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The study explores how organizational structure and culture in the South African property sector influence decision-making on Environmental, Social, and Governance (ESG) challenges and Green Policy development. It hypothesized that traditional hierarchical structures and non-participative cultures hinder digitalization, impairing data collection essential for informed ESG decisions. In contrast, participative cultures and modern or matrix structures facilitate data-driven insights, expediting ESG and Green Policy advancements. Qualitative methods, including unstructured in-depth interviews with key decision-makers across various sectors (listed companies, commercial developers, financiers, real estate agencies), alongside interviews with digital application developers, provided perspectives on organizational impacts. A systematic literature review supplemented the data. Thematic content analysis of the data revealed traditional structures and cultures complicate decision-making, impede digital transformation, and delay ESG and Green Policy implementation. Conversely, participative cultures and modern structures streamline data-driven decision-making processes, promoting ESG and Green Policy progress. The findings highlight opportunities for traditional organizations to enhance structures and cultures, removing barriers to digitalization and accelerating ESG and Green Policy initiatives. This study underscores the critical role of organization dynamics in fostering sustainability within the built environment, emphasizing digital transformation's importance in driving positive environmental and social outcomes. [ABSTRACT FROM AUTHOR]

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Copyright of Ekonomika APK is the property of Economy of Argo-Industrial Complex and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Aim: The aim of this qualitative research was to explore perceptions of organisational change related to the integration of nurse practitioners from key nursing stakeholders. Background: The ongoing delivery of effective and efficient patient services is reliant upon the development and sustainability of nurse practitioner roles. Examination of the factors contributing to the underutilization of nurse practitioner roles is crucial to inform future management policies. A change management theory is used to reveal the complexity involved. Method: Qualitative interviews were undertaken using a purposive sampling strategy of key stakeholders. Thematic analysis was undertaken and key themes were correlated to the theoretical framework. Results: The results confirm the benefits of nurse practitioner roles, but suggest organisational structures and embedded professional cultures present barriers to full role optimization. Complicated policy processes are creating barriers to the integration of nurse practitioner roles. Conclusion: The findings increase understanding of the links between strategic planning, human resource management, professional and organisational cultures, governance and politics in change management. Effective leadership drives the change process through the ability to align key components necessary for success. Sustainability of nurse practitioners relies on recognition of their full potential in the health care team. Implications for nursing management: The results of this study highlight the importance of management and leadership in the promotion of advanced nursing skills and experience to better meet patient outcomes. The findings reinforce the potential of nurse practitioners to deliver patient centred, timely and efficient health care. [ABSTRACT FROM AUTHOR]

The present study examines the role of psychological empowerment (PE) in mediating the relationship between organisational structure and work related attitude. Through a sample of 324 middle and senior level executives working in India using a self-report questionnaire, the study established the linkage between organisational structure, psychological empowerment, and work related attitude thus extended the psychological empowerment theory. It was found that employee perceptions of the organisation structure they work in, directly influence their perceptions of empowerment, which, in turn, influence their work outcomes like job satisfaction, commitment and turnover intention. As per the findings, formalisation and participation in decision-making characteristics of organisation structure were found to be critical in enhancing psychological empowerment. Hierarchy of authority was found to negatively co-vary with psychological empowerment indicating that the more centralised the structure is, the lesser the feeling of empowerment experienced by the employees. The findings will facilitate managers to analyse their organisations' with respect to centralisation and formalisation variables and assess to what extent they are matching with their goals of organisation to ascertain positive work outcomes. [ABSTRACT FROM AUTHOR]

Summary Greater priority is now being given to improving responses to concerns that adults may be at risk of abuse or neglect in England and internationally. In England, the Care Act 2014 placed ‘adult safeguarding’ on a firmer statutory footing. Although local authorities were given the lead responsibility for adult safeguarding over a decade ago, little is known about how they organised their responses. This article reports one element of a national study in which semi-structured interviews with 23 local authority adult safeguarding managers in 2013–14 were conducted. The interviews sought to understand how local authorities arrange their responses to adult safeguarding concerns. Findings Several models of practice were identified. Confirming a central theme reported in the literature, the extent and nature of specialism within safeguarding practice varied. Safeguarding specialists were reported to be based in centralised teams or were located as specialists in locality social work teams. In some areas, the role of specialist safeguarding practitioners was linked to an analysis of risk severity or location of concern. Other areas emphasised the importance of safeguarding work as the core of mainstream social work practice. Applications These findings offer a basis for analysis and managerial considerations about the implications of different organisational models of adult safeguarding. These may be relevant to option appraisals and decision-making about future organisational planning. [ABSTRACT FROM AUTHOR]

This paper examines the organisational hierarchies and decision making processes of two Chinese multinational enterprises operating in Vietnam—China Luoyang Floating Glass Corp. (CLFG) and China TCL Holdings Co. Ltd. (TCL). For this study, research data were obtained from in-depth interviews of more than 20 government officials in P. R. China and Vietnam, and managers and staff of those two enterprises. Results indicate that the organisational structures of the two enterprises are still vertical but complex, although moderate changes made to them post the nationwide economic reform of China. Consequently, decision making process follows a “top-down” model, sometimes, with insufficient grassroots information. Findings are discussed in the light of political, social and cultural milieu, and implications are drawn for the management of Chinese multinational enterprises operating in overseas markets. Both CLFG and China TCL are structured on task specialisations. However, departmentalisation in TCL’s overseas division in head office is not only based on products, but also on geographical regions of markets. The organisational structure of TCL in Vietnam is less complex than the international division, but it is more centralised. Decision making at TCL combines more traditional Chinese business philosophy with modern western organisational characteristics. TCL has a strong western influence in its management style. However, some traditional characteristics such as “hero” leadership influence and political influence are involved with decision making at TCL. Amongst others, the transitional economy, social culture, poor management system and political sensitivity have been major elements influencing decision making. In the case of CLFG, some decisions have been made before proper information has been gathered and analysed. [ABSTRACT FROM AUTHOR]

This paper describes our experience in developing a teaching case study in organisational behaviour using a postpositivist approach. We problematise the perception that the teaching case is a positivist method, and instead argue that they are well-suited to a critical management education. We believe that case studies accomplish four tasks relevant to critical management education: they facilitate a critical understanding of relevant theory; illustrate the power and potential of organisational theory to explain and understand organisational failures; they encourage students to understand the limitations of the managerial perspectives on organisational and social problems; and demonstrate the connections between people, organisations and the broader context of society [ABSTRACT FROM AUTHOR]

Technological innovation enables modern Supply Chain Management (SCM). The willingness to reassess the roles and behaviours of management is required to unleash the true creative power of SCM. Unfortunately, most managers and business educators have focused more on quantitative and technical aspects of SCM than on creating an environment that supports systems thinking and holistic decision making. Without redefining the system, collaboration will not occur at levels needed to create the learning SC. To help managers and educators make a closer examination at collaborative behaviour, we review the literature and illustrate its theory through an interactive simulation that demonstrates the need to go beyond technology to culture and structure to establish a truly collaborative SC model. One unique benefit of this approach is the simulation can be run first hand to support the literature and provide the significant emotional event needed to promote the needed paradigm shift to true SC collaboration. [ABSTRACT FROM AUTHOR]