Crafting Organizational Learning and Organizational Citizenship Behavior: An Empirical Study in Saudi context (Published)
Organizational learning is one of the most widely discussed topics that has attracted a lot of attention in academia and industry circles. The concepts of leadership, job involvement, organizational culture and organizational learning serve as a competitive edge in business entities. However, there is scarce information about the factors that impact organizational learning with the effect of ethical and participative leadership, job involvement, organizational culture, and sense of community responsibility, and the organizational citizenship behavior outcome. This paper seeks to study the effect of different factors that affect organizational learning and the impact it has on organizational citizenship behavior. To this end, a model that examines the effect of ethical and participative leadership, job involvement, organizational culture, and sense of community responsibility on organizational learning has been developed, with its affect on organizational citizenship behavior. The paper is an empirical research on organizational learning with relevance to scholars, managers and employees. Data were primarily drawn from 167 randomly selected respondents from organizational managers and employees of private companies in Saudi Arabia. The data collected was analyzed using SPSS version 28 and MPlus 8.7. To determine the most important indicators that influence organizational learning, we analyzed by the method of factor analysis and structural equation modeling. Findings show that participative and ethical leadership, job involvement and sense of community responsibility significantly impact organizational citizenship behavior through the mediating effect of organizational learning. Organizational learning affects organizational citizenship behavior. The research recommends that in order to study organizational learning, employees should have ethical and participatory leadership, be involved in jobs, inculcate an innovative and supportive culture, and instill a sense of community responsibility in employees for organizational learning, growth and development. Employees have to work creatively and innovatively, be engaged in the work tasks and have a sense of community responsibility in their jobs. The research suggests that an ethical and participatory leadership, employees’ job involvement, an innovation and support oriented organizational culture, and a sense of community responsibility, impact organizational learning
Keywords: Job Involvement, Leadership, Organizational Citizenship Behavior, Organizational Culture, Organizational Learning, sense of community responsibility
Creating a Compelling Brand for Ghanaian Technical Universities to Attract Qualified Lecturers: Management’s Perspective (Published)
This study aimed at exploring management members’ views on branding Ghanaian technical universities to attract qualified lecturers. The justification for the study stems from the fact that although a considerable amount of organizational branding studies have been conducted, not much has focused on Ghanaian technical universities. A qualitative approach is applied, adopting semi-structured interviews to collect data from seven (N=7) management members of Sunyani Technical University. The study discovered five themes that attract high-quality lecturers to the institutional brand of technical universities. The practical implications of this study are that the findings will assist technical university management and by extension all other higher learning institutions in creating a compelling organizational brand that attracts and retains quality lecturers. This study contributes significantly to the creation of new knowledge in strategic areas that constitute an attractive brand of technical universities to attract and maintain quality lecturers.
Keywords: Ghanaian technical universities, Organizational Culture, compelling brand, qualified lