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Purpose: This study aims to determine the impact of Negotiation Strategies (NS) on Organizational Success(OS) in the Iraqi Ministry of Industry and Minerals. Conceptual Framework: The NS includes dimensions (cooperative strategy, competitive strategy, avoidance strategy, bargaining strategy and absorption strategy) measured by (Thomas, 2008), and OS includes dimensions (resources, organizational structure, management, process and knowledge management) measured by (Hamedi & Azimi, 2013). Design/Methodology/approach: The descriptive analytical method was adopted in completing the current research, on a sample of senior and middle leaders in the Iraqi Ministry of Industry and Minerals under study, which numbered (120) individuals, and they were selected using the comprehensive survey stratified sample method. Findings: We found that NS plays a positive role in achieving organizational success in the Iraqi Ministry of Industry and Minerals. NS enhances cooperation and coordination between parties within the ministry, which has led to improved operations. Thus, the main and sub-hypotheses of the research were proven correct. Research, Practical & Social implications: Identify the latest developments and fundamental ideas related to the variables of the study (NS - organizational success) to find interrelationships between the variables. Originality/value: Providing those concerned and interested with practical and theoretical information that explains the nature of the research variables, their sources and causes, the extent of their reflection on the research sample, and the extent of the interest of the researched organization (the Iraqi Ministry of Industry and Minerals) in their dimensions. [ABSTRACT FROM AUTHOR]

Leadership behavior profoundly influences organizational culture, serving as a cornerstone for environments that foster safety, innovation, and employee satisfaction. This article utilizes research from the primary literature to demonstrate how leaders' actions and underlying fears influence organizational dynamics and employee outcomes, highlighting the importance of respect, transparency, and trust. Studies have shown that leadership styles shape the work environment, driving innovation and performance. However, concerns over productivity, evaluation, and control can lead to poor communication, low transparency, reduced innovation, and diminished performance, creating a culture of mistrust and anxiety. Authoritarian control or neglect of employees' needs exacerbates these issues, stifling creativity. The Pygmalion and Golem effects demonstrate how positive reinforcement enhances morale, productivity, and retention, while negative reinforcement is detrimental. Leaders operating under fears of failure or loss of control or political capital inadvertently create a culture of fear and increasingly severe feedback loops of reduced employee trust, satisfaction, and commitment. Addressing these fears fosters open communication, psychological safety, transparency, and mutual respect. Strategies for transforming leadership fears into positive change include promoting open communication, decentralizing decision-making, and implementing positive reinforcement mechanisms. Constructive feedback mechanisms encourage bidirectional communication and help mitigate the negative impacts of leadership fears. Leaders who address their fears can strengthen team trust, enhancing collaboration and engagement. Ultimately, managing leadership fears proactively catalyzes organizational learning and development, promoting a mindset where challenges are seen as opportunities for growth. This approach enhances adaptability and resilience while fostering continuous improvement. Addressing leadership fears and fostering a supportive culture is essential for sustainable productivity and success, serving as a starting point for exploring strategies that support employee performance and development, ultimately contributing to organizational success. [ABSTRACT FROM AUTHOR]

