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This study investigates the innovative work behavior (IWB) of marine lecturers, considering work motivation (WM), organizational culture (OC), and soft skill competence (SSC). Data from 145 respondents representing ten higher education polytechnics in Indonesia were analyzed using partial least squares-structural equation modeling (PLS-SEM). Respondents answered 54 Likert-scale questions, revealing that SSC significantly shapes IWB (estimated value: 0.504), primarily through problem-solving ability. However, WM showed no significant impact on IWB, possibly due to noninfluential dimensions like science, technology, environment, and society. Incorporating technological developments as moderating variables could enhance this relationship. Notably, SSC and OC exhibit crucial relationships with IWB, highlighting their importance over WM. These findings shed light on the complex dynamics influencing IWB among marine lecturers, emphasizing the significance of SSC and OC in fostering innovation in the maritime education sector. [ABSTRACT FROM AUTHOR]

The implementation of TQM to improve product quality does not only focus on systems and technology but also requires competent human resources such as leadership, technical competence, and organizational culture as users and controllers of systems and technology. This will have an impact on the company's operational performance which is expected to continue to increase. This research aims to analyze and test the influence of leadership, technical competence, and organizational culture on the implementation of Total Quality Management (TQM) and its impact on operational performance. The research method used is a descriptive statistical method with an explanatory type. The sampling technique was carried out in a proportional cluster, randomly sampling all ceramic workers in 4 different companies with a total of 368 respondents. The analysis technique used is Covariance- based Structural Equation Modeling (SEM) analysis, and the application used is Lisrel. The research results show that leadership directly influences the implementation of TQM to run well as 33,80%. Technical competition directly influences TQM at 21,10%. Organizational culture has a direct influence on TQM at 16,70%. Meanwhile, the impact of TQM is very influential and has a direct effect on the operational performance of the ceramic industry, so it can increase company profits.

This study examined the influence of organisational culture on job satisfaction among human resources for health in Local Government Authorities in Dodoma City, Tanzania. A study on organizational culture and job satisfaction is essential for designing human resources for health policies and satisfaction strategies that fit workers' perceptions from the health sector. Using cross-sectional design, the study collected data from a sample of 230 human resources for health. The study collected quantitative and qualitative data using survey questionnaire and interview methods respectively. Quantitative data were analysed using descriptive statistics and binary logistic regression. The qualitative data from the key informants were analysed through content analysis. Descriptive findings indicate that there is job dissatisfaction among human resources for health in Dodoma. The findings denote that human resources for health are mainly dissatisfied with their salary, recognition, achievement, supervision, and job content in the LGAs. Also, the study findings reveal that organizational values, taboos, and structure significantly influence job satisfaction. Specifically, high alignment with organizational values (AOR=1.257, p=0.0354), strong influence of organizational taboos (AOR=1.433, p=0.0175), and organizational structure (AOR=1.861, p=0.0266) were associated with higher job satisfaction. Similarly, the findings add that organizational culture aspects, namely open communication, freedom of speech, mutual respect and welcoming newcomers, influence positively job satisfaction. The study concludes that certain aspects of the organizational culture influence job satisfaction. It is recommended that the Local Government Authorities in Tanzania, including Dodoma City, should develop recognition programs to acknowledge and reward employee contributions.

The purpose of this study is to understand Green Human Resource Management (GHRM) practices, considerations that facilitate Green Organizational Culture (GOC) and Organizational Agility (OA), and the connection between these factors and the social performance (SP) and environmental performance (EP) of businesses. The target population of the current study comprises a Bangladeshi organization (manufacturing, university and service). In this quantitative study, data were collected using structured questionnaires. The final sample consisted of 445 respondents, and the data were analyzed using the Structural Equation Modeling (SEM) technique. Both Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) were conducted to ensure the validity and reliability of the measurement model. The results show that social GHRM has a beneficial effect on social and environmental performance factors. This research also discovered employee's ideas about GRRM, GOC OA, and improving an organization's social and environmental performance for long-term growth. Our results show that hiring, teaching, evaluating, and rewarding employees in ways that avoid harming the natural world are all examples of HR management practices that help create a green workplace culture. This work adds to the resource-based view (RBV) and transitive leadership (TL) theory by showing the things that contribute to an organization's green culture and agility help the link between social and environmental performance and green HRM practices. Organizations in Bangladesh can benefit greatly from the GHRM model that this study suggests, as OC and OA have a good effect on both society and the environment. [ABSTRACT FROM AUTHOR]

