Results 241 to 250 of about 8,615,313 (282)
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Dimensions of organisational performance: a review
International Journal of Manufacturing Technology and Management, 2019Obadia Bishoge, Daoping Wang
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Feedback quality and performance in organisations
The Leadership Quarterly, 2022Abstract The provision of feedback is fundamental for promoting employee performance in modern organisations; however, little is known about how the quality of feedback affects performance. We report an experiment where subjects perform a real-effort task repeatedly in a flat-wage environment which varies the quality of feedback across treatments. In
Drouvelis M, Paiardini P
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Making Organisational Memory Perform
Journal of Information & Knowledge Management, 2003The literature on the impact of organisational memory on performance in terms of innovation is ambiguous. For example, on one hand organisational memory is recognised as a source of organisational inertia and restricts the range of innovative options.
Catherine L. Wang, Pervaiz K. Ahmed
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Long Range Planning, 1998
Abstract The literature on organisational performance is riddled with measurement problems that cannot easily be solved. In contrast we argue that elite theory in terms of performance can be more easily measured by the win record of sports organisations.
Kevin Roberts +3 more
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Abstract The literature on organisational performance is riddled with measurement problems that cannot easily be solved. In contrast we argue that elite theory in terms of performance can be more easily measured by the win record of sports organisations.
Kevin Roberts +3 more
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<p>Von geopolitischer Instabilität über die KI-Revolution bis hin zu emotionaler Überlastung – Organisationen stehen vor beispiellosen Herausforderungen. Organisationale Performance hilft dabei, die entscheidende Balance zwischen Stabilität und Anpassungsfähigkeit zu wahren.
André Häusling, Tillmann Seidel
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André Häusling, Tillmann Seidel
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The Criteria of Organisational Performance
1977If one looks through the literature on planned organisational change, one finds surprisingly little attention being paid to a precise definition of the aims of a change programme. Most writers seem to assume that there is a specific objective which the client organisation wishes to attain—frequently the smooth introduction of some technical or ...
Allan Warmington +2 more
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Influences of Organisational Learning on Organisational Performance and Success
2004This chapter explores empirical evidence on bridging the gap between organisational learning and performance. The chapter reports on four case studies in which in-depth interviews were conducted to explore a number of issues pertaining to the developmental process of learning, the stages of learning, the factors that influence learning and the ...
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Business Enablers and Organisational Performance
Proceedings of the 2018 1st International Conference on Internet and e-Business, 2018Surviving in our current volatile world requires companies to be environmentally wise and proactive in order to remain sustainable. Organisations need to develop agility performance, competitive advantage in addition to profitability performance. Findings showed that achieving profitability performance relies on the company' s ability to identify ...
G. Bakam Fotso +2 more
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Performance of organisations treating lean as an ideology
Business Process Management Journal, 2011PurposeBritish empirical research suggests culture and change have contributed to every lean failure. Whilst prevailing research implies that successful lean implementations lead to a profitable organisation, it focuses upon the low numbers of successful lean conversions.
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2015
In einem hochkomplexen Umfeld kann sich echtes Leadership immer weniger auf herkommliche, klassische Vorgehensweisen stutzen. Das Management ist in eine neue Ara eingetreten – man wird sich, erganzend zu den fachlichen und den Managementkompetenzen, empathischer, sinnstiftender und werteorientierter verhalten mussen.
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In einem hochkomplexen Umfeld kann sich echtes Leadership immer weniger auf herkommliche, klassische Vorgehensweisen stutzen. Das Management ist in eine neue Ara eingetreten – man wird sich, erganzend zu den fachlichen und den Managementkompetenzen, empathischer, sinnstiftender und werteorientierter verhalten mussen.
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