scholarly journals Corporate reputation

2018 ◽  
Vol 25 (1) ◽  
pp. 47-64 ◽  
Author(s):  
Vanessa Pires ◽  
Guilherme Trez
Keyword(s):  
Organizational Performance ◽  
Corporate Reputation ◽  
Research Field ◽  
Social Implication ◽  
Public Companies ◽  
Content Type ◽  
Theoretical Paper ◽  
The Difference ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is to discuss the different approaches to the corporate reputation construct, in order to identify a comprehensive definition that can be used for measurement purposes, gaps identified by previous literature identified. Design/methodology/approach This is a theoretical essay. The authors analyzed studies that involve the relationship between corporate reputation and organizational performance, and the attributes of national and international corporate reputation ratings. Findings The authors identified a more comprehensive definition for the reputation construct, and indicated courses for the construct’s measurement, by considering: the judgment by the stakeholders (internal, suppliers, clients and the financial market); periodical evaluations under different organizational perspectives; attention to theoretical assumptions, among other aspects. Research limitations/implications The study is a theoretical paper that presents that the research field has many definitions that cannot be used interchangeably. It indicated how the reputation construct should be operationalized for measurement purposes. This study presented a reflection on the relationship between corporate reputation and performance, showing that it is not a settled topic in the academy. Practical implications The study advances the understanding of the reputation construct measurement, considering the adopted definition and the discussion of the attributes of the main ratings on corporate reputation. The adoption of a measurement method that takes into account the definition used in this study and the features of the methodologies discussed will improve the corporate reputation assessment. Social implications Literature indicates that a good corporate reputation can affect organizational performance and the inverse relationship is also true. As a social implication, it is extremely relevant to improve the understanding the definition and measurement methods of this construct. Originality/value This study discusses one of the most important intangible resources for organizations, contributing to the understanding of the difference between the market value and the book value of public companies. Besides it should be considered that there is one lack of a definition directly related to the measurement of the reputation construct in the literature, a gap in which this study contributes.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

Value that matters: intellectual capital and big data to assess performance in healthcare. An empirical analysis on the European context

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ginevra Gravili ◽  
Francesco Manta ◽  
Concetta Lucia Cristofaro ◽  
Rocco Reina ◽  
Pierluigi Toma
Keyword(s):  
Big Data ◽  
Organizational Performance ◽  
Healthcare System ◽  
Healthcare Sector ◽  
Healthcare Organizations ◽  
Content Type ◽  
Structural Capital ◽  
And Performance ◽  
The Relationship

PurposeThe aim of this paper is to analyze and measure the effects of intellectual capital (IC), i.e. human capital (HC), relational capital (RC) and structural capital (SC), on healthcare industry organizational performance and understanding the role of data analytics and big data (BD) in healthcare value creation (Wang et al., 2018). Through the assessment of determined variables specific for each component of IC, the paper identifies the guidelines and suggests propositions for a more efficient response in terms of services provided to citizens and, specifically, patients, as well as predicting effective strategies to improve the care management efficiency in terms of cost reduction.Design/methodology/approachThe study has a twofold approach: in the first part, the authors operated a systematic review of the academic literature aiming to enquire the relationship between IC, big data analytics (BDA) and healthcare system, which were also the descriptors employed. In the second part, the authors built an econometric model analyzed through panel data analysis, studying the relationship between IC, namely human, relational and structural capital indicators, and the performance of healthcare system in terms of performance. The study has been conducted on a sample of 28 European countries, notwithstanding the belonging to specific international or supranational bodies, between 2011 and 2016.FindingsThe paper proposes a data-driven model that presents new approach to IC assessment, extendable to other economic sectors beyond healthcare. It shows the existence of a positive impact (turning into a mathematical inverse relationship) of the human, relational and structural capital on the performance indicator, while the physical assets (i.e. the available beds in hospitals on total population) positively mediates the relationship, turning into a negative impact of non-IC related inputs on healthcare performance. The result is relevant in terms of managerial implications, enhancing the opportunity to highlight the crucial role of IC in the healthcare sector.Research limitations/implicationsThe relationship between IC indicators and performance could be employed in other sectors, disseminating new approaches in academic research. Through the establishment of a relationship between IC factors and performance, the authors implemented an approach in which healthcare organizations are active participants in their economic and social value creation. This challenges the views of knowledge sharing deeply held inside organizations by creating “new value” developed through a more collaborative and permeated approach in terms of knowledge spillovers. A limitation is given by a fragmented policymaking process which carries out different results in each country.Practical implicationsThe analysis provides interesting implications on multiple perspectives. The novelty of the study provides interesting implications for managers, practitioners and governmental bodies. A more efficient healthcare system could provide better results in terms of cost minimization and reduction of hospitalization period. Moreover, dissemination of new scientific knowledge and drivers of specialization enhances best practices sharing in the healthcare sector. On the other hand, an improvement in preventive medicine practices could help in reducing the overload of demand for curative treatments, on the perspective of sharply decreasing the avoidable deaths rate and improving societal standards.Originality/valueThe authors provide a new holistic framework on the relationship between IC, BDA and organizational performance in healthcare organizations through a systematic review approach and an empirical panel analysis at a multinational level, which is quite a novelty regarding the healthcare. There is little research focussed on healthcare industries' organizational performance, and, specifically, most of the research on IC in healthcare delivered results in terms of theoretical contribution and qualitative analyzes. The authors even contributed to analyze the healthcare industry in the light of the possible existence of synergies and networks among countries.