This study examined the influence of organisational culture on job satisfaction among human resources for health in Local Government Authorities in Dodoma City, Tanzania. A study on organizational culture and job satisfaction is essential for designing human resources for health policies and satisfaction strategies that fit workers' perceptions from the health sector. Using crosssectional design, the study collected data from a sample of 230 human resources for health. The study collected quantitative and qualitative data using survey questionnaire and interview methods respectively. Quantitative data were analysed using descriptive statistics and binary logistic regression. The qualitative data from the key informants were analysed through content analysis. Descriptive findings indicate that there is job dissatisfaction among human resources for health in Dodoma. The findings denote that human resources for health are mainly dissatisfied with their salary, recognition, achievement, supervision, and job content in the LGAs. Also, the study findings reveal that organizational values, taboos, and structure significantly influence job satisfaction. Specifically, high alignment with organizational values (AOR=1.257, p=0.0354), strong influence of organizational taboos (AOR=1.433, p=0.0175), and organizational structure (AOR=1.861, p=0.0266) were associated with higher job satisfaction. Similarly, the findings add that organizational culture aspects, namely open communication, freedom of speech, mutual respect and welcoming newcomers, influence positively job satisfaction. The study concludes that certain aspects of the organizational culture influence job satisfaction. It is recommended that the Local Government Authorities in Tanzania, including Dodoma City, should develop recognition programs to acknowledge and reward employee contributions. [ABSTRACT FROM AUTHOR]

Construction project management is critical to the success of construction projects, with the performance of project managers (PMRs) playing a central role. Despite its importance, previous studies have highlighted the poor performance of construction organizations in Nigeria, such as project delays and cost overruns and the need for proper project management practices. However, the specific performance of PMRs in the Nigerian construction industry (NCI) has not been extensively studied. To address this issue, this study aims to identify the causes of underperformance among PMRs in the NCI by examining the tasks where PMRs underperform and the extent of this underperformance and its effect on motivational support from organizations. Data were collected through 206 questionnaires and 36 semi-structured interviews with organizations and project managers. Descriptive analysis was conducted to evaluate project management (PM) practices as well as the level of motivational support provided to PMRs. The analysis revealed that PMRs underperform in more than 60% of tasks but outperform in 20%. Underperformance refers to the tasks in which PMRs performed less than the expected contributions set by the organization, while outperformance describes tasks where PMRs exceeded the organization's expectations. The analysis also revealed low motivational support of PMR. Correlation analysis was conducted to investigate whether motivational support influences PMR performance, and the results indicated a two-way causal relationship between underperformance and low motivational support. This study integrated a game theory model with regression analysis to show that (stay, support) is the dominant solution for project managers and organizations, provided the net contribution of support is positive. In this context, "stay" refers to PMRs continuing working with their current organization, while "support" refers to the motivational support provided by the organization to enhance the commitment and performance of the PMRs. However, current support levels may not be enough to cause PMRs to begin to outperform. In addition, regression analysis was conducted between the degree of underperformance and motivational factors, and we conducted a preliminary simulation by increasing these values of regression coefficients. The results indicated that while motivational support from organizations can improve PMRs performance, its effectiveness is limited. Factors such as corruption, political pressures, and organizational culture have a greater impact on performance. Addressing these factors may be more crucial for enhancing performance and project outcomes than focusing only on motivational support. Therefore, the Nigerian construction industry needs to implement institutional changes alongside motivational strategies to improve PMRs performance and project success. [ABSTRACT FROM AUTHOR]

The implementation of TQM to improve product quality does not only focus on systems and technology but also requires competent human resources such as leadership, technical competence, and organizational culture as users and controllers of systems and technology. This will have an impact on the company's operational performance which is expected to continue to increase. This research aims to analyze and test the influence of leadership, technical competence, and organizational culture on the implementation of Total Quality Management (TQM) and its impact on operational performance. The research method used is a descriptive statistical method with an explanatory type. The sampling technique was carried out in a proportional cluster, randomly sampling all ceramic workers in 4 different companies with a total of 368 respondents. The analysis technique used is Covariancebased Structural Equation Modeling (SEM) analysis, and the application used is Lisrel. The research results show that leadership directly influences the implementation of TQM to run well as 33,80%. Technical competition directly influences TQM at 21,10%. Organizational culture has a direct influence on TQM at 16,70%. Meanwhile, the impact of TQM is very influential and has a direct effect on the operational performance of the ceramic industry, so it can increase company profits. [ABSTRACT FROM AUTHOR]

