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The research relevance is predefined by the importance of communication as a necessary competence of process management in the enterprise. The main aim is to analyse the key principles of building communications in the management of business processes of modern enterprises. The results were obtained to illustrate the importance of building communication both within the enterprise, regardless of its affiliation to a particular area of business. The interrelation of social, technical, and managerial components of the communication system within a single enterprise, determines communication in general. The practical significance lies in the possibility of their use in the construction of business, based on a high-quality task setting for all participants of the communication process, tracking the overall level of its perception and execution. [ABSTRACT FROM AUTHOR]

In this paper, we aim to propose formulas based on indicators to develop the transcendent happiness of employees in the tourism industry. Specifically, three factors are proposed as determinants of transcendence happiness (THP): corporate culture (CO), internal communication (IC), and employee-centered personnel management (EPM). To this end, a model proposes to help guide employees in the tourism industry toward happiness. From a sample of 443 employees in tourist accommodations in Spain, we explore the feasibility of an SEM-PLS model based on already validated scales. Our results show, on the one hand, the critical role of organisational culture in the pursuit of employee happiness and, on the other hand, the mediating effect of internal communication between personnel management and transcendent happiness. This ground-breaking study fills two gaps in the current happiness management literature. The first is considering transcendent happiness as an innovative key to corporate governance. It requires a corporate culture that fosters all human capital's personal growth and work-related well-being. In addition, secondly, to demonstrate that the variables of internal communication and passion at work positively influence the transcendental happiness of internal customers in rural establishments. Between internal communication and personnel management based on the employee's growth, the organisational culture has the most significant impact not only on personnel management but also on the achievement of the happiness of private employees. To this end, rural accommodations should design organisational patterns based on codes of conduct in the social relations between employees and managers. [ABSTRACT FROM AUTHOR]

The objective of this study is to investigate the influence of Knowledge Management Capability (KMC), Workforce Diversity (WD), and Organisational Commitment(OC) on the Organisational Performance (OP) of small and medium-sized enterprises (SMEs) in China that are owned by German companies. The researcher employed a mixed-methods approach to addressthe lack of existing theory and current knowledge, particularly in the context of knowledge management and communication (KMC) practices in small and medium-sized enterprises (SMEs) in Germany. During the initial phase, a quantitative survey was conducted by the researcher. A selfadministered questionnaire, utilising a 5-point Likert Scale, was distributed to a total of 620 respondents. Out of these, 435 questionnaires were deemed usable for analysis. Partial Least Squares Structural Equation Modelling (PLS-SEM) was utilised to validate the conceptual model and its associated hypotheses. In the second phase of the study, a qualitative survey was conducted. The researcher employed the purposive sampling technique to select a sample of 32 informants. These informants were approached to provide insights on the model through focus group discussions and oneto-one interviews. The objective of this study is to enhance the performance of small and medium-sized enterprises (SMEs) in Germany by placing greater emphasis on knowledge management capabilities (KMC), organisational culture (OC), and workplace diversity (WD). Three additional professors from the University were extended invitations to provide their insights and elucidate the model. The results suggest that Kangaroo Mother Care (KMC), Water Disinfection (WD), and Oral Contraceptives (OC) have a direct and significant impact on Osteoporosis (OP). The role of OC has been empirically demonstrated to act as a mediator between KMC and OP. The consideration of KMCas a factor of lesser concern isimportant in the context of daily operational activities. The findings of this study have implications for the decision-making processes of German small and medium-sized enterprises (SMEs) operating in overseas branches. Additionally, they provide guidance for host countries on strategiesto attract foreign investors. [ABSTRACT FROM AUTHOR]

Knowledge management, learning methods, academic performance. In times of the second pandemic outbreak, the influence of knowledge management in the area of communication on the development of teaching competencies at the Julcán-2021 Educational Institution was determined. La Libertad, Peru. The study corresponds to a nonexperimental, descriptive correlational causal design. A population equal to the sample of 73 teachers was reported, chosen by means of a non-probabilistic, intentional and directed sample selection. The information collection instrument was the survey to determine the levels of knowledge management in teachers by (Velásquez, 2018), which evaluates the dimensions: Organizational culture, internal communication, competency development and planning. To measure the levels of teaching competencies elaborated by (Rivilla et al. 2013), which evaluates the dimensions: methodological, social, personal and technical. For the association, the Rho Spearman coefficient was used and for the effect the linear regression, registering: knowledge management and its dimensions, significantly (p<0.01) influence teaching competencies (r= 0.935, r2 = 87.4%; r=0, 761, r2 = 57.9%; r=0.754, r2 = 56.8%; r=0.849, r2 = 72.1%; r= 0.706, r2 = 49.8%). In conclusion, the predictive model of knowledge management has an 87.4% influence on teaching competencies. Knowledge management and its elements should be stimulated to increase teaching competencies in the Julcán-2021 educational institution. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this article is to identify the theoretical sources of the process of acquisition and development of leadership styles represented by managers in many industries. Design/methodology/approach: The article analyzes five distinct management paradigms and leadership styles as emerging from five distinct worldviews currently present in the world. Findings: It turns out that the realization, conscious or unconscious, of one paradigm of reality implies the adoption of a particular management style, which then influences the actions with groups, teams and entire organizations. Worldviews form a specific loop with a leader's mindset, which influences his actions and performance. Research limitations/implications: The major limitations of this analysis are its theoretical nature and the question of whether it can be confirmed by a real life research. Practical implications: Understanding the sources of behavior has implications for how organizations operate and can significantly impact the design of recruitment, initial training, and development programs as well as on what curriculum business schools offer.. Social implications: People interpret the reality around them through the worldview. It influences their values, beliefs, communication or management style. Companies with knowledge of the sources of management styles can intentionally create these styles through organizational culture and thus influence the surrounding community. Originality/value: Sources of management and leadership styles as a prelude to the Industrial Revolution 4.0. [ABSTRACT FROM AUTHOR]

