Highlight: Synergy of Leadership, Communication, Teamwork. Quantitative Analysis with Smart-PLS. Actionable Insights for Organizational Improvement. Keyword: Servant leadership, Communication, Teamwork, Employee engagement, Organizational development

The Four Coordination Roles of Clients When Designing Megaproject Organizations

Organizational design is composed of structure, the artifact, and coordination, the action. Existing organizational design literature lacks coherence, resulting in models that overlook the importance of coordination as an organizational design issue, which intensifies in megaprojects. We explore the roles of clients when designing megaproject organizations, identifying four coordination roles: (1) meta-organizer, (2) gatekeeper, (3) interface manager, and (4) mediator. These roles align with management levels (strategic, tactical, operational), corresponding to megaproject phases and organizational design development. The conceptual framework contributes to the organizational design literature by providing a systems-wide view and enriching the understanding of the multilevel coordination roles of clients.

Mechanisms of Organizational Mindfulness on Employee Well-Being and Engagement: A Multi-Level Analysis

This article investigates the currently limited multidisciplinary research front in emerging areas of mindfulness practice, employee well-being, and engagement. This evidence-based study aims to explore multifaceted mechanisms on how an organizational mindfulness development may affect well-being and engagement at multiple levels. This study employed a qualitative case study research design using Nvivo 12 software for a data analysis. The job demand–resource (JD-R) model was adopted as a theoretical framework. In-depth interview data were collected from diverse multi-stakeholders, including management and employees, in a Thai manufacturing company. Our findings uncover that the organizational mindfulness program can improve employee’s psychological capital, emotional intelligence, and perceived resources, and alleviate perceived demands. The result implies the importance of the mindfulness practice since it can support well-being and engagement at multiple levels, specifically from individual work and a collective team of colleagues, and toward enhanced organizational performance. Our proposed emergent model also advances the JD-R theoretical framework, by adding mindfulness and emotional intelligence as essential components to enhance engagements at three levels (i.e., work, team, and organizational engagement). Overall, the result critically provides the theoretical development and insightful managerial implications for professional and organizational development.

A work-integrated educational intervention in health and social care – professionals’ experiences of joint education

ABSTRACT Worldwide, educational interventions (EI) are continuously carried out to support the development of individuals and organisations. Keeping pace with rapid changes in modern workplaces requires continuous learning on the part of professionals. The same requirement applies to professionals in the sector of health and social care. Although research has begun to identify the knowledge and competence requirements of professionals within the sector, we need more knowledge about the implementation of EIs as well as their impact on professionals’ learning in this context. Accordingly, this study aimed to explore professionals’ experience with a work-integrated learning – designed EI that combined web-based lectures and structured group reflections, with a focus on learning and the learning process. Qualitative content analysis of the interview data revealed that the work-integrated learning (WIL) design had a positive impact on individual, as well as intraprofessional and interprofessional, learning. This resulted in an understanding of the fundamentals of professionals’ learning and how it was supported or disrupted during the course of the intervention. Moreover, a sense of affirmation was shown to have an impact on professionals’ learning. These findings may constitute a meaningful contribution to the development of EIs for professionals both within this context and more generally.

Connecting and Persuading in Times of Change: Marketing Strategies to Drive Organizational Development

Connecting and Persuading in Times of Change: Marketing Strategies to Drive Organizational Development

MEANWELL: Meaningful work as a source of well-being : Research and development project description

MEANWELL project was implemented by the Department of Psychology at the University of Jyväskylä and funded by the Finnish Work Environment Fund (project number 210129). The project developed an operating model to support meaningful work and well-being for organizations and work life and career counseling professionals with their clients. The operating model was also applied to trade unions and educational programs. The operating model was based on 1) a model of sustainable careers, 2) an integrative multilevel framework of factors fostering meaningful work, 3) a four-dimensional conceptualization of meaningful work, and 4) a vocational meaning and fulfillment fit perspective. The MEANWELL operating model was built on two foundations - the work well-being survey and facilitative working methods. The work well-being survey provided up-to-date and target group-specific information, guiding the development work. The Vocational Meaning and Fulfillment Survey method, a central component of the survey, offered respondents a profile of how well their work expectations were met in their current jobs across seven dimensions. The facilitative working methods, incorporating principles of solution-focused coaching, dialogical counseling, as well as mindfulness, acceptance, and value-based methods, were designed to be practical and functional in real-world settings. The MEANWELL operating model was implemented in three modes. The first mode, organizational development, included two development days for the entire personnel and, in between these, a supervisor coaching series (3 x 2 h), a team coaching series (6 x 1.5 h) for the supervisors and employees, and a development/goal discussion between the supervisor-employee pairs. The second mode, work life and career counseling, included VMFS method training for professionals (4 h), after which the method was used as a part of their client work with individuals or groups. Clients responded to the work well-being survey before counseling with their professional and received their VMF profile. The third mode, trade unions and educational programs, included answering the work well-being survey, getting a personal VMF profile, and participating in a workshop or webinar (1-4 h). Intervention fidelity and adherence were followed in all the modes with predetermined criteria. Research data was collected with cross-sectional and longitudinal surveys, as well as focus group and individual interviews. There were 515 participants in organizational development, 1066 in work life and career counseling, 2463 in trade union collaboration, and 673 in educational workshops.

