The rise of the Organisation for Economic Cooperation and Development (OECD) as a global actor has been attributed to its capacity to create and redefine the boundaries of knowledge through powerful ...discursive concepts, such as the idea of a knowledge economy. The organisation's reviews, forecasts and statistics have been perceived as producing multifarious effects within and beyond its member countries while shaping the perceptions of policy alternatives or lack thereof. The shared views and arrangements of knowledge creation within the organisation, from which the organisation produces its artefacts, have nevertheless received minor attention. This article approaches the OECD and its agenda for higher education from the perspective of organisational cultures and knowledge creation within organisations. The article investigates the changes that have taken place in the OECD and its higher education agenda. Moreover, it examines whether any dominant narratives on higher education emerge from the interview data and the OECD reports, and if so, what their differing or opposing narratives are. Lastly, the article aims to understand the dynamics of the changes by analysing whether an epistemic culture exists within the OECD, and if so, what kind of culture it is.
Currently, there has been a growing attention paid to employees' activities and behaviour at work as a driving force of environmental problems. As a result, organisations are adopting various ...environmental protection initiatives and developing green strategies. Despite the growth of research in this area, the determinants and consequences of employees' green behaviour are still calling for further investigation. In responding to that, this study contributes to the literature by investigating the determinants and outcomes of green organisational culture and employees' green behaviour. By employing the quantitative research design, the data was collected from 614 employees in the public and private sectors in Qatar and analysed using the Partial Least Squares Structural Equations Modelling technique. The findings confirmed the effect of environmental concern, green human resource management and green leadership behaviour on green organizational culture. Furthermore, green organizational culture was confirmed to have a significant positive relationship with employees' green behaviour and organisational environmental performance. Importantly, green organizational culture also mediates the relationship between environmental concern, green human resource management, green leadership behaviour and employees' green behaviour. The originality of this study contributes to the current literature on green behaviour by examining these relationships and testing the mediation effects. It also offers guidelines for decision makers on how to maximize employees’ green behaviour in their workplace and subsequently create a culture of environmentally friendly organization.
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•Environmental concern, green HRM, green leadership behaviour all have a strong impact on green organisational culture (GOC).•There is a significant link between employees' green behaviour and environmental organisational performance in both sectors.•AMO theory and SIT were useful to explain the employees' green behaviour and environmental organisational performance.•Green organizational culture acts as a mediator between several elements.•PLS-MGA results show the study model can explain employees' green behaviour and environmental organisational performance.
Scholars have shown that green human resource management (GHRM) practices enhance a firm's environmental performance. However, existing studies fail to explain how GHRM initiatives can enable a green ...organisational culture or how such a culture affects the environmental performance and sustainable development of the firm. This paper examines the relationship between GHRM practices, the enablers of green organisational culture, and a firm's environmental performance. We conduct a large‐scale survey of 204 employees at Chinese manufacturing firms. Our findings suggest that proenvironmental HRM practices including hiring, training, appraisal, and incentivisation support the development of the enablers of green organisational culture. We suggest the key enablers of green organisational culture include leadership emphasis, message credibility, peer involvement, and employee empowerment. Our paper contributes to HRM theory in terms of originality and utility of research by explaining that the enablers of green organisational culture positively mediate the relationship between GHRM practices and environmental performance. Managers are provided with a detailed understanding of the GHRM practices needed to enable an organisational culture of environmentally aware employees. Finally, we address potential implications of this work for teaching green organisational culture to future generations of responsible managers.
This paper addresses the subjective experiences of PhD holders from Switzerland and the UK who pursue careers beyond academia. Drawing on the concepts of organisational culture and culture shock, we ...examined the challenges that characterise this passage from academia to non-academic workplaces. With an exploratory aim, we analysed 32 semi-structured interviews conducted with PhDs engaged in non-academic careers in private, public, or parapublic sectors for ten years or less. It emerged that, when they entered non-academic workplaces, half of our participants devoted a large portion of their time and energy to understanding a new organisational culture, including their workplaces' daily functioning, the values shared within their organisations, and the statuses to which they were assigned. This puzzling experience, which we define as organisational culture shock, was reported more frequently by those who entered non-academic workplaces directly after the PhD and those with little or no work experiences prior to the PhD. These findings contribute to the ongoing global conversation about how to prepare PhDs for careers beyond academia.
Background/Aims
A climate of trust in maternity may improve the experiences of staff and women accessing maternity services. The aim of this study was to explore how a climate of trust was promoted ...through creation of a regular virtual maternity multidisciplinary forum, known as a maternal medicine huddle, during the COVID-19 pandemic and what influence this had on the organisational culture of a local maternity system and the experiences of women receiving maternity care.
Methods
Through a critical feminist methodology, six participants were interviewed using a semi-structured interview schedule. Interviews were conducted through Miscrosoft Teams, with the six participants representing each of the six trusts in a selected local maternity and neonatal system.
Results
Developing trust for teamwork is valued, while at the same time interprofessional and interorganisation challenges are highlighted that can impact workplace culture.
Conclusions
The huddles have built a climate of trust, working to deliver safe, equitable care for those using maternity services and a supportive learning environment for those providing it.
중년 임상간호사의 전문직 자아개념과 간호조직문화가 재직의도에 미치는 영향 김진주; 하영미
Kanho Haengjŏng Hakhoe chi = The journal of Korean Nursing Administration Academic Society,
03/2024, Letnik:
30, Številka:
2
Journal Article
Recenzirano
연구목적: 본 연구는 40세 이상 중년 임상간호사를 대상으로 이들의 전문직 자아개념과 간호조직문화가 재직의도에 미치는 영향을 규명하고자 하였다. 연구방법: 직접적인 환자 간호에 종사하면서, 현재 소속병원에서의 임상경력 1년 이상, 40세 이상의 종합병원 중년 임상간호사 137명을 대상으로 하였다. 자료수집은 2022년 9월부터 전문직 자아개념, ...간호조직문화, 재직의도에 관한 자가보고형 설문지를 통해 이뤄졌다. 연구결과: 대상자들의 평균 연령은 44.7±3.5 세였고, 90% 이상이 기혼 여성 간호사였다. 회귀분석 결과, 전문직 자아개념(β=.34, p<.001), 일-삶의 균형(β=.24, p=.007), 근로환경 만족도(β=.19, p=.024)는 중년 임상간호사의 재직의도에 유의미한 영향을 미치는 것으로 나타났다. 결론: 본 연구결과를 바탕으로 중년 임상간호사의 재직의도를 높이기 위해서는 전문직 자아개념을 향상시키기 위한 간호중재 개발 및 효과검증이 필요하다. 또한, 중년 임상간호사의 재직의도를 높이기 위해 간호사의 근로환경 만족도를 향상시키기 위한 유연근무제를 도입할 필요가 있다. Purpose: This study aimed to identify the effects of professional self-concept and nursing organizational culture on the intention of retention of older nurses over 40 years old by examining the relationships between such variables. Methods: Middle-aged nurses who were currently involved in direct patient care and had at least one year of clinical experience were recruited from general hospitals. The questionnaires were administered to 137 middle-aged nurses in September 2022. Results: The mean age of participants were 44.7±3.5 years, and more than 90% were married female nurses. The professional self-concept (β=.34, p<.001), work-life balance (β=.24, p=.007), satisfaction of work environment (β=.19, p=.024) significantly predicted the nurses’ intention of retention at work. Conclusions: Based on these findings, nursing interventions enhancing professional self-concept are needed to increase middle-aged nurses’ intention of retention. The introduction of flexible work hour systems that improve nurses' satisfaction of working environments is also essential to increase the intention of retention in middle-aged nurses. KCI Citation Count: 0
In an increasingly dynamic environment where change seems to be the only constant feature, operational excellence programmes are often used to achieve improved performance results. However, the ...capacity of such approaches to make organisations successful in the long term is yet to be demonstrated. Operational excellence should not be seen as an approach to promote change, but rather to provide tools and framing for people in the organisation to deal with it. Our literature-based theory is that the relationships of operational excellence with both organisational culture and agility have the potential for further integration in the promotion of long-term, sustainable operational excellence initiatives. To do so, such initiatives need to look beyond simple cultural fit and work to promote a more agile behaviour and a cultural capacity to deal with constant change. If these conditions are met, the sustainability of operational excellence should be achieved, with organisations being able to strive in the long term with the promotion of organisational agility capabilities and an adaptable culture. The objective of this paper is to sustain this theory building, proposing the research questions that will help us understand the relationships and integration between the concepts of operational excellence, organisational agility and organisational culture.
Business Process Management adoption requires extensive effort, time, resources and discipline. Therefore, several studies have attempted to identify the factors that influence BPM adoption. Most of ...studies identify organizational culture among the key factors, but few attempted to explore its influence on BPM adoption. Thus, this study sets out to explore the role of organizational culture in BPM adoption. This study employed a qualitative approach and held in-depth interviews. Twenty BPM professionals who are working in different Saudi Arabian organizations started adopting BPM have been selected. Commitment, Continuous improvement, Cross-functional teamwork, Customer centricity, Innovation and Process ownership are important organizational culture values influencing BPM adoption positively. This study contributes to theory by proposing a model including six important cultural values in BPM adoption and also increases awareness among practitioners of the importance of organizational culture in BPM adoption.
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