This research investigated the impact of Enterprise Risk Management (ERM) and organizational culture on competitive advantage (CA) in cigarette companies in Kalimantan. Through in-depth interviews with three key informants (a branch manager, a sales supervisor, and a finance account manager), the study revealed that effective ERM, particularly in managing external risks like regulatory changes and market fluctuations and internal risks such as operational challenges and HR issues, is crucial for achieving CA. Additionally, an organizational culture that fosters innovation, risk-based performance assessment, and effective HR management significantly contributes to the success of ERM and strengthens CA. Companies can better manage risks and enhance their competitive position by adapting to market changes and embracing innovation. While this research offers valuable insights, its generalizability may be limited due to its focus on cigarette companies in Central Kalimantan and its relatively small sample size. Future research could broaden the scope to include a broader range of companies and regions to gain a more comprehensive understanding. This study's original contribution lies in exploring the interplay between ERM and organizational culture in the context of CA in the cigarette industry. The findings emphasize the importance of integrating risk management and organizational culture as a strategic approach to maintain and strengthen competitive advantage, providing valuable implications for research and practice in this field.

Change initiatives that have been introduced in Oromia public organizations have not met the desired outcomes. Although literature demonstrates the role of organizational culture and leadership for successful organizational change, the impact of existing culture and leadership on change has largely been neglected during the implementation of change initiatives in the Oromia public sector. Therefore, this study examines the effect of organizational culture on change management through leadership styles. The study was conducted on a sample of 301 individuals, determined out of the total population of 3035 people working across 16 public sectors. Survey questionnaires were distributed and collected from a proportional sample drawn using stratified simple random sampling. The results of the structural equation modeling analysis revealed leadership style and organizational culture have a significant positive direct effect on change management, explaining 64% of the variance. Moreover, organizational culture has a significant indirect effect on change management. Leadership style partially mediates the relationship. The study highlighted the importance of a constructive culture and transformational leadership for the successful management of change. Public organizations, therefore, need to develop norms of constructive culture which are collaborative, achievement-oriented, innovative and open to support the change efforts with relevant culture. Moreover, organizations need to have transformational leaders to manage the change process effectively. This study helps public organizations in the development of successful change management strategies by identifying cultural norms and leadership style needed for change success in the context of developing county.

This research identifies leadership styles at private universities in Central Java, analyzes organizational culture, and formulates strategies for the success/survival of private universities. Primary data was obtained through in-depth interviews with 9 university leaders as informants, with stratified sampling based on excellent, excellent, and good accreditation categories. Semi-structured interviews focused on leadership approaches, organizational culture, success strategies, and challenges. The data were analyzed using ATLAS.TI with thematic analysis. The results show that private universities have characteristics, such as leadership styles, that form different organizational cultures. There are differences in higher education management strategies between accreditation categories, especially in strategic priorities according to institutional goals. Superiorly accredited universities tend to prioritize research excellence, international collaboration, and innovative academic programs. The implication is that understanding the relationship between leadership, organizational culture, and strategic priorities can help universities align these elements for optimal effectiveness in achieving success in the competitive environment of higher education.

Culture encompasses a broad range of influences on how people behave in a group, an organization (Education Institutions), or a public space. It primarily refers to a collection of universal ideas, values, behaviours, norms, and course of action that can be explicit or implicit. Academics in a variety of fields, including education, have paid close attention to the analysis of organisational culture. Universities have a collection of values, beliefs, traditions, perceptions, principles, and philosophies that they follow. The culture of a university influences performance, decisions, human resources, and individuals' responses to circumstantial challenges, all of which have a significant impact on success. In this context, it is important to determine the impact of employees' demographics on organisational culture which form the primary objective the current study. The private universities located in the region of Delhi/NCR in India were chosen for conducting the research. The mode of collection of data was the structured questionnaire which was analyzed by using SPSS 23 software. The study's findings indicate that there is significant variation in organizational culture between married and unmarried individuals. However, there is no variation in terms of gender. In addition, age and experience does not have a significant impact on the organizational culture (private universities). The current study highlights limitations and discusses future scope since organizational culture plays a very vital role in creating a balanced organizational environment. [ABSTRACT FROM AUTHOR]