Background: In today's dynamic and competitive business environment, organizations are constantly seeking innovative human resource management (HRM) practices to enhance employee dedication and productivity. This study explores the impact of innovative HRM practices on cultivating employee dedication and productivity, aiming to provide insights into effective strategies for modern organizations. Materials and Methods: A comprehensive review of literature was conducted to identify and analyze innovative HRM practices. The study then utilized both quantitative and qualitative research methods. A survey was administered to employees from a diverse range of industries and organizations to assess their perceptions of the impact of innovative HRM practices on dedication and productivity. Additionally, in-depth interviews were conducted with HR professionals to gain a deeper understanding of the implementation and effectiveness of these practices. Arbitrary values were assigned to survey responses for analysis. Results: Innovative HRM Practices Assessment: The study identified a range of innovative HRM practices, including flexible work arrangements, employee wellness programs, and skill development initiatives. The perceived impact of these practices on employee dedication and productivity was assessed on a scale of 1 to 5, with higher values indicating a more positive impact. Employee Dedication: The survey revealed that innovative HRM practices had a significant positive impact on employee dedication, with an average rating of 4.2. Employees cited increased job satisfaction, work-life balance, and opportunities for personal growth as key factors contributing to their dedication. Productivity Enhancement: Innovative HRM practices also demonstrated a positive influence on productivity, with an average rating of 4.0. Employees reported improved motivation, reduced stress levels, and better utilization of their skills and abilities as factors contributing to enhanced productivity. Conclusion: Innovative HRM practices play a pivotal role in cultivating employee dedication and productivity within modern organizations. This study underscores the importance of adopting flexible and employee-centric approaches to HRM, which not only enhance employee well-being but also contribute to organizational success. By providing a holistic work environment that fosters dedication and productivity, organizations can gain a competitive edge in today's dynamic business landscape. [ABSTRACT FROM AUTHOR]

The objective of this article is to reflect on effective business management of organizations for their survival in a dynamic and challenging environment. A bibliographical research on business management is developed following a structured approach that includes the appropriate selection of materials and the application of rigorous methods, among which are the evaluation of sources of relevance and quality, content analysis, synthesis and inductive and deductive methods that allowed to arrive at the following conclusions: Business management is a complex discipline that involves multiple functions and theories. Through the review of the literature, it can be seen how the evolution of management theories and modern practices have contributed to the development of effective strategies to achieve organizational objectives. Business management is essential for the success and sustainability of organizations in a competitive and changing environment. The integration of planning, organization, direction and control functions ensures that companies can achieve their strategic objectives effectively and efficiently. A customer-centered approach is crucial for long-term competitiveness. Companies that understand and meet the needs and expectations of their customers tend to have a significant competitive advantage. Effective business management involves implementing strategies that foster customer loyalty and improve the user experience. Successful business management recognizes the importance of human capital. Investing in employee development and well-being not only improves employee satisfaction and productivity, but also contributes to talent retention and organizational growth. [ABSTRACT FROM AUTHOR]

Copyright of Contaduría y Administración is the property of Facultad de Contaduria y Administracion-Universidad Nacional Autonoma de Mexico 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.)

Success is the ultimate end that any organization is looking for, regardless of the nature of the organization. A variety of factors in occupational settings affect organizational success. Employees’ perception of fairness with regard to organizational practices can have an important implication on the success of the organization. The purpose of this study is to examine the influence of organizational justice on organizational success, monitoring the mediating role of organizational citizenship behavior. Primary data collected from a total of 328 Amhara Regional State Public Enterprises employees were used to test the proposed relationship between the constructs of the study. Correlation and multiple regression data analysis techniques were employed. Structural Equation Modeling was used to run a mediation analysis. Findings revealed that organizational justice has a significant positive effect on their success (β = 0.45, p

The rapid advancement and adoption of fintech have significantly influenced the banking sector worldwide. This study aims to investigate the moderating effect of information technology infrastructure on the link between fintech adoption and organizational competitiveness in Jordanian commercial banks. The study chose a quantitative research methodology to conduct this study, based on a survey of 12 Jordanian commercial banks, chose a quantitative research methodology. The study distributed a structured questionnaire, which was filled out by managerial-level employees at the banks. From the 400 questionnaires distributed to the respondents, 215 returned valid responses, allowing further analysis. The study carried out the data analysis using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results suggested that the adoption of fintech had a significant, positive direct impact on organizational competitiveness (H1: β = 0.409, t = 5.204, p = 0.001). Additionally, the study identified that IT infrastructure significantly moderates the relationships between fintech adoption and organizational competitiveness (H2: β = 0.257, t = 4.102, p = 0.000). This means, indeed, that fintech adoption independently augments the competitiveness of Jordanian commercial banks. Moreover, a solid presence in IT infrastructure further strengthens the positive effect. Such insights are highly valuable for bank managers and policymakers looking to improve organizational performance while incorporating strategic IT investments in the fintech domain.

The paper marks the strong link between digital transformation and digital culture and how success is the result of two mutually conditioning variables. Digital transformation is a vast and complex phenomenon with multiple implications operating on two levels: microeconomic and macroeconomic. As a result, both internal and external organizational environments are changing profoundly. The digital transformation has two sides (it is both an autonomous strategy and the result of the digital one). This restructuring is taking place as a result of the new effects generated by this process: new business models, increased competitiveness in the business world, increased organizational efficiency and effectiveness, and culture plays an important role in this new landscape. Industry 4.0 is also a key determinant that has imposed a series of organizational changes and is linked to digital culture and digital transformation. The tools used were literature review and bibliometric analysis using VOSviewer for visualizing the main and secondary synapses between the variables. Through them, the hypothesis of interdependence between variables (digital transformation and digital culture) was validated. Digital transformation and digital organisational culture condition each other to ensure organizational success in an increasingly volatile, unstable, ambiguous, and digitally complex environment. The items that ensure the connection of the variables and the way in which new conceptual nodes are connected have been identified.

Copyright of Revista Foco (Interdisciplinary Studies Journal) is the property of Revista Foco 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.)

This study examines the collaboration between Lean Six Sigma principles and order fulfilment procedures, which are essential for facilitating international trade. The objective is to ascertain the extent to which sustainable and effective lean processes improve customer satisfaction and accelerate global product delivery. The study employs a dual methodology: initially, doing a comprehensive analysis of the current body of literature on the integration of Lean Six Sigma in order fulfilment inside various manufacturing companies, with the aim of finding any deficiencies or areas that require further investigation. Furthermore, we utilise a quantitative approach by administering surveys to professionals in the South African manufacturing industry. Deductive reasoning examines responses using random sampling to ensure unbiased selection. The findings emphasise that using Lean Six Sigma practices in the South African manufacturing sector can address customer concerns regarding the quality of orders and the timeliness of deliveries. This can provide a competitive advantage in the global market. The study validates that the inclusion of Lean Six Sigma measurements alleviates bottlenecks by focusing on improvements in operations, procedures, and communication. The study demonstrates the effectiveness of Lean Six Sigma methodologies in improving order fulfilment for enterprises engaged in international trade. It promotes these concepts to optimise processes, assuring timely deliveries and increased customer satisfaction. This study addresses several deficiencies in the current research on the incorporation of Lean Six Sigma in the manufacturing order fulfilment process. These gaps encompass the challenges of incorporating emerging technology, integrating collaborative supply chains, and incorporating sustainable practices. The distinctive methodology of integrating a comprehensive analysis of existing literature with empirical evidence enhances the novelty of the research outcomes. Manufacturing companies that aim to achieve global market excellence get practical advantages. [ABSTRACT FROM AUTHOR]

Copyright of Muthanna Journal of Administrative & Economics Sciences is the property of Muthanna Journal of Administrative & Economics 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.)

The concept of toxic leadership has emerged as a critical counterpoint to traditional leadership theories, particularly the Transformational Leadership Model. This model suggests that effective leaders are visionaries who develop and implement strategies to realize their vision while fostering the development and motivation of their teams. It emphasizes the positive and effective aspects of leadership, focusing on guiding organizations towards success in their current and future environments. However, this model has been critiqued for its lack of attention to the negative aspects of leadership. This critique has led to the development of the concept of toxic leadership, a taxonomy that includes a range of detrimental leadership behaviors. Some scholars categorize managerial incompetence as a form of toxic leadership, arguing that it undermines organizational agility and effectiveness. Incompetence in leadership roles can significantly impede an organization’s operational and strategic capabilities. More recent explorations of toxic leadership have focused on passive-aggressive behaviors, identifying them as prevalent in organizational settings. This perspective broadens the scope of toxic leadership to include not only overtly aggressive or illegal actions but also more covert forms of destructive behavior. Some definitions of toxic leadership extend to behaviors at national and pseudo-national levels, such as genocide. This expansion underscores the potential for leadership toxicity to manifest in various forms and at different scales, from individual organizations to broader societal structures. The discourse on toxic leadership serves as a vital lens for examining the complexities and potential pitfalls of leadership, highlighting the need for a more holistic understanding of leadership that includes both its positive and negative dimensions.