Gender makes the difference: the moderating role of gender on the relationship between management structure and performance in banking

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikola Stefanovic ◽  
Lidija Barjaktarovic
Keyword(s):  
Gender Diversity ◽  
Threshold Level ◽  
Bank Performance ◽  
Content Type ◽  
Executive Authority ◽  
The Difference ◽  
And Performance ◽  
The Relationship ◽  
Executive Boards

Purpose This study aims to explore the factors moderating possibly indirect relationships between gender diversity and its effect on bank performance. The causality of this relationship remains unclear. Design/methodology/approach The sample consists of all banks (n = 27) operating in Serbia. Findings The gender diversity-performance relationship is indirect. The gender diversity of executive boards positively impacts bank performance, over a threshold level. This is observed only in banks where gender diversity is extended to more than one level of executive authority. Research limitations/implications Gender diversity should be fostered, particularly in small and competitive markets. The gender diversity-performance link is based on gender-related social interactions, which are interdependent and should not be taken into account as isolated factors. Originality/value To the knowledge, this is the first study to provide insight into indirect, gender related, moderatory interactions effecting gender diversity – performance link, in banking.

The role of uncertainty in performance information disclosure

2018 ◽  
Vol 31 (5) ◽  
pp. 583-598 ◽  
Author(s):  
Veronica Allegrini ◽  
Fabio Monteduro
Keyword(s):  
Information Processing ◽  
Information Disclosure ◽  
Environmental Uncertainty ◽  
Performance Information ◽  
Content Type ◽  
Processing Theory ◽  
The Difference ◽  
Enforcement Mechanisms ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is to investigate the relationship between the environmental uncertainty faced by public administrations and their likelihood of disclosing performance information, particularly at municipal level. Design/methodology/approach The existence of the relationship between environmental uncertainty and performance information disclosure is explored, drawing on organizational information processing theory. The paper describes an empirical quantitative investigation in a sample of 490 Italian municipalities. Findings Municipalities facing more uncertainty are more likely to disclose performance information. There is no unique set of factors that can explain the difference in the disclosure activity of Italian municipalities, but this activity appears to be contingent on the level of environmental uncertainty. Originality/value The paper explores the under-investigated field of factors influencing the disclosure of performance information by public administrations. It identifies uncertainty as one of the determinants of performance information disclosure. The findings suggest that the use of theories and variables not previously used in this type of study can improve understanding of the phenomenon. The study also suggests that public officials should consider adequate enforcement mechanisms to promote performance information disclosure, especially for organizations with lower incentives to improve information processing capabilities.

scholarly journals Exploring the mediating effects between transformational leadership and organizational performance

2018 ◽  
Vol 40 (2) ◽  
pp. 412-432 ◽  
Author(s):  
Lorena Para-González ◽  
Daniel Jiménez-Jiménez ◽  
Angel Rafael Martínez-Lorente
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Transformational Leaders ◽  
Mediating Effects ◽  
Content Type ◽  
Industrial Companies ◽  
Mediating Mechanisms ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is to study the possible mediating mechanisms (human resource management (HRM), learning and innovation) that could exist in the relationship between transformational leadership and organizational performance. This topic has been studied only by a few groups of researchers and these researchers have not analyzed all these concepts jointly. Design/methodology/approach This research explores the relationships using partial least squares with data from 200 Spanish industrial companies. Analyzing the mentioned relationships in the Spanish context has been done by few researchers before. Findings The study reveals that the adoption of transformational leadership styles improves performance when specific systems of HRM practices, learning and innovation are developed in an organization. Originality/value This study, therefore, contributes to the understanding of the link between transformational leaders and performance by proposing a model in which it is evinced that this leadership style produces synergies between HRM, learning and innovation, which in the end, affect performance.