The objective of the research was to determine the relationship between associativity and the organizational culture of Hass avocado production chains in the Huancavelica Region, Peru in the period 2003–2019. The research is of an applied type, the inductive inferential scientific method was applied. Likewise, the research design used is non-experimental, cross-sectional. A questionnaire was applied to 105 Hass avocado producers from the Huancavelica Region, one of the poorest regions of Peru, in the middle basin of the Mantaro River Valley from the Mariscal Caceres district to the Mantacra town center. In the study, it was found that the associativity environment (ENT) (ASO), based on organizational culture (COR), has a significant influence on the communication dimension (p < 0.05). Regarding support services (SA), has a significant influence on the quality dimension (p < 0.05). Also in relationships (REL), they have a significant influence on the communication and adaptability dimensions (p < 0.05). Finally, in government policies (GP), it has a significant relationship with the communication dimension (p < 0.05). Therefore, these dimensions generate a positive impact on organizational culture. [ABSTRACT FROM AUTHOR]

The article highlights the results of the 2021 Bunbury Regional Hospital Clinical Engagement and Morale Survey, conducted by the Australian Medical Association of Western Australia. Topics discussed include the physicians' classification level, communication between physicians and senior executives, and organizational culture.

This paper considers the way that greater staff understanding (intellectual buy-in) and commitment (emotional buy-in) can enhance brand and business performance. Focusing on internal branding it shows from the literature review why these two issues are important drivers of brand success. The intellectual-emotional buy-in matrix is developed, showing how managers can better use internal communication to enhance employee buy-in and thus achieve better performance. Interviews with 350 managers and employees provided benchmark readings about intellectual and emotional buy-in. Links between buy-in and perceived employee performance are reported. The proportions of employees in each quadrant of the matrix are detailed, with strategies proposed to increase the proportion of 'champion' employees. The positive impact effective communication has on buy-in, and therefore performance, is noted. [ABSTRACT FROM AUTHOR]

This paper places corporate identity studies in a historical context with the writer arguing that there have been four distinct phases in the area's evolution. Currently, there is increasing international and interdisciplinary contact between scholars engaged in identity research. Recent developments have led the writer to postulate that the literature on corporate identity, organisational identity and corporate communication may be regarded as forming the basic building blocks of a new, cognate area of management which in time may be known as Corporate Marketing. However, the marketing mix as applied to organisations in their totality will need to be rethought. In this paper the zips are extended to IOPs with philosophy, personality, people, performance, perception and positioning complementing the existing 4Ps. In addition, the author identifies nine key interfaces, which need to be examined by managers and consultants when reviewing an organisation's identity. [ABSTRACT FROM AUTHOR]

In recent years, two topics have made prominent debuts in the management literature--"virtual" corporations and trust within and among organizations. These two themes are related in that trust is important to the success of the virtual corporation. This article argues that confidence in the development of virtual corporations may be premature because of what we call the Virtual Corporation Paradox. This paradox can be succinctly stated: the short-term, transient deal-making on which the efficiency of the virtual corporation rests greatly impedes the development of the mutually trusting and cooperative relationships on which its success depends. We examine both economic and sociological explanations for the emergence of trust in similar situations and find both deficient. We conclude that the success of virtual corporations will ultimately depend on an ethics-based form of corporate "character" that allows firms to develop trusting relationships without the usual safeguards or social norms. [ABSTRACT FROM AUTHOR]

This study examined the relationship between various characteristics of organizations-including resource inputs, context, rules and regulations, goals, climate, and informal systems-and the effectiveness and efficiency of organizations. Data were collected from 172 secondary schools. Discriminant analyses of the data with the organizations categorized along effectiveness and efficiency domains revealed that different sets or configurations of organizational characteristics were meaningfully related to the different organizational classifications. [ABSTRACT FROM AUTHOR]

The purpose of this exploratory study was to examine relationships among measures of organizational communication, organizational climate, and job satisfaction. Six hundred ninety-five employees of a large public utility constituted the sample. The results indicated that certain dimensions of organizational communication were highly related to both organizational climate and job satisfaction. [ABSTRACT FROM AUTHOR]

This paper elaborates and provides empirical support for two different approaches to managing the nexus of headquarters-subsidiary relations in a multinational corporation(MNC). The first approach is that of Differentiated Fit. We show that the extent to which an MNC differentiates the formal structure of its headquarters-subsidiary relations to fit the contexts of its various subsidiaries, the better the performance of the MNC as a whole. The second approach is that of Shared Values. We show that a high degree of shared values among the headquarters and subsidiaries is another approach to governing headquarters-subsidiary relation that enhances the performance of the MNC. We further maintain that differentiated fit and shared values, while being alternatives, are not mutually exclusive ways of effectively managing headquarters-subsidiary relations. Indeed, MNCs that can simultaneously implement these two approaches have the best relative performance. [ABSTRACT FROM AUTHOR]