Leadership behavior profoundly influences organizational culture, serving as a cornerstone for environments that foster safety, innovation, and employee satisfaction. This article utilizes research from the primary literature to demonstrate how leaders’ actions and underlying fears influence organizational dynamics and employee outcomes, highlighting the importance of respect, transparency, and trust. Studies have shown that leadership styles shape the work environment, driving innovation and performance. However, concerns over productivity, evaluation, and control can lead to poor communication, low transparency, reduced innovation, and diminished performance, creating a culture of mistrust and anxiety. Authoritarian control or neglect of employees’ needs exacerbates these issues, stifling creativity. The Pygmalion and Golem effects demonstrate how positive reinforcement enhances morale, productivity, and retention, while negative reinforcement is detrimental. Leaders operating under fears of failure or loss of control or political capital inadvertently create a culture of fear and increasingly severe feedback loops of reduced employee trust, satisfaction, and commitment. Addressing these fears fosters open communication, psychological safety, transparency, and mutual respect. Strategies for transforming leadership fears into positive change include promoting open communication, decentralizing decision-making, and implementing positive reinforcement mechanisms. Constructive feedback mechanisms encourage bidirectional communication and help mitigate the negative impacts of leadership fears. Leaders who address their fears can strengthen team trust, enhancing collaboration and engagement. Ultimately, managing leadership fears proactively catalyzes organizational learning and development, promoting a mindset where challenges are seen as opportunities for growth. This approach enhances adaptability and resilience while fostering continuous improvement. Addressing leadership fears and fostering a supportive culture is essential for sustainable productivity and success, serving as a starting point for exploring strategies that support employee performance and development, ultimately contributing to organizational success.

In a practical sense, success is a positive echo, i.e. a good reputation. However, from the point of view of organizations and their management, there are more subtle connections between the two concepts in scientific terms. This paper aims to explore these relationships by exploring and clarifying the concepts of organizational reputation and success and by creating a model that shows the relationships. In particular, the authors aim to highlight the factors and interrelationships between human resources and leadership in order to inform further practical research. To define organizational success, they conducted a scoping review, using 209 sources selected from international databases. The authors illustrate the conceptual components identified and their interrelationships in a model that considers not only success and reputation factors but also a management model (McKinsey, 7S) that reviews the hard and soft factors of organizations. [ABSTRACT FROM AUTHOR]

The increase in the number and diversity of domestic and foreign visitors increases the competition between hotel businesses. As a result of increasing competition conditions, business processes of units in hotel businesses are of great importance. Housekeeping department constitutes an important part of hotel management services and affects organizational success at a high level. The purpose of this study is to determine the organizational success rate of the housekeeping department within the scope of the activities of hotel businesses. Within the scope of the study, interviews were held with 16 managers working in the housekeeping departments of two five-star hotels, and the obtained data were subjected to content analysis and analyzed with the MAXQDA package program. As a result of the study, the contributions of housekeeping department employees to the organizational structure in the dimensions of finance, internal processes, customers and learning-development were evaluated. As a result, the work done in the housekeeping department; It is determined by the combination of many factors such as personnel training, business planning, guest satisfaction, work time, waste, personnel motivation, personnel importance and personnel efficiency. The operational success and guest satisfaction of the housekeeping department increases as a result of the effective and efficient management of these factors and contributes to the success of the department and hotel businesses. [ABSTRACT FROM AUTHOR]

