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This research aims to examine the effect of corporate culture on sustainability report quality. The total research samples are 68 observations on the index of Sri Kehati. Corporate culture includes cultures of clan, adhocracy, hierarchy, and market. Sustainability report quality is measured by the scoring method. Data analysis uses regression tests. Based on data analysis, low clan culture, high hierarchy culture, and high market culture lead to high sustainability report quality. However, there is no effect of adhocracy culture on sustainability report quality. This research contributes to investigating how far the implementation of POJK no. 51/POJK.03/2017 can lead firms to have high-quality sustainability reports. This research also contributes to providing evidence in emerging countries such as Indonesia.

Copyright of Revista Venezolana de Gerencia (RVG) is the property of Revista de Filosofia-Universidad del Zulia 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.)

The relevance of the research is conditioned by the need to develop the institution of social management in the transition of the society to the information stage of its development, which requires new management approaches in the face of exacerbation of globalization risks. Traditional methods of managing a society, primarily bureaucratic ones, do not provide the proper efficiency and effectiveness of the management process in such conditions. Therefore, the aim of the research is to consider adhocracy as a method of social management as an alternative to the traditional bureaucratic paradigm. On the basis of a comparative analysis, the bureaucratic and project (adhocracy) management approaches have been considered, the main characteristics of these methods highlighted, their advantages and disadvantages shown in relation to the institution of social management, and the practice of applying the project approach in public administration in modern Russian society briefly characterized.The author proposes options for achieving a balanced management approach based on a reasonable combination of process bureaucratic and result-oriented project management in the modern information society in order to maintain a balance of social innovation and homeostasis, ensuring the integrity and manageability of the social organism. It has been concluded that the application of the project approach in social management is promising, provided that the administrative and legislative obstacles that impede the use of the adhocracy method in management practice are eliminated.

This paper deeply analyses the latest strategies for enhancing the management system of higher education institutions. This study sets out the importance of the management system of higher education institutions (HEIs); (b) states the leading-edge strategies for modernizing the management system of HEIs; (c) calls attention to changing the mindset of the university pedagogical staff and leaders and using broader methods in reforming management system of HEIs; (d) suggests further approaches for superior academic outcomes. This study gathered data through field trip HEIs observations, interviewing HEIs rectors, lecturers, and university staff, and analyzing available data. The qualitative research findings reveal dissatisfaction with the present strategies and leading to poor academic achievements in the HEIs of Uzbekistan. Meanwhile, within the framework of the article, based on the methods of analysis and synthesis, generalization, and deduction, the main features and elements of the university management system, as well as current approaches to the management of a modern university, will be studied. Found data shows that improper infrastructure of government expenditure on education, low salary, and limited quota in pedagogical universities lead to a shortage of teachers and poor academic achievements.

Abstract: Introduction. The novelty of the research lies in the study of organizational culture in connection with the core values and the organization of personnel activities that is appropriate in the current context of economic development and growth. The model of “competing values” is used, which makes it possible to determine the orientation of organizational culture in two main dimensions, each of which is located between two contrary positions: 1) freedom of activity, dynamism/control, stability; 2) external focus, differentiation/internal focus, integration. Methods. The study involved employees of a regional company engaged in consulting and processing applications, 90 people aged 19 to 51 years. The authors used the following methods: Organizational Culture Analyze Instrument by K. Cameron and R. Quinn; the Value Survey Module by G. Hofstede; personal values acmeological test by A. V. Kaptsov. Multiple regression analysis was used to establish predictors of the types of organizational culture appropriate for the current context of economic development. Results. Based on the analysis results of the actual organizational culture profile in a regional company, a shift in emphasis towards stability, order and control with a predominance of market culture with a slight excess of the hierarchical one has been established. The clan organizational culture was preferred by the company's employees, which is explained by the resistance of social individuals to the declared values of consumer culture and the need for group solidarity and social support. Predictors of market–type organizational culture are cultural values: a long distance of power, individualism, masculinity, enjoyment of life and personal values of the family; adhocratic type – cultural values that actualize subjective control in innovative achievements. Discussion. The conclusion is formulated that despite entering market relations, management in modern regional organizations continues to rely on the principles of control and stability – the basis of the old Soviet period management system with an overwhelming preference for support and care from the leadership.