Водные объекты в архитектурном и социокультурном пространстве города (на примере средневекового Дербента)

Derbent is the southernmost and the most ancient city of Russia. Extensive archaeological studies confirm the 5,000-year history of the city, which has been a UNESCO World Heritage Site since 2003. Being an ‘open-air museum’, it has many architectural objects that have not yet been fully explored. The article analyses historical and cultural sources. These sources confirm that water objects are a city-forming factor that determined the organisational development and architecture of the city. The purpose of the paper is to analyse the objects related to water resources of medieval Derbent and to identify their significance in relation to the organisation of socio-cultural space. The author pays much attention to the description of urban water bodies that have survived to the present day. The water facilities examined show that the architectural style and materials used for construction created a unified urban environment and were part of the organisational planning of the city's development.

Organizational Capacity Building in Disability Empowerment by UPT Sentra Wirajaya Makassar

Capacity Building is a set of activities in which individuals (individuals, organizations, communities, or nation-states) develop the ability to effectively take part in governance. This study aims to see how organizational capacity development has been implemented by UPT Sentra Wirajaya Makassar in terms of disability empowerment in the city of Makassar. The population in this study is employees at the UPT Sentra Wirajaya Makassar Office. Interview guidelines. Data used to be analyzed in a qualitative descriptive manner. The results showed that: 1) Monitor the external environment to identify needs and opportunities for organizational change, has run optimally because UPT sentra wirajaya has been able to develop organizational capacity in terms of monitoring external trends to develop its strategy. 2) Review the organization's strategy, where this strategy works well because the organization has carried out job training that is in direct contact for people with disabilities. 3) Identify capacity needs and plan for capacity development, namely initial monitoring The assessment at this stage has run optimally because it has been deeply carried out by social workers to find out the self-development needs of people with disabilities from various aspects. 4) Negotiate external support forms of external cooperation of the organization have not run optimally to external parties. 5) Implement and manage the capacity development process is already running a good SOP. Where the organization is based on the Constitution on persons with disabilities. 6) Monitor and evaluate the capacity development process Regular monitoring and evaluation of the capacity building process in relation to changes in organizational priorities has been carried out well.

Rationalizing the Influence of Co-Design on Distress, Clinical Decision-Making and Disease Self-Management of Cancer Patients-as-Partners: A Quasi-Experimental Study.

Cancer is regarded as a major worldwide burden. Patient distress has been linked to disease progression. Studies show that engagement strategies affect clinical decision-making and patient outcomes. The optimal engagement method is a partnership that integrates the patient's expertise into the comprehensive co-design of the healthcare system. This is the first study to investigate cancer patient-as-partner experience and its impact on distress levels, decision-making and self-management. It is a quantitative and quasi-experimental study that adopted a partnership committee at a Lebanese hospital. A stratified random sampling approach was used, and data were collected by self-administered questionnaires. We utilized the standardized distress thermometer and PPEET. We recruited 100 patient partners. Cancer patients-as-partners had optimal engagement experience in QI projects (mean = 4; SD = 0.4). The main partnership benefit was improved hospitalization experience (49%). Almost half of PP reported no challenges faced (49%). Recommendations for improvement were training (19%), team dynamics management (12%) and proper time allocation (7%). The distress level post-partnership was significantly reduced (t = 12.57, p < 0.0001). This study highlights the importance of partnership and ‎its ability to influence shared decision-making preference [χ2(2) = 13.81, p = 0.025] and self-management practices [F(3, 11.87) = 7.294, p = 0.005]. Research findings suggest that partners from disadvantaged groups can have optimal partnership experience. A partnership model of care can shape the healthcare system into a people-oriented culture. Further research is needed to explore diverse PP engagement methodologies and their effect on organizational development. Patients and family members were engaged in the co-design of the study methodology, especially the modification of a research instrument. Patient partners with lived experience were involved in the patient partnership committee as core members to improve healthcare system design and evaluation.

Organizational flexibility and social investment development among employees in non-governmental organizations

Organizational flexibility and social investment development among employees in non-governmental organizations