The present article examines the impact of Artificial Intelligence (AI) on leadership decision-making. The study delves into the significance of AI utilization and its positive influence on key facets of organizational success within scientific research centres. Employing Structural Equation Modeling (SEM) methodology facilitated by AMOS 20.0 software, this research enables the analysis of causal relationships among various variables within the presented model. Data were collected from 859 members of research and development departments of organizations using a stratified random sampling method. Employees across diverse organizations responded to questionnaires, providing their assessments on a range of inquiries. The study reveals that the deployment of AI in the organizational milieu exerts a substantial influence on organizational commitment and productivity. It is particularly noteworthy that AI application in leadership tasks significantly impacts organizational commitment, which, in turn, has a positive effect on workflow efficiency. Training and development of employees in the field of AI are also considered pivotal factors for enhancing their competencies and achieving organizational goals. These findings underscore that AI possesses not only technological but also strategic significance in enhancing organizational effectiveness and success. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this article is to examine the role of the project manager in project creation and investigate the multifaceted dimensions of effective project management. The article aims to provide scholarly insights into the requisite attributes and competencies for project managers to effectively and efficiently fulfill their responsibilities. Design/methodology/approach: A survey was conducted by the method of questioning among 41 people. Findings: The findings of the research indicate that the effectiveness of project management extends beyond the mere execution of tasks, encompassing the manner in which they are undertaken. The demeanor and conduct of project managers towards stakeholders significantly impact their support and motivation. Crucial attributes and competencies identified for effective project management encompass a sense of inquiry, viewing challenges as opportunities, holistic thinking, meticulous attention to detail, prudent avoidance of premature assumptions, fostering collaborative alliances, proficient and unambiguous communication, demonstrating respect for others, acknowledging exemplary performance, and assuming leadership roles in navigating information, procedures, systems, and personnel. Research limitations/implications: This study's scope is confined to the exploration of the project manager's role in project creation and the examination of essential attributes and competencies for effective project management. Future research endeavors could delve deeper into specific project management methodologies, tools, and techniques, as well as explore the impact of diverse project management styles on project outcomes. Practical implications: The research findings have practical implications for organizations and project managers alike. Comprehending and implementing the identified attributes and competencies can enhance project manager efficacy and contribute to successful project outcomes. Organizations can employ these insights to develop training programs and guidelines for project managers, thereby augmenting their performance. Social implications: Effective project management carries social implications by virtue of its contribution to the successful completion of projects, which, in turn, can foster organizational growth, innovation, and positive societal impacts. Through emphasis on collaboration, communication, and leadership, project managers can cultivate a positive work environment, promoting teamwork and creativity among project team members. Originality/value: This article offers originality and value by providing a comprehensive examination of the project manager's role in project creation and highlighting key attributes and competencies essential for effective project management. The identified insights serve as a valuable resource for project managers, organizations, and scholars in the field of project management. [ABSTRACT FROM AUTHOR]

This research aims to determine the impact of human resources management strategies as an independent variable with sub-dimensions planning, recruitment, training, and motivation with organizational success as a dependent variable. The research problem lies in how human resources management strategies influence organizational success. This research will add scientific and cognitive value to the academic community, as its results can be utilized to develop these strategies and increase scientific knowledge of research variables. This paper relied on two main hypotheses: first, a statistically significant correlation exists between human resources strategies and organizational success. Second, there is a significant effect between human resources strategies and organizational success. Among the conclusions reached by the authors, there is a direct and fundamental impact of human resources strategies on organizational success. It was clarified by revealing the effect of the dimensions of human resources strategies on organizational success. Moreover, this paper presented a set of recommendations, the most significant being that organizations must define a clear human resources management strategy consistent with their organizational goals and vision and focus on recruiting and training competent employees and improving their performance. A total of 40 questionnaires were distributed to a purposive sample of leaders at the General Company for Petrochemical Industries - School Supplies Factory. Based on the statistical program (SPSS), several statistical methods were utilized to analyze the data, including frequencies, percentages, arithmetic mean, standard deviation, correlation coefficient, and regression analysis. [ABSTRACT FROM AUTHOR]