Although political scientists and political theorists rarely recognize liquid democracy (LD) as a distinct model of democracy, LD has its own history, theoretical underpinnings and practical applications. The article fills this gap by conceptualizing LD as an original decision-making procedure and a mode of political representation based on mechanisms of authorization and accountability that are fundamentally different from parliamentary representation. Yet the first practical applications of LD have occurred within representative institutions such as the German Federal Parliament and political organizations such as the Pirate Party Germany. These have experimented with two different LD software, Adhocracy and Liquidfeedback, whose design enables two variants of LD, the former aimed at assessing the quality of opinions and the latter aimed at transforming experts into decision-makers. After examining the impact of the adoption of Liquidfeedback on the internal organization of the Pirate Party, the article identifies two challenges that have emerged through the use of LD software: the conflict between the participants' right to privacy and the transparency of delegated decisions; and the concentration of power in the hands of few delegates. The article concludes by noting that only the variant of LD oriented toward assessing the quality of opinions is fully compatible with representative democracy.

Basic concepts related to analysis and evaluation of teal organizations are reviewed, and generation Z’s attitude to the teal organizations implementation in Russia. Article analyses the classification and basic principles of teal organizations. Regional and federal organizations were reviewed as examples for research implementation. Authors have interviewed Samara University students with their own developed form as part of the research. With the students’ answers, the youth’s attitude to implementation of teal organizations has been determined and classified. The research data could be used not only for the determination of teal organizations’ key qualities mostly valuable for generation Z, but for the determination of key qualities for competent organization of common-typed enterprises by entrepreneurs.

Copyright of Istanbul Commerce University Journal of Social Sciences / İstanbul Ticaret Üniversitesi Sosyal Bilimler Dergisi is the property of Istanbul Commerce University Journal of Social Sciences 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.)

In this multidisciplinary discussion, the author advances the hypothesis that pre-firing potmarks placed externally onto bread moulds constituted a locally regulated rationing or wage payment system throughout Egypt in Late Predynastic and Early Dynastic times. In the absence of both formal writing and a centralized government, the invention of potmarks is seen as an administrative 'first response', an adaptive mechanism in the truest Darwinian sense, to meet an urgent need for order and control in a climate of increasing economic complexity as people transitioned from private to public spheres of food production. Furthermore, the distribution of geographically discrete but similar potmark corpora across Egypt suggests the presence of a 'proto-bureaucracy' before state formation, with this genre of mark situated at its core. This proto-bureaucracy is seen as inherently different from the bureaucracy of the impending state, dominated instead by elements of an adhocracy, a form of administration based on non-centralized management. The term adhocracy and its tenets, although developed in the modern era for present-day and future restructuring of bureaucracies, permit for the first time a cogent modelling of potmark administration. [ABSTRACT FROM AUTHOR]

The article substantiates the directions for solving the problems of organizational culture of production through adhocratic management style. In high-tech and fast-growing industries, organizations have emerged that show signs of organizing the future. In the scientific literature, these organizations are called adhocratic, which are based on knowledge and competence, rather than on positions in the hierarchy. In adhocratic organizations, in contrast to bureaucratic structures, there is a shift from entrenched schemes, standardization, division of functions and methods of activity (the desire for a rigid division of labor, excessive formalization of behavior and interaction, total use of planning and control systems, etc.). The article connects the issue of adhocratic management with competence and leadership. The competence of the employee is seen as the degree of his qualification, which allows him to successfully solve the tasks facing him. The greatest organizational effect for this management system will be if there are leaders in different positions of managers. The basic features of leadership are highlighted: ability to make responsible and complex decisions, willingness to take proper responsibility for them; concern for the common good and benefit of people, not for personal gain; the ability to lead people on a completely voluntary basis; possession of charisma and natural power of influence; trust in the leader of the group and strong authority; the ability to admit mistakes and the desire to take responsibility for defeats, to look for personal miscalculations. The advantages (participation of all the organization's members, continuous learning, solving problems according to the capabilities of each team member) and disadvantages (possible problems of communication during decision-making process; if the organization is not used to working "adhocratically", it is constantly looking for a boss; long decision-making process due to taking into account the points of views of many people) of adhocratic management are identified. [ABSTRACT FROM AUTHOR]