The purpose of this research is to evaluate green human resource practises among employees in the automobile industry. We employed a quantitative survey strategy in this study, which included a Google Forms survey from the target persons and a Questionnaire directly from the firm. Employees of automobile companies, with a sample size of 200. Green human resource management has lately been merged with ecological management in business, urbanisation, and industrialisation, among other things. It is primarily in charge of human resources management, and the working circumstances are pleasant. Companies should be more aware of each of the competencies that make human resources management green, according to the experts. The growth of a country necessitates the integration of natural and human resource management. Organizations are now aware that, in addition to monetary rewards, they must consider the social and environmental consequences to ensure that they are manageable. As a result, academic analysts and professionals have recently weighed in on this concept. Based on several recent papers, this research explores GHRM practises in organisations. The relevance of GHRM ideas, practises, strategies, and challenges in business was discovered in the study. The research employs defined methodologies to monitor, collect, and disseminate current green human resource management surveys. [ABSTRACT FROM AUTHOR]

This study identifies factors that influence employee performance, focusing on intervening variables such as job satisfaction, leadership style, motivation, and work culture. The purpose of this research is to find hypotheses linking these variables, which can later be used in subsequent literature reviews. After analyzing 32 articles, the following conclusions were reached: 1) Leadership type has a positive effect on job satisfaction. 2) Increased motivation increases job satisfaction. 3) A positive corporate culture contributes to job satisfaction. 4) Type of leadership effectively affects employee performance. 5) Motivation has a significant influence on employee performance. 6) Positive corporate culture contributes to employee performance. 7) The combination of effective leadership type, high motivation, and positive corporate culture results in optimal employee performance. 8) Job satisfaction can influence the type of leadership, motivation, and work culture, which then impacts employee performance. [ABSTRACT FROM AUTHOR]

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In today's corporate environment, fostering high employee performance is crucial for organisational growth. Companies must enhance performance within their operations by utilizing various resources, including natural, financial, human, scientific, and technological assets. These resources provide the energy, strength, and power needed to generate momentum and activity. Exceptional employee performance is essential for achieving desired outcomes. This study explores the impact of compensation and organisational culture on employee performance, with work motivation as an intervening variable at PT. Panen Lestari Indonesia (East Java Surabaya). A quantitative approach was adopted, collecting data through observation, interviews, and questionnaires from 73 employees. The analysis employed the Partial Least Square (PLS) methodology. Results show that compensation and organisational culture significantly affect employee performance via work motivation, which mediates these effects. The study underscores the importance of integrating compensation and supportive organisational culture to enhance employee performance, highlighting work motivation as a key mediating factor. These findings provide practical implications for managers and HR professionals, suggesting that improving employee performance requires considering the interplay between compensation, organisational culture, and work motivation. [ABSTRACT FROM AUTHOR]

This research aims to review the influence of non-financial compensation, organization culture and work stress on the performances of employee at Directorate of Drug Investigation Polda Mtero Jaya, South Jakarta. Research method used in this research that is quantitative descriptive with a population in this research is the employee of Directorate of Drug Investigation Polda Mtero Jaya, South Jakarta. There are four variables investigated in this study that is the nonfinancial compensation (X1), organization culture (X2), work stress (X3) as independent variable and employee performance (Y) as dependent variable. Sample used in this research as many as 100 respondents. This research data using primary data in the form of a questionnaire the method of linear regression double processed using the software SPSS 17.0. The results of research based on linear regression shows that non-financial compensation, organization culture, work stress positive influential and significant to employee performance. [ABSTRACT FROM AUTHOR]

