Role Of Organizational Processes Research Articles

Determinant of SPAN’s User Performance: Technology Performance Chain ,

Integrated Financial Management Information System (IFMIS) is designed to improve accountability, transparency, and efficiency of the government financial management. The core of IFMIS in Indonesia is SPAN ( Sistem Perbendaharaan dan Anggaran Negara ). SPAN plays main role in organization process. SPAN supports job completion as well. This research links information system (SPAN) and individual performance. This study investigates the relationship among technology characteristics, task characteristics, computer self efficacy (CSE), task technology fit (TTF) and utilization toward SPAN’s user performance. This is a causal explanatory research. Questionnaires were distributed to SPAN’s users in Lombok Island and analyzed by partial least square (Smart PLS). Analytical results show that technology characteristics and task characteristics have positive influences to TTF and TTF has positive influence of utilization.

An empirically based model for knowledge management in health care organizations.

Knowledge management (KM) encompasses strategies, processes, and practices that allow an organization to capture, share, store, access, and use knowledge. Ideal KM combines different sources of knowledge to support innovation and improve performance. Despite the importance of KM in health care organizations (HCOs), there has been very little empirical research to describe KM in this context. This study explores KM in HCOs, focusing on the status of current intraorganizational KM. The intention is to provide insight for future studies and model development for effective KM implementation in HCOs. A qualitative methods approach was used to create an empirically based model of KM in HCOs. Methods included (a) qualitative interviews (n = 24) with senior leadership to identify types of knowledge important in these roles plus current information-seeking behaviors/needs and (b) in-depth case study with leaders in new executive positions (n = 2). The data were collected from 10 HCOs. Our empirically based model for KM was assessed for face and content validity. The findings highlight the paucity of formal KM in our sample HCOs. Organizational culture, leadership, and resources are instrumental in supporting KM processes. An executive's knowledge needs are extensive, but knowledge assets are often limited or difficult to acquire as much of the available information is not in a usable format. We propose an empirically based model for KM to highlight the importance of context (internal and external), and knowledge seeking, synthesis, sharing, and organization. Participants who reviewed the model supported its basic components and processes, and potential for incorporating KM into organizational processes. Our results articulate ways to improve KM, increase organizational learning, and support evidence-informed decision-making. This research has implications for how to better integrate evidence and knowledge into organizations while considering context and the role of organizational processes.

Formal organizations and identity groups in social movements

Formal organizations advancing the goals of identity-based social movements and identity groups have become increasingly interdependent. The former often lacks legitimacy in the eyes of stakeholders and the latter typically possesses insufficient organizational capacity. In principle, the transfer of ideas and resources between formal organizations in social movements and social identity groups can result in organizational innovation that revives the formal organization while at the same time enhancing the status of the identity group. But in practice, collaborations between formal organizations and identity groups often result in identity groups being overpowered by formal organizations. This article compares outcomes for identity groups in two cases of trade unions adopting the causes of identity-based social movements to examine the role of organizational processes in explaining outcomes for identity group members. The findings from the comparative cases analyzed here suggest that identity group members must be able to influence organizational processes in order to impact how they are incorporated into the formal organization.

Hypermnesia and the organization of recall

In this study, the role of organizational processes in hypermnesia was investigated. Subjects were given 40 simple riddles and asked to recall their answers on each of five consecutive recall trials. Two measures of organization, based on interitem response times during recall or on repetition of item pairings between successive recall trials, were used. The two measures yielded comparable findings. Total recall and organized recall increased across recall trials, but unorganized recall did not. The findings support the hypothesis that the construction of a relatively stable, interitem organizational scheme is important for the growth of recall. It was suggested that organizational processes may contribute to the maintenance of items once recalled rather than to their initial retrieval.

Complexity and Control: the organisational background of credentialism

Abstract Sociologists of education have until very recently ignored the role of organisational processes in generating the demand for qualified personnel, preferring instead to explain any ‘inflation’ of the value of credentials in terms of either class strategies of social reproduction or as the outcome of positional competition within the labour market. In recent years, however, neo‐Weberian theorists have tried to redress this imbalance by pointing to the importance of contextual features of organisation (such as size and national prominence) as predictors of educational demand, while neo‐Marxist historians of the firm have examined the role played by credentials within the control processes of the capitalist enterprise. As a preliminary to more extensive investigation, a path analysis was carried out using the data from the original Aston study which tested one possible causal model of the organisational processes behind the level of specialist qualifications found in a sample of firms and public institutions. This analysis underlines the importance of the organisational division of labour as a mediating influence between contextual features and patterns of bureaucratic control and suggests that the level of specialist qualifications, far from being ‘spuriously’ associated with organisational structures, is deeply embedded in the causal network of complexity and control.

The role of organizational processes in long-term retention.

The role of organizational processes in long-term retention.

The role of organizational processes in long-term retention.

The role of organizational processes in long-term retention.