Purpose - This study develops a research framework to examine the role of strategic foresight on organizational success at Jordanian financial services companies listed on the Amman Stock Exchange. Design/Methodology/Approach - This study targeted the most important Jordanian financial services companies listed on the Amman Stock Exchange, (171) questionnaires were retrieved, and responses were analyzed using descriptive statistics, and SMART PLS & SEMANN method. Finding - The findings indicated that three out of four dimensions of strategic foresight significantly impact organizational success, which are scenario planning, future vision, and environmental scanning. In contrast, the strategic choice did not have any significant impact on organizational success, and this was confirmed by testing the ANN model. [ABSTRACT FROM AUTHOR]

This article explored the source of the organizational success of two kibbutz factories. This stood in stark contrast with most kibbutz industries, which abandoned their cooperative and communal attributes and became hierarchical and bureaucratic. This movement away from founding principles was the result of the massive privatization process that the kibbutz movement had been undergoing since the 1990s. This research followed the case study approach, with a comparative analysis of the two kibbutz firms. The author interviewed fifty respondents and supplemented the data with document analysis. The findings in the two factories reflected their ability to assimilate capitalist features into their organizational culture while preserving much of their kibbutz nature, expressed in various cultural features. These factories preferred kibbutz members over outsiders and maintained much of the original organizational democracy and equality among managers and workers. In addition, the firms demonstrated concern for the well-being of all the workers. This mixture of expertise and professionalism, along with internal democracy, equity, and communal concern, could be an example for other factories seeking business success. One important theoretical implication of this research is that an organization whose members identify with their organizational roots can better achieve long-term business success. Finally, this article offers practical implications for managers seeking to design a strong organizational culture. [ABSTRACT FROM AUTHOR]

Purpose - The aim of the article is to identify the desired leadership competencies and behaviors that affect business success, with particular emphasis on innovative startup organizations. Research method - The publication was created based on the analysis of the existing data. In addition, the quantitative research results (2020-2021) in Lublin Voivodeship were analyzed for the doctoral thesis. The focus was on the competencies and behaviors of startup leaders/founders that influence success. A survey questionnaire was used in the study. Results - The most crucial task of a leader is to focus on employees, inspire them to carry out tasks according to the organization's interests, and skillfully use their distinguishing features and competencies. Success in a start-up is possible when its leader/founder focuses on the decision-making process and relational capital and is convinced of the success of the assumed goals. Originality / value / implications / recommendations - The completed research are essential from the perspective of the further search for leadership competencies and behaviors that affect success in various types of organizations, with particular emphasis on modern business models. The use of appropriate competencies and behaviors by the leader/founder of a start-up guarantees: the transition to the next stage of the start-up's development, increase in its value, increase in the strength of internal relations, implementation of the assumed social goals and deepening cooperation with external stakeholders. [ABSTRACT FROM AUTHOR]

Quality involved offering products that were superior to customers. The growing competition in the globalized world made every industry as well as organizations did their best to survive by finding ways to be at competitive advantage over their rivals. As a result, people viewed quality in relation to different criteria based on the roles in the production-service value chain. The aim of the study was to determine the application of Total Quality Management (TQM) in the improvement of organizational performance working towards its success by investigating a link between performance and TQM principles that centered on customer satisfaction, process orientation and continuous improvement. An analysis using literature review of individual dimension and unique contribution of each to organizational performance has been made. The role of managers to implement TQM principles and practices has been analyzed as well as factors contributing to failures as a check list of what managers must avoid in order to implement TQM effectively. Qualitative research technique utilizing secondary data collection from empirical studies and literature reviews has been used in the study. The outcome of the research serves as a guide to policy makers as they are doing continuous improvement initiatives on the organizations.