Total quality management (TQM) refers to a way of management wherein senior management is committed to guiding employees in continuous improvement in all processes, services and products, with the ultimate goal of satisfying customer requirements and expectations. The purpose of the present study was to examine the impact of leadership, organization culture (OC), customer-oriented strategy (COS) and human resource empowerment (HRE) on innovation, as well as the effect of innovation on TQM for sustainable development in Greek luxury resorts with sport and recreation facilities and services. A quantitative 5-point Likert scale method was utilized for the purpose of this study, and an online questionnaire survey was adopted for the data collection. To evaluate the resilience of our model, we conducted structural equation modeling using SPSS and AMOS software. Varimax rotation with Kaiser normalization was utilized to enhance the robustness of the analysis. A total of 895 questionnaires were successfully gathered from 454 luxury resorts. This study validated that leadership, OC, COS and HRE positively impact the luxury resorts' innovation and thus support that innovation had a significant impact on TQM, which in turn leads to their sustainability and effectiveness and is supported by the resource-based view (RBV). Furthermore, this study is the first within the Greek hotel industry that jointly estimates the influence of leadership, OC, COS and HRE on innovation and its concurrent effect on TQM for sustainable development, which has not been methodologically considered before and provides useful policy implications for managers within the hotel industry. [ABSTRACT FROM AUTHOR]

This study examines the viability of Zero Trust (ZT) models, a burgeoning measure of cybersecurity, in different cultural contexts. The ZT security model is based on the principle of “never trust, always verify” and, unlike traditional models, rejects inherent trust assumptions. The focus is on Middle Eastern culture, specifically the United Arab Emirates (UAE), to examine impact of information security, national and organizational culture, and how these correlates with the adoption of the ZT model. A theoretical model explains the user and organizational behavior towards ZT in the Arab culture, assessed through a survey based on the most important factors of the information security culture. The empirical data was analyzed in the UAE with the participation of 98 cybersecurity professionals from 98 different organizations using SmartPLS4 and PLS-SEM. The overall results indicate that both national and organizational culture, as well as information security culture, are significantly and positively correlated with the adoption of the Zero Trust Architecture (ZTA). This indicates that cultural aspects at different levels of national, organizational, and information security-specific play a crucial role in the decision-making process regarding the implementation of ZT models. The inclusion of the UAE brings a particular cultural element that has unique variations, and practical recommendations to help organizations improve their ZT adoption in line with cultural considerations. These findings are relevant for organizations and policy makers. The inclusion of additional factors, countries, and participants in future research could increase the accuracy of the results.

Organizations are increasingly involved in the struggle of what is often known as an 'ethical dilemma', a condition that requires a clear definition of right and wrong actions caused by lines or boundaries that are increasingly blurred than before. Indeed, leadership and management are human activities as the art and skill of utilizing productive resources to achieve desired goals. Furthermore, it becomes clear, one of the factors that influence the formation of the moral character of employees is the role of spirituality in the work environment and the humility of leaders. The purpose of this research is to explore the relationship between Islamic leadership and high morale in the workplace. In relevant conditions, the role of a leader is as the person who leads and the person who manages to translate the vision, direction, and plans into effective actions for the progress of the organization. Thus, the role of the leader is key to shaping and developing organizational culture. This study is a theoretical development to form the basis for empirical studies of leadership models. This study indicated that Islamic values have a significant effect to boost high morale in the workplace. The role of the leadership needs to be empowered in order to build workers' awareness of the importance of Islamic values as a principle of life. Thus, this study expands the literature in the field of leadership styles that explores Islamic values in increasing morale in the workplace.

Performance refers to the outcome or overall degree of achievement exhibited by an individual within a specified timeframe in executing duties about a range of potential outcomes, including conventional work outputs, goals, objectives, or mutually established benchmarks. With a moderated organizational culture, this study aims to analyze the effect of good corporate governance, organizational commitment, and internal controls on employees’ performance at public hospitals in North Sumatra, Indonesia. The paper employs an associative approach to the quantitative data type. The sample consists of 102 public hospital employees in North Sumatra, Indonesia. This study used a questionnaire to collect the data and SEM-PLS to analyze the data. The research results show that good corporate governance, organizational commitment, and internal control affect employee performance at public hospitals in North Sumatra, Indonesia (p < 0.05). Good corporate governance affects employee performance moderated by organizational culture (p < 0.05). Organizational commitment affects employee performance moderated by organizational culture (p < 0.05). Internal control affects employee performance moderated by the organizational culture at public hospitals in North Sumatra, Indonesia (p < 0.05). The implication is that organizational culture has a role attached to the individual level of an employee and as a strategy to improve employee performance.