The linkages between corporate culture, corporate performance, and human resource management (HRM) practice have been broadly investigated, but, none of the previous studieshave analyzeda mediation mechanism in the relevant research models. This article aimed to analyze the complicated linkages among corporate culture, performance, and HRM practice. Especially, it aimed to underline the mediation of HRM in the research model. The research data were collected in Vietnam as one of the quickly developing countries, receiving a humble amount of research on that issue. Multiple regression analyses were employed to scrutinize the causal correlation from corporate culture to performance, while the mediating procedures were applied to investigate the mediating mechanism. The research findings reveal that clan, adhocracy, and market cultures likely improve corporate performance, whereas hierarchy culture negatively influences corporate performance. Furthermore, HRM practice was evidenced to partially mediate the effects of clan, market, and hierarchy culture on performance. Nevertheless, it fully mediates the influence of adhocracy culture on performance. This research is one of the first to link HRM practice to the relationship between corporate culture and performance, and then explore HRM mediation. The empirical results could help researchers and business managers in developing economies more deeply understand the complicated links among corporate culture, performance in business, and the mediation of HRM practice to make better decisions on corporate culture and HRM for their enterprises. Ultimately, they can gain better corporate performance.

The aim of the paper was to determine the type and profile of the organisational culture present in a selected uniformed organisation and to indicate the desired type of culture in light of its employees’ opinions. The methods used in the research include a critical literature review, the heuristic method, the comparative method, participant observation, as well as the quantitative method: a survey questionnaire composed according to K.S. Cameron and R.E. Quinn. An analysis of the results indicated that the dominant culture in the organisation nowadays is the hierarchy culture. However, the employees would like to see changes towards reducing the impact of the hierarchy culture in favour of formulating another type of organisational culture. Yet there is no clearly marked direction of changes in which this culture is supposed to evolve. Further insightful research is needed in this respect. Hence, it could be presumed that managing this type of organisation should not be based primarily on the hierarchy culture. Whereas there must be rules and procedures in place, it is also necessary to remember that the development of an organisation and, first and foremost, its employees, can be achieved by going beyond the established patterns.

Subject and purpose of work: Ukraine’s dynamics by the competitiveness indicators shows the low macroeconomic status and insufficient innovative business climate, yet it doesn’t contradict the opportunities of economic growth. The research is devoted to adaptation of theoretical and applied organizational models of economy growth on the grounds of innovative entrepreneurship development, activation of public-private partnership and functioning of crowdsourcing virtual configuration of commercial and non-commercial social entities. The major objective of the paper is to examine the evolution of organizational models, to determine the tendencies of organizational renovation of economic system based on scientific and technological progress and to outline the directions of improving the efficiency of organizational-institutional transformations in Ukrainian economy.

The aim of this study was to explore the statistical relationship between perceived organizational culture and organizational citizen behaviour among public and private sector employees. For this purpose, the authors used a questionnaire survey to collect primary data; testing was performed on a convenience sample. After receiving a total of 410 evaluable responses, data were analysed using non-parametric statistical tests. Based on the results, it can be concluded that there is a correlation between private sector employees’ organizational citizen behaviour and characteristics of all four perceived culture types. However, only the perceived clan and hierarchy culture traits are related to public sector respondents’ organizational citizen behaviour. The research also highlighted that all dimensions of organizational civic behaviour are higher in the public sector. Furthermore, the characters of market, adhocracy and clan culture are greater perceived by employees working in the competitive sector. [ABSTRACT FROM AUTHOR]

Our survey of respondents in 99 organisations with a customer relationship management (CRM) system finds that organisational culture is significantly related to the achievement of desirable CRM outcomes, as indicated by an index composed of a number of financial metrics. Most notable is the strong association between adhocracy and hierarchy cultures and CRM success. This is the first empirical study that has investigated whether organisational culture, as measured using the Competing Values Model, has a main effect on CRM success. The study also considers the influence of a number of moderating conditions on CRM success. No moderating effects are found. We conclude that organisations with an appropriate organisational culture are more likely to enjoy financially desirable CRM outcomes. [ABSTRACT FROM AUTHOR]

