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63. Introduction

Author

Moussa, Mahmoud, primary, Newnham, Leonie, additional, McMurray, Adela, additional, and Muenjohn, Nuttawuth, additional

Published
2022
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84. Fostering social enterprise innovativeness: the interplay of learning, market orientation and stakeholder engagement within a capability framework.

Author

Weerakoon, Chamindika and McMurray, Adela J.

Abstract

Purpose: Drawing on capability theory, this study aims to examine the interplay of learning orientation, market orientation and stakeholder engagement in fostering social enterprise innovativeness. Design/methodology/approach: A survey of 1,044 Australian social enterprise executives and managers tested hypotheses in a mediated moderation model using structural equation modelling. Findings: Nested model comparisons revealed key insights: market orientation partially mediates the relationship between learning commitment, open-mindedness and innovativeness. High stakeholder engagement hinders learning commitment's effect on innovativeness while enhancing open-mindedness' impact. Shared vision negatively affects innovativeness. Control variables highlight gender-based perceptions, with female executives viewing market orientation and innovativeness less favourably than male counterparts. This study underscores the importance of heightened market orientations in hostile business environments. Research limitations/implications: Findings prompt further investigation into stakeholder engagement's negative impact on learning commitment and shared vision's effect on innovativeness. It is crucial to recognise gender perspectives in strategy and align internal practices with external conditions. Originality/value: This study clarifies the interplay between learning orientation, market orientation and stakeholder engagement in fostering innovativeness amid contradictory findings. It advances social enterprise research by introducing a capability-based approach to cultivate innovativeness, challenging dominant customer-focused strategies to enhance organisational performance. [ABSTRACT FROM AUTHOR]

Published
2024
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95. Measuring New Product Development Project Success in Vietnamese Small and Medium-Sized Enterprises

Author

Dang, Nga Hoang Thanh, McMurray, Adela J., Huang, Xueli, Kacprzyk, Janusz, Series editor, Pal, Nikhil R., Advisory editor, Bello Perez, Rafael, Advisory editor, Corchado, Emilio S., Advisory editor, Hagras, Hani, Advisory editor, Kóczy, László T., Advisory editor, Kreinovich, Vladik, Advisory editor, Lin, Chin-Teng, Advisory editor, Lu, Jie, Advisory editor, Melin, Patricia, Advisory editor, Nedjah, Nadia, Advisory editor, Nguyen, Ngoc Thanh, Advisory editor, Wang, Jun, Advisory editor, Kantola, Jussi Ilari, editor, Barath, Tibor, editor, and Nazir, Salman, editor

Published
2018
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99. The Relationship between Organisational Culture and Organisational Climate with Reference to a University Setting.

Author

McMurray, Adela Jana

Abstract

A study examined the organizational climate of a university undergoing dramatic change and its relationship to specific aspects of that institution's organizational culture. Earlier research has shown that organizational climate directly affects an organization's communication climate, but it is less clear how organizational climate influences and is influenced by the more pervasive concept of organizational culture. The possibility of a reciprocity between culture and climate was a key focus of this study. A total of 128 of 145 academic staff across six faculties and one center of the new North Coast University (Australia) completed anonymous surveys. Semi-structured interviews were conducted with the Deputy Vice-Chancellor, the Deputy Principal, all seven Deans, and all 15 Center Heads from the various faculties. Results confirm recent findings that culture informs climate in a number of important ways, most notably through the influence of organizational leadership. Data also yielded some new insights as to the ways in which organizational climate and culture intersect, which had particular relevance at the sub-unit level where climate features were perceived to be most positive in those faculties whose subcultures were found to be congruent with the leadership culture. (Contains 63 references, four tables of data, and two figures illustrating aspects of organizational communication models are included. The survey instrument and a factor analysis are attached.) (Author/RS)

Published
1994

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