Adaptation of new employees is an important component of personnel management in Ukrainian business. The introduction and optimization of staff adaptation systems are a necessary link in ensuring the long-term stability and success of the company. In recent years, it has become clear that there is a need not only to attract talented employees, but also to successfully integrate them into the corporate culture. The carried out analysis of tools for assessing the efficiency of the staff adaptation systems in Ukraine allows to identify the main trends and highlight prospects for further research in this direction. It should be noted that the concept of adaptation goes beyond formal procedures and covers issues of interpersonal relationships, development of key skills and ensuring the psychological comfort of new employees. In the course of the study, it was found that the success of adaptation is directly related to the quality of the assessment tools used. Training programs, questionnaires, employee satisfaction and soft skills development become the basic tools on which the stability and efficiency of human resources are based. In particular, training programs become a midpoint for the transfer of not only professional knowledge, but also corporate values and culture. Questionnaires and feedback collection determine the current needs of employees and the effectiveness of the introduced changes, and the development of soft skills takes into account the human factor, which is essential for successful adaptation. The main idea is for business leaders and executives to understand that investing in proactive and innovative approaches to staff adaptation leads to real positive results and changes in the company. This is not just a strategy to prevent the loss of talents, but also to recognize human capital as a key resource for achieving business goals. The development and improvement of the adaptation system is an ongoing process that should be taken into account in the organization’s development strategy. Effective staff adaptation is not only a means of preventing the outflow of talents, but also an investment in the stability, development and success of the company in the long run.

Construction project management is critical to the success of construction projects, with the performance of project managers (PMRs) playing a central role. Despite its importance, previous studies have highlighted the poor performance of construction organizations in Nigeria, such as project delays and cost overruns and the need for proper project management practices. However, the specific performance of PMRs in the Nigerian construction industry (NCI) has not been extensively studied. To address this issue, this study aims to identify the causes of underperformance among PMRs in the NCI by examining the tasks where PMRs underperform and the extent of this underperformance and its effect on motivational support from organizations. Data were collected through 206 questionnaires and 36 semi-structured interviews with organizations and project managers. Descriptive analysis was conducted to evaluate project management (PM) practices as well as the level of motivational support provided to PMRs. The analysis revealed that PMRs underperform in more than 60% of tasks but outperform in 20%. Underperformance refers to the tasks in which PMRs performed less than the expected contributions set by the organization, while outperformance describes tasks where PMRs exceeded the organization’s expectations. The analysis also revealed low motivational support of PMR. Correlation analysis was conducted to investigate whether motivational support influences PMR performance, and the results indicated a two-way causal relationship between underperformance and low motivational support. This study integrated a game theory model with regression analysis to show that (stay, support) is the dominant solution for project managers and organizations, provided the net contribution of support is positive. In this context, “stay” refers to PMRs continuing working with their current organization, while “support” refers to the motivational support provided by the organization to enhance the commitment and performance of the PMRs. However, current support levels may not be enough to cause PMRs to begin to outperform. In addition, regression analysis was conducted between the degree of underperformance and motivational factors, and we conducted a preliminary simulation by increasing these values of regression coefficients. The results indicated that while motivational support from organizations can improve PMRs performance, its effectiveness is limited. Factors such as corruption, political pressures, and organizational culture have a greater impact on performance. Addressing these factors may be more crucial for enhancing performance and project outcomes than focusing only on motivational support. Therefore, the Nigerian construction industry needs to implement institutional changes alongside motivational strategies to improve PMRs performance and project success.

The main goal of the research is to determine the effects of the selected factors (organization culture, organization learning, market orientation and innovation culture) on the innovation performance of small and medium-sized enterprises in agribusiness. The Structural Equation Modeling method was used to test the research hypotheses. The results showed that the selected factors are significant determinants of innovative performance. In addition, the relationship between organizational culture and innovation performance, as well as organizational learning and innovation performance, was found to be fully mediated, and the relationship between market orientation and innovation performance was found to be partially mediated by innovation culture. Small and medium-sized businesses should be empowered in the globalized and fiercely competitive market of today by fostering product innovation, investing in the development of human resources and technology, and broadening their market reach. These initiatives are essential to enhancing their marketing plans and successfully taking on competitors.