The article builds upon the thesis that developing an adaptive organisation is strongly determined by the choice of organisational design. By reviewing design components and their importance for organisational adaptability, we outline the organisational features that design choice is to ensure for adaptability to be achieved. The benefits of using project organisational structure, adhocracy and networks in ensuring adaptability are discussed. Beside the requirements regarding "organisational hardware", arguments for the significance of softer organisational components are given. Results of our own and others' empirical studies on the role of soft organisational elements such as managerial philosophy, trust- and loyalty-based relationships with contracting parties and staff and aptitude to continuous innovation in building agility are also reported. [ABSTRACT FROM AUTHOR]

The article aimed at typology of the type and profile of the current and desired organisational culture in the selected universities in Poland, indication of the factors shaping it, indication of action motivators and success criteria according to the academia's viewpoint. This is part of the results of more extensive research. The research tool used was the OCAI Questionnaire by Cameron K.S., Quinn R.E., as well as typology of organisational culture by Deal T.E., and Kennedy P. The study was conducted among the academic staff of the economic and social faculties and the university authorities in five academic centres. The conducted study has clearly exhibited that universities are following in the steps of the American model towards the culture of market and hierarchy. The management style of the organisation and human resources is also aimed at the market, which involves accountability, reporting and bureaucracy. This type of culture is not accepted by all the academia and the pace of change is short term. The departure from the traditional academic ethos has already taken place. [ABSTRACT FROM AUTHOR]

In this study, it is aimed to determine the culture types related to the perceived and preferred situation in schools. It is also aimed to examine these types of culture by considering the socio-economic context. For this purpose, the relational screening model was used in this study. In order to determine the teachers in the schools in the designated sample, the convenient sampling method was used from the non-random sampling methods. The sample of the study consists of 360 teachers working at various schools in Bilecik Province of Turkey. As a result of the study, it has been found that the most dominant organizational culture type in schools is the clan culture in all socio-economic levels and the most preferred type of organizational culture is also clan culture. In addition, it has been concluded that in terms of culture types, there is a significant difference between the perceived situation and the preferred situation in schools at all socio-economic levels. As a result, the most dominant type of organizational culture in the educational organizations is determined as clan culture which shows that teachers do not want to be in a race in their school, but they want to act together with their colleagues. [ABSTRACT FROM AUTHOR]

Copyright of Scientific Journal of the Military University of Land Forces is the property of Gen. Tadeusz Kosciuszko Military Academy of Land Forces 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.)

The aim of the study is to highlight the theoretical aspects of the origin of meritocracy, the principles of formation of political meritocracy in Ukraine, analysis of the modern political-power elites of Ukraine in the meritocratic aspect. The research methodology. The article uses a set of methods for the analysis of the meritocratic principle of formation of the political-power elites. Methods of system analysis, structural-functional, dialectical, comparative, and normative-value are used. Novelty of the article. The problem and the concept of meritocracy in the article are the nature of scientific novelty. The scientific research thoroughly studied domestic and foreign experience in formation of political opinion about meritocracy. The practical mechanisms of forming the political-power elites in Ukraine were further developed. The main conclusions: it was found that the meritocratic principle is the basis of the value-based approach to elite formation. Recruitment to the elite takes place through elections, universities, and a «selective mechanism». The author concludes that the modern political-power elites should be endowed with a high-level of political culture and professionalism, which is considered as evidence of the implementation of meritocratic principles in the system of selection of politico and managerial components of political power. The main selection criteria of candidates for positions are: high level of intelligence and professional achievements that are clarified. The Ukrainian experience of meritocratic principles implementation is analyzed in practice. [ABSTRACT FROM AUTHOR]

Copyright of Scientific Bulletin of National Mining University is the property of National Mining University, State Higher Educational Institution 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.)

Copyright of Economic & Regional Studies/Studia Ekonomiczne i Regionalne is the property of Sciendo 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.)

