Policy learning as complex contagion: how social networks shape organizational beliefs in forest-based climate change mitigation

Policy learning can alter the perceptions of both the seriousness and the causes of a policy problem, thus also altering the perceived need to do something about the problem. This then allows for the informed weighing of different policy options. Taking a social network perspective, we argue that the role of social influence as a driver of policy learning has been overlooked in the literature. Network research has shown that normatively laden belief change is likely to occur through complex contagion—a process in which an actor receives social reinforcement from more than one contact in its social network. We test the applicability of this idea to policy learning using node-level network regression models on a unique longitudinal policy network survey dataset concerning the Reducing Deforestation and Forest Degradation (REDD+) initiative in Brazil, Indonesia, and Vietnam. We find that network connections explain policy learning in Indonesia and Vietnam, where the policy subsystems are collaborative, but not in Brazil, where the level of conflict is higher and the subsystem is more established. The results suggest that policy learning is more likely to result from social influence and complex contagion in collaborative than in conflictual settings.

The Role of Organizational Culture in the Implementation of E-Administration: A Field Study at Banks in Hodeidah

The study aimed to identify the organizational culture practice and its impact on the application of e-administration in the banks operating in Hodeidah. The study used the descriptive analytical method. Since the study population consisted of only (146) administrative staff members, (126) members were selected by the complete census method to whom the questionnaire was distributed to collect relevant data. Major findings showed various degrees in the level of organizational culture and e-administration in favor of the independent variable (organizational culture). Findings also showed statistically significant positive impact of organizational culture represented by its four dimensions (organizational norms, organizational expectations, organizational values, and organizational beliefs) on the application of e-administration. Furthermore, it was found that there were no statistically significant differences of the mean scores among sample's responses on the level of application of e-administration attributed to their demographic variables. However, there were statistically significant differences in the level of organizational culture attributed to gender and courses of computer skills, but there were no differences in other demographic variables. The study recommends that organizational culture in banks regulations should be promoted in order to help them introduce modern technology (e-administration) in all their activities.

دور الثقافة التنظيمية على اداء العاملين بجهاز المغتربين

The problem of the research was that the performance of the expatriate system suffers from weakness and this may be caused by the prevailing organizational culture in the apparatus that is required to improve the performance of the employees. The problem of research is the following questions: Main: Is there a role of organizational culture on the performance of workers in the expatriate system. Sub-questions: What is the role of organizational values on the performance of employees. And what the role of organizational beliefs on the performance of workers. And the extent of the role of regulatory trends on the performance of employees. And the role of behavioral patterns on the performance of workers.. The aim of the research: To examine the role of organizational culture on the performance of workers. And to identify the role of organizational values on the performance of workers. And know the role of organizational beliefs on the performance of workers. And study the role of organizational trends on the performance of workers.. And discuss the role of behavioral patterns on the performance of workers. The research also tested the following hypotheses: Main: There is a role for organizational culture on the performance of workers in the expatriate system. Sub-hypotheses: There is a role performance for organizational values on the performance of workers. There is a role for organizational beliefs on employee performance. There is also a role for organizational trends on the performance of workers. There is a role for behavioral patterns on the performance of workers... and follow the research: descriptive analytical method and historical method and the use of the social survey program spss and the research reached the following results: Expatriate staff. There is a positive statistically significant relationship between organizational beliefs and employee performance. There is a positive statistically significant relationship between organizational trends and employee performance. There is a positive statistically significant relationship between behavioral patterns and staff performance. The research recommended more attention to organizational values and factors and the development of means of development and must maintain the organizational beliefs and entrenched. And the need to develop organizational trends in line with external variables. And 4. more attention to behavioral patterns and their development

Drivers and Outcomes of Green IS Adoption in Small and Medium-Sized Enterprises

Using the Belief Action Outcome (BAO) framework as a theoretical basis, this study investigates the mechanisms that link organizational beliefs about environmental sustainability with Green information system (IS) actions that are undertaken and, hence, the organizational benefits accruing from these actions. Survey data were collected from 156 small and medium-sized enterprises (SMEs) and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results support the notion that Green IS endeavors lead to increased organizational benefits. External pressures from stakeholders and employees’ attitudes to environmental sustainability affect the organizational attitude to Green IS. The attitude to Green IS is further translated into the organization’s strategy and corresponding Green IS actions, resulting in organizational benefits. This study’s main contribution lies in establishing a link between personal attitudes, institutional mechanisms, internal environmental/sustainability initiatives, and performance implications. Green IS adoption was empirically validated considering the SME context.

THE EFFECT OF TRANSFORMATIONAL LEADERSHIP AND ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE PT TELKOM RIAU DARATAN (Survey of PT Telkom Riau Mainland offices)

The importance of organizational behavior (OCB) to achieve organizational effectiveness has long been recognized by practice managers. Some recent research in this area highlights the importance of OCB for almost all organizational forms and notes that OCB can improve organizational effectiveness in many ways. Over the past decade, organizational justice and trust in organizations have been the concern of scientists and practitioners of organizational studies, particularly with regard to their impact on organizational effectiveness and employees' desire to cooperate and be productive in the organization. However, some researchers in organizational studies have differences in researching organizational justice and organizational beliefs. With regard to organizational justice, some empirical studies address only one or two dimensions of organizational justice, while other empirical studies address the overall (three) dimensions of organizational justice such as distributive justice, procedural jus- tice, and interactional justice. For some of these reasons, research relating to the three dimensions of organizational justice (distributive justice, procedural jus- tice, and interactional justice) and organizational trust is still needed. Research that discusses the impact of organizational justice on the organizational beliefs of non-Western countries especially in Indonesia is still rarely found in scientific publications. Given that there is a knowledge gap (scientific publication) in the study of organization and human resource management on the subject, this study tries to prove whether the organizational justice dimension consisting of distributive justice, procedural jusctice, and interactional justice influence the level of employee trust in the organization especially at the College of Economic Sciences in Pekanbaru City, Riau, Indonesia. Keywords: Distributive Justice, Procedural Justice, Interactional Justice, OCB, Organizationa Trust

Storytelling to success: effective communications for corporate strategy

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Corporate success can hinge on effective storytelling which can provide an ideal avenue for the dissemination of strategy and organizational beliefs and values. There is an inherent divide between levels of employees in an organization. This can cause rifts that damage efficiency and public perception of an organization. But, by effectively engaging all levels of employees in storytelling, not just corporate and communications departments, a more cohesive unit can be formed. Storytelling is also a key tool in the quick identification of issues that need managerial attention. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Critical Community Pratice: An Introduction to the Special Section

What does it mean to practice critically in community settings? How do counselors, psychologists, social workers, community development workers, and other human service practitioners get beyond patching up the wounded and sending them back to contend with the toxic conditions in communities and society? What individual and organizational beliefs and practices would support those in need while simultaneously contributing to changing social conditions? This paper explores a model of critical community practice that highlights the theoretical underpinnings, practical applications, and organizational implications of community practice that is more radical and transformative. It also serves as an introduction to the four papers that follow in this special section.