Leadership styles in an organization substantially impact the success of the organization and the productivity of its employees. However, what transformational leadership entails and what effect it has on teacher effectiveness, as well as the influencing factors between leadership style and the work performance of university teachers, remains unknown. The objective of this paper is to undertake an empirical literature review of current studies on the extent to which transformational leadership affects the job performance of university teachers and the mediating effect of organizational culture. Based on the literature review, it reaches two conclusions: Firstly, there is a positive correlation between transformational leadership and the job performance of university teachers. Secondly, organizational culture plays a crucial mediating role between transformational leadership and the performance of university teachers. Hence, it is reasonable to conduct additional research on the impact of transformational leadership, especially the effect of its specific dimensions on the performance of university teachers through the mediating role of the university organizational culture. It is also highlighted that university leaders should recognize the significance of school culture and thus work hard to cultivate a conducive and pleasant work environment and organizational culture. [ABSTRACT FROM AUTHOR]

One of the keys to success for a company is the ability to maintain its sustainability in satisfying customers and stakeholders. The aim of this research is to answer the challenges and problems in maintaining business sustainability in the financial industry, including banking. This research includes four main variables, namely Cultural Intelligence, Sharing Knowledge, Organization Culture and Sustainable Innovation Behavior. The result finds that Employee's Cultural Intelligence has a significant effect on Sustainable Innovation Behavior and has no effect on Sharing Knowledge. However, the study shows that Organization Culture can play a role in moderating (strengthening) the influence of Employee's Cultural Intelligence by Sharing Knowledge. On the other hand, Organization Culture is unable to moderate the influence of Employee's Cultural Intelligence on Sustainable Innovation Behavior. Apart from that, it is also known that Sharing Knowledge is unable to mediate the influence of Employee's Cultural Intelligence on Sustainable Innovation Behavior. Companies are encouraged to maintain the condition where employees have the consciousness and understanding in the usage of Culture Knowledge when they interact with each other in diverse cultures and backgrounds, as well as to increase employees understanding of Organization Culture because it can strengthen the influence of Employee's Cultural Intelligence on knowledge sharing efforts. [ABSTRACT FROM AUTHOR]

The main goal of the research is to determine the effects of the selected factors (organization culture, organization learning, market orientation and innovation culture) on the innovation performance of small and medium-sized enterprises in agribusiness. The Structural Equation Modeling method was used to test the research hypotheses. The results showed that the selected factors are significant determinants of innovative performance. In addition, the relationship between organizational culture and innovation performance, as well as organizational learning and innovation performance, was found to be fully mediated, and the relationship between market orientation and innovation performance was found to be partially mediated by innovation culture. Small and medium-sized businesses should be empowered in the globalized and fiercely competitive market of today by fostering product innovation, investing in the development of human resources and technology, and broadening their market reach. These initiatives are essential to enhancing their marketing plans and successfully taking on competitors. [ABSTRACT FROM AUTHOR]

Innovation is fuel for the sustainability and competitive advantage of an organization. Practitioners have proposed several tools to promote innovation in an organization. The design thinking framework is one approach for problem-solving that can lead to innovations. Some industries have already matured in practicing the design thinking approach, while others are in the nascent stage and still exploring the benefits of creating more innovations. This article puts forwards a systematic literature review followed by a bibliometric analysis on adoption of a design thinking approach for fueling innovation and solving complex problems in different domains. The present study also gives an overview of the penetration of the design thinking approach in various industries and domains. The literature review reveals that design thinking is practiced in almost all industry segments, with more evidence in education and healthcare and an upward trend in user-centered design and complex problem-solving. [ABSTRACT FROM AUTHOR]

The aim of this research is to find the influence of organizational culture, work environment on job satisfaction with work stress as a mediation variable. The primary data was obtained from the results of the questionnaire to 116 respondents using the probability sampling technique. (SEM-PLS). The results of the study found Organizational culture has a significant negative influence on employee work stress, Working environment has a negative and significant influence upon employee job stress, Organizational cultures have a positive and significant impact on employees job satisfaction, The work environment has an important and positive impact on the employee's work satisfaction, Working stress has a positive influence and significant effect on employees' work satisfactions, The organizational culture influences employee satisfaction through work stress mediation, The working environment influences employees' satisfaction with the mediation of work stress in the main room vocation training and productivity. [ABSTRACT FROM AUTHOR]

This article explores the significance of creating emotionally intelligent organizations in the field of information technology (IT). The authors stress the importance of having emotionally intelligent employees and implementing learning organizations in today's technology-driven era. They propose a conceptual model that organizations can adopt to enhance their emotional intelligence. By embracing emotionally intelligent organizations in the age of information technology, numerous benefits can be achieved, including fostering a more humane approach in the workplace. The article also delves into the concepts of emotional intelligence and learning organizations through a literature review. It discusses the idea of building emotionally intelligent organizations within the context of information technology and automation, highlighting the importance of human skills and intelligence alongside technological advancements. The text also explores the relationship between emotional intelligence and learning organizations, emphasizing the role of emotional intelligence in both individual and organizational success. The article concludes by presenting a conceptual model for developing an emotionally intelligent organization. [Extracted from the article]

This paper explores employee engagement in IT companies in Iraq. The current research measured employee engagement and its influence on organizational effectiveness and suggested ways to improve it via employee engagement. Empirical research requires quantitative data collection and analysis. The research was survey-based. Structured questionnaires were employed to collect data for the examination. To meet the study's aims, primary and secondary data were collected the preliminary data gathered from 265 employees working in IT companies in Iraq. Journals, books, and websites provided secondary data. The researcher used correlation and regression analyses to analyze the data. The results reveal that work environment and organization culture are significant factors of employee engagement that affect organizational effectiveness. The results outcomes will shed light on employee engagement and organizational effectiveness. The study's results would also assist firms design programs and techniques to increase organizational effectiveness. Although, it’s important to provide additional support for new employees in these information technology organizations by their supervisors during the process of adjusting to the work environment for the first time.

The purpose of this research paper is to present a study and analysis of the interaction and discourse between law, individuals, and culture within organizations. It aims to explore the social issues that arise because of this interplay, highlighting their impact on society. The paper investigates how legislation and organizational elements challenge societal norms, values, and the social structure of the community. Our approach is based on the literature and empirical observations accumulated throughout our professional and research experiences. The data we have collected is of a qualitative and exploratory nature, enabling us to have flexibility in the presentation, analysis, and formulation of initial conclusions and observations. [ABSTRACT FROM AUTHOR]

The research report analyses Job Satisfaction influenced by Work Environment, Leadership, and Organizational Culture, through Motivation. Data collection was carried out in July 2022 for all 136 employees. Thirty respondents were assigned to test the validity and reliability, and the remaining 96 were for calculating multiple linear regression. Model feasibility test for two substructures, t-test for partial testing, and Sobel test to determine indirect effects. The analysis results conclude that the work environment variable affects the motivation variable, but there is no effect on employee satisfaction. Leadership Variables do not influence Motivation and Job Satisfaction. Organizational Culture influences variable Job Satisfaction, but Organizational Culture does not affect Motivation. Motivational Variables influence Job Satisfaction. In an indirect relationship, the three variables can directly affect the endogenous variables.

Due to the increasing attention to the leadership factor in creating organizational changes at the world level and since this factor is considered one of the key components in the organization\'s success, as well as the influence of this factor on the organization\'s culture and employees\' performance, the purpose of this research is to investigate the effect of servant leadership. Organizational culture and employees\' performance, taking into account the mediating variable of the organizational commitment of the employees of the welfare department of Tehran province. The statistical population of this study consists of all managers and employees based in the office. The analysis was descriptive and were selected using simple random sampling, 314 people based on Cochran formula. In order to collect data, four questionnaires of Bar Barbuto & Wheeler\'s servant leadership, Quinn and Cameron\'s organizational culture, Meyer and Allen\'s employee performance and organizational commitment questionnaires were used. The results showed that all dimensions of servant leadership have a positive and significant effect on organizational culture and employee performance. There is also a positive and significant relationship between servant leadership and organizational commitment.

A sample of 115 professional coaches provided benefit estimates of four types of coaching (leadership, performance, life/personal, third generation) believed to result when coaching occurs within four distinct organization cultures (hierarchical, market, clan, and adhocracy). All forms of coaching were estimated to have higher benefits within clan and adhocracy cultures than within hierarchical and market cultures. Leadership coaching was assessed as most beneficial across all benefits and organizational cultures, though benefit estimates of other coaching types varied depending on culture and the specific benefit under consideration. Averaging across all cultures and coaching types, coaching was estimated as most beneficial for promoting personal growth.