Improved organizational performance through communities of practice

2008 ◽  
Vol 12 (1) ◽  
pp. 106-118 ◽  
Author(s):  
Andrew Schenkel ◽  
Robin Teigland
Keyword(s):  
Communities Of Practice ◽  
Organizational Performance ◽  
Community Of Practice ◽  
Communication Channels ◽  
Learning Curves ◽  
Content Type ◽  
Stable Conditions ◽  
And Performance ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this article is to empirically investigate the relationship between communities of practice and performance.Design/methodology/approachInterviews, surveys, and company records from a case study of several communities of practice within a multi‐billion dollar construction project are investigated. Using the concept of learning curves, the authors look at the relationship between four communities of practice and their performance as well as taking an in‐depth look at the communication patterns within each community of practice.FindingsThree communities of practice that operated under stable conditions were found to exhibit improved performance. However, the one community of practice that experienced changes in its communication channels due to a physical move was never able to regain its previous ability to continuously improve, indicating a strong relationship between communication channels and performance.Research limitations/implicationsThe research presented here focuses only on communities of practice within one organization and one industry, thus limiting the degree to which the results can be generalized.Practical implicationsThe results provide support for the recent efforts by managers to sponsor and even “formally define” communities of practice within organizations. This article also illustrates how sensitive communities of practice are to changes in communication channels, thus alerting managers to the importance of understanding the impact of their actions on a community's cognitive processes and structural dimensions.Originality/valueThis paper offers empirical support for a positive relationship between communities of practice and performance, thus filling a research gap that has been difficult to fill due to the ethereal nature of communities of practice.

Organizational culture and performance: a macro-level longitudinal study

2019 ◽  
Vol 40 (1) ◽  
pp. 65-84 ◽  
Author(s):  
Taesung Kim ◽  
Jihyun Chang
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Empirical Support ◽  
Macro Level ◽  
Cross Sectional ◽  
Content Type ◽  
And Performance ◽  
Market Cultures ◽  
The Relationship ◽  
Over Time

Purpose The purpose of this paper is to take a series of snapshots of perceived organizational culture over time, analyze the longitudinal pattern of its change, examine the relationship between organizational culture and organizational performance and verify if the relationship remains consistent, regardless of the flow of time. Design/methodology/approach Competing values framework and balanced scorecard are employed to look at organizational culture and its link with organizational performance; the panel data with more than 400 Korean firms from three biennial waves (2011, 2013 and 2015) are analyzed for a macro-level longitudinal examination. Findings Findings include that clan and market cultures were more prevalent than adhocracy and hierarchy cultures, and clan culture significantly decreased over time (H1); adhocracy, clan and market cultures had a consistently positive relationship with all the performance variables over the years and demonstrated a stronger impact in that order (H2). Research limitations/implications The results call for continued research on organizational culture in a longitudinal and cross-sectional nature, and a more comprehensive culture framework for today’s organizations. Practical implications Suggestions include that leaders should engage in bilateral communications and network building for successful organization development and change, and take a comprehensive, long-range approach in conducting cultural assessments. Originality/value The current study addresses a lack of empirical support and a single organization, point-of-time perspective in organizational culture research by examining organizational culture and performance with a macro-level longitudinal approach.

Total quality management practices and organizational performance in the construction chemicals companies in Jordan

2018 ◽  
Vol 25 (8) ◽  
pp. 3180-3205 ◽  
Author(s):  
Neven Androwis ◽  
Rateb J. Sweis ◽  
Ali Tarhini ◽  
Alireza Moarefi ◽  
Mahmood Hosseini Amiri
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Empirical Support ◽  
Total Quality ◽  
Content Type ◽  
Quality Management Practices ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is to investigate the relationship between total quality management practices and the organizational performance in the Jordanian construction chemicals companies. Design/methodology/approach In this research, ten constructs were used to measure TQM practices, whereas six constructs were used to measure the organizational performance. A total of 160 questionnaires were distributed to 28 companies. Of these 131 questionnaires were completed and used for the analysis, representing a response rate of 81.9 percent. Findings Analysis has shown that TQM practices positively affect the organizational performance, with a significant value for top management commitment, customer focus, supplier management, process control and continuous improvement. Research limitations/implications Results were based on perceptual data provided by participants working in different sectors of the organization, which may not provide a clear picture. It would be appropriate to consider collecting information from several stakeholders such as customers and suppliers. Willingness of respondents and delivering data within time were a big challenge though efforts were made to guarantee the confidentiality of the respondents. Practical implications Results from this research points out that TQM is considered as a key-contributing factor to firm’s survival. It also provides empirical support that TQM implementation in manufacturing organizations contributes to the performance and survival of such organizations. This research also provides an understanding of the dynamic role of TQM practices that would help managers pay attention to the fundamental practices that have a direct impact on the firms’ performance. This will help the organizations to dedicate efforts and allocate resources to get the best long-term outcomes and to figure out their strengths and weaknesses to develop and implement a new strategy to enhance their competitive position. Originality/value Construction sector in Jordan is a competitive sector. Therefore, quality in such industry is vital. Many companies in Jordan have much interest in implementing TQM practices. However, research efforts related to this field are rare. No research papers investigating the relationship between TQM practices and performance in Jordanian construction chemicals companies have been found. This research, therefore, seeks to examine the relationship between TQM practices and the construction chemicals firms’ performance in Jordan.