The purpose of this study is to know the perceptions of the members of the community over the current organizational culture and expectations of the organizational culture members of the next 3 years. The research was conducted at Paguyuban Kios Selomangleng Kelurahan Sukorame, Kecamatan Mojoroto, Kota Kediri. This research used qualitative method with human instrument and participant observation data collection technique, and implemented organizational culture assessment instrument (OCAI) method. The results showed that the perception of members of Paguyuban Kios Selomangleng is currently in an adhocracy situation that is an organizational culture that demands innovation and initiative that can improve entrepreneurship and creativity. The hope of members of the community for the next 3 years is a market culture that is a condition where members want a competitive market culture to increase productivity and profit.

The bureaucratic organizational structure has been recently challenged by a number of organizations that claim to offer employee emancipation and autonomy through self-management, self-organizing, or "holacracy." To facilitate theorizing about such organizational-level self-management, I examine it as an ideal type of organizational form, comparing it to two more established organizational forms, Weberian bureaucracy and Mintzberg's adhocracy. More particularly, building on the four universal problems every organization needs to solve—two of which I divide into two sub-problems—I utilize a framework of six fundamental problems of organizing—task division, task allocation, rewarding desired behavior, eliminating freeriding, providing direction, and ensuring coordination—to demonstrate how these three forms of organizing have found different solutions to them. The radically decentralized model of authority at the heart of self-managing organizations is shown to lead to solutions to these problems that are based on peer-based accountability and rewarding, transparency of key information, and bottom-up emergent processes where employees have the authority and responsibility to identify necessary tasks and ensure that they get done. It is concluded that the self-managing organization indeed is a novel form of organizing that can better explain certain real-life organizational outliers than the existing paradigms of organizing. It is argued to be especially viable in industries where interdependence between units is low, outputs are highly tailored, and employee expertise and motivation are high. Accordingly, research on such organizations can offer several new insights relevant to both the practice and theory of organization design. [ABSTRACT FROM AUTHOR]

The purpose of this study was to describe the participation of nurses and nurse leaders in self-organizing teams formed to develop innovative nursing care. The theoretical perspective combines Bondas' caritative theory on nursing leadership with Waterman's and Dolan's work on ad hoc organizations. Seven self-organizing teams participated in a 2-year action research project. Data were collected through fieldwork, formal and informal individual and group interviews, and diaries. Analytical abstraction methodology described by Miles et al was used. The metaphor "overcoming the jet lag of bureaucracy" is based on 5 themes: struggling to design the new team; investing time and self; needing research and leadership support; evolving collegial collaboration, professional growth, and pride; and growing professional security and the will to continue education as a result of learning. [ABSTRACT FROM AUTHOR]

Unless they are constructed for purely theoretical purposes, all human organizations exist in their own particular environments. Those environments are subject to change. Unless the organization accommodates the changing environment. The chances of it continuing to serve the needs of its stakeholders will diminish. At a certain point as the needs of the stakeholders of the organization will cease to be served and the organization will no longer be sustainable. When the organization ceases to be sustainable it will cease to exits in its present form. The problem of organizational sustainability has been intensively studied. The issue of organizational resistance to change has been historically approached from the perspective of militating organizational resistance to a particular change initiative. In this paper, the social and historical roots of resistance to change are explored, and a new strategy to accommodate organizational change is developed. That new strategy is to adopt and nurture a culture of change. The first step in creating an organizational culture of change is to make change an everyday expectation by adjusting the organizational structure to encourage the assumption of power, authority and creativity throughout the organization. The basic four structures of organization are surveyed, and the type of structure that has been found to be most accepting and supporting of change is the type that has come to be known as an adhocracy. © 2018 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

There is growing need to link universities and their cities in Africa. Yet current research paints a picture that the development relationships between universities and learning cities do not appear to have functioned sustainably in the African contexts. This article draws from UNESCO guidelines for a learning city to analyze one university efforts of linking community engagement that bolsters a learning city initiative. The case is based on empirical data with a total of 16 actors in community engagement that included deans, heads of departments, faculty in general and university administrators. The evidence, suggested that rather than a formalized and centralized approach, the current university case on the contrary employs an open-ended and ad-doc system that still bring to the fore the agenda for a learning city. The article concludes with a call for alternative ways to structure partnerships that do not always structure bureaucratic approaches in poorly resourced universities. [ABSTRACT FROM AUTHOR]