The relationship between employee productivity and organisational success has become an increasingly prominent area of research. Numerous studies have demonstrated that individual employee outcomes are closely linked to business units and overall organisational performance. Creativity and innovation play a crucial role in an organisation's ability to gain and maintain a strategic advantage over competitors, particularly for Small and Medium-sized Enterprises (SMEs), which are crucial to a country's economic and social development. While leadership is essential for employee motivation and organisational development, the precise nature of the relationship between leadership style and individual employee outcomes remains unclear. This study aims to establish a comprehensive framework for understanding the impact of leadership on employee performance, exploring novel motivations for achieving individual employee outcomes that ultimately enhance employee and organisational performance. Data were collected through interviews with 26 consenting employees, employing open-ended questions and note-taking, and were analysed using a thematic approach. Data analysis revealed five fundamental key themes that emerged from the collected data from various workers of SMEs concerning individual outcomes in the organisation. The outcomes of this study provide valuable insights for managers and leaders in SMEs as they strive to enhance employee performance and organisational effectiveness. The findings offer a fresh perspective on the relationship between leadership style and employee outcomes, highlighting the importance of novel approaches that encourage individual employee growth and development. The study's significance extends beyond the SME context, as its findings provide valuable insights for businesses seeking to improve their organisational performance. [ABSTRACT FROM AUTHOR]

Embedding opportunities for professional development to attain greater visibility to achieve and retain the recognition both locally and internationally is important for educators at tertiary level. The challenge to consistently retain the social standing by its ranking is greater for young private universities in Malaysia. By means of the principles of Blue Ocean Strategy (BOS), this research highlighted the opportunities in strengthening the human capital moving towards a professional learning community. The study employed the qualitative research design to explore the institutional support provided for professional development to identify training needs and opportunities to educators, as well as the prospects of adapting the BOS strategy to meet the diverse needs of the professional development of educators. Employing a purposeful sampling method, five key stakeholders in the management position and ten lecturers from a private university in Malaysia were interviewed. These lecturers were specifically selected based on their knowledge and interest in the topic and the other criteria was their willingness to participate in the study. The criteria established directly reflects the purpose of the study. Document analysis of policy guidelines for professional development and the strategies adapted by the universities to enhance professional development was conducted. U Findings indicate that universities are encouraged to transform and cater for the ever-changing customer dynamics and technologies as well as to create demand and value to professional development. Findings point out that the concept of professional development should be broadened, and policy directives should be enhanced for greater visibility. Professional development should be examined as the governing mechanism to determine innovate practices to meet the diverse needs of academics. The conclusion of the study points to the need to broaden the concept of professional development and the implication for the organizational innovation is discussed. [ABSTRACT FROM AUTHOR]

This paper aims to dig out the impact of flexible organizational culture on the success of a firm in contemporary Pakistan. According to the 2022 organizational culture research report "66% of executives believe culture is more important than an organization's business strategy or operation model" (Global Culture Survey 2021-PwC). Considering the value of this issue, this paper is going to uncover the characteristics of a hybrid-flexible organizational culture that emerge when US based human resource management practices are utilized to organize local workforce. The key focus is on how this culture influences employees' behaviour and organizational performance. Quite a lot of research is available on organizational culture and its impact, however this particular angle of hybrid-flexible culture is overlooked. Consistently, this paper is going to fill this lacuna between research and practice and contributes to the body of knowledge. By foreseeing the demand of in-depth data to effectively handle this issue, qualitative research has been conducted to explore the complex relationship between flexible organizational culture and the market success of an organization. [ABSTRACT FROM AUTHOR]

Success at the highest levels of a business and developing a sustainable competitive advantage depend on its human resources. The study's primary goal is to trace HRM's historical development. To that end, researchers shed light on HRM's many developmental stages and antecedents. The study's authors define HRM and its variety by delving into how various HRM techniques are used in firms and how they affect business outcomes. After thoroughly examining the idea of human resource management, the research team believes that successful businesses employ HRM in a way that maximizes their potential. Human Resource Management is an integrated management approach that originated from the study of organizational psychology. Over time, this method's function has evolved into a strategic one. Departments dedicated to human resource management have become more critical to the success of enterprises in the modern era of organizational achievement, human resource management, strategic human resource management, and human capital. [ABSTRACT FROM AUTHOR]

This paper will analyze knowledge management trends in organizations framed in the most up-to-date currents in administration in order to explain the knowledge-based vision, developed by multi-dimensional strategies in value creation. Furthermore, considering the various critical processes from the strategic alliances and the dynamic capabilities that determine it. In an analytical, bibliographic-documentary approach, study categories are defined to interpret and contrast how knowledge continues to be a comparative advantage, demonstrated in its conceptual deconstruction, where theoretical discussions are generated. The same advantage point to new conceptions extracted from its applicative composition in the 21st century organizations, which implies various human and process adaptations. It is concluded that knowledge management and dynamic capacities, and strategic alliances are essential for organizational success and social welfare.

This study reviews the success status and organizational problems of Agricultural Producer Organizations (POs). The main material of the study consisted of the original data obtained from the surveys carried out with 360 producers determined by the proportional sampling method in the province of Uşak, Turkey. According to the research findings, members/partners found Agricultural Development Cooperatives more successful. Agricultural Development Cooperative, respectively, was followed by Agricultural Credit Cooperative, Stud Breeders Association, Producer Association, Sugar Beet Growers Cooperative, and Chamber of Agriculture. Irrigation Cooperative was the least successful producer organization. It was determined that the most important problem of the POs was the managerial problem, and it was followed by the financial, supervision, education, top organization, and legislation problems. The study is of primary importance in the success of the organization and in the effective use of production resources. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Kirkuk University for Administrative & Economic Sciences is the property of Republic of Iraq Ministry of Higher Education & Scientific Research (MOHESR) 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 what follows, a review of the main aspects in the field of emotional intelligence and leadership in organizations will be carried out, with a view to carrying out a research to identify a direct link between emotional intelligence and leadership in organizations. At the time of choosing the research theme, I considered its usefulness and novelty. The scope of the proposed scientific research, being at the border between emotional intelligence and leadership, having as its main objective the optimization of leadership performance within the organization to maximize the proposed results. Such leaders who possess an average and above average emotional intelligence and are aware that only through continuous exercise of cultivating emotional intelligence can they improve their professional and personal life. Defending this balance, the organization will always be successful, because its activities will be coordinated by capable leaders, and human, financial, material and time resources will be used in a productive manner, to ensure organizational success and the achievement of fundamental strategic objectives. Organizations that have a tradition of using emotional intelligence as an integrated part of effective leadership are meant to deliver long-term results by using mechanisms to eliminate disruptive factors in decision-making at the management level. [ABSTRACT FROM AUTHOR]

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 study aimed at measuring the moderating role of organizational trust in the impact of human resource flexibility on organizational success at Jordanian private universities. To achieve the study's objectives and answer its questions, the quantitative approach was adopted. The questionnaire was used as a main tool for data collection. The study was conducted on Jordanian private universities that are distinguished by the presence of five faculties or more, and the analysis unit was represented by directors of administrative departments, their deputies, their assistants and heads of administrative departments in their number (270) managers using the comprehensive survey method. The study found a set of results, the most prominent of which is the existence of a statistically significant effect at a significant level (p≥0.05) for human resource flexibility in its dimensions (job flexibility, behavior flexibility, skill flexibility) on organizational success of Jordanian private universities. In addition, there was a statistically significant role at a significant level (p≥0.05) of organizational trust in inproving the impact of human resource flexibility in its combined dimensions (job flexibility, behavior flexibility, skill flexibility) on organizational success in its combined dimensions (main results, valuable achievements, related behaviors) for Jordanian private universities. Based on the results of the study, the study recommends continuing to apply the human resource flexibility and trying to achieve managers' loyalty and satisfaction, to retain them, and to establish solid relationships with them by meeting their needs and quickly responding to them, in addition to the importance of continuing to identify the dimension of the main results by analyzing the external environment in the design of its academic output And relying on feedback that focuses on measuring performance in achieving its results. [ABSTRACT FROM AUTHOR]