Racial-ethnic diversity in Canada: competitive edge or corporate encumbrance? Part two

2015 ◽  
Vol 47 (7) ◽  
pp. 386-393
Author(s):  
Steven H. Appelbaum ◽  
Oleksandr Kryvenko ◽  
Mauricio Rodriguez Parada ◽  
Melina Rodica Soochan ◽  
Barbara T. Shapiro
Keyword(s):  
Organizational Performance ◽  
Ethnic Diversity ◽  
Culturally Diverse ◽  
Negative Impact ◽  
Developed Countries ◽  
Content Type ◽  
And Performance ◽  
The Relationship ◽  
Racial Ethnic ◽  
Practical Implications

Purpose – The purpose of this paper is to explore the relationship between multiculturalism and performance, and attempt to reconcile some of the varying points of views, in order to suggest practical implications for managers in the workplace. Design/methodology/approach – A review of the literature regarding both diversity and performance was performed. Next, the focus was on the relationship specifically between racial-ethnic diversity and performance. To show the relevance of the paper, materials dedicated to Canadian population and immigration was included. Findings – It is still somewhat inconclusive whether diversity can have a definite positive or negative impact on organizational performance. The literature reviewed shows that authors have differing opinions. One element appears to be clear: diversity of itself does not necessarily bring benefit. For a diverse group to perform well, it must be well managed. Diversity remains an underused tool that managers have yet to learn to utilize. Research limitations/implications – At the time of writing, there was not a significant amount of published material on the direct relationship between multiculturalism and performance. This paper attempts to gather and make sense of the various views formalized thus far and puts forth a new question of how to turn multiculturalism in the workplace into an asset for organizations. Practical implications – Managers still do not agree on how to take full advantage of diversity. As the Canadian workforce becomes more and more diverse, so increases the importance of addressing and answering this question in practical terms. Especially facing the increased globalization of corporations, taking advantage of the untapped potential that resides in a culturally diverse work team should be at the top of every international company’s goals. Social implications – The importance of studying the relationship between multiculturalism and performance is crucial because in developed countries like Canada organizations are becoming increasingly culturally diverse. Much has been written about the effect of group diversity on conflict and creativity, on the performance of heterogeneous groups vs homogeneous groups, on organizational commitment among ethnic minorities, and on self-fulfilling performance expectations. Originality/value – This paper is a useful source for managers interested in understanding the real value of diversity in the workplace, as well as for researchers studying the relationship between corporate diversity and corporate performance.

The link between high performance work practices and organizational performance

2016 ◽  
Vol 38 (4) ◽  
pp. 578-595 ◽  
Author(s):  
Shatha M. Obeidat ◽  
Rebecca Mitchell ◽  
Mark Bray
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Empirical Investigation ◽  
Work Practices ◽  
Cross Sectional ◽  
Content Type ◽  
Manufacturing Sectors ◽  
High Performance Work Practices ◽  
And Performance ◽  
The Relationship

Purpose – The purpose of this paper is to better understand the relationship between high-performance work practices (HPWP) and organizational performance through a multi-dimensional model of the relationship between HPWP and performance, which conceptualizes HPWP according to the ability, motivation and opportunity (AMO) framework. HPWP are conceptualized as HR practices capable of enhancing the AMO of employees to contribute to organizational performance. Design/methodology/approach – Data were collected from 118 Jordanian firms operating in the financial and manufacturing sectors. A questionnaire completed by the HR director in each firm assessed HPWP adoption and their influence on organizational performance. Findings – The findings generate support for the link between HPWP and organizational performance and confirm the utility of the AMO model for conceptualizing HPWP and their impact on organizational performance. Research limitations/implications – While this study relies on cross-sectional data, it confirms the utility of the AMO framework as an appropriate conceptual basis for HPWP and provides substantial support for the relevance of HPWP in increasing organizational performance. Originality/value – The findings provide a basis for more consistent empirical investigation and better theory building for HPWP, and also provide a more robust basis for practical prescription. The empirical contribution is also significant as one of the few studies to investigate the link between HPWP and organizational performance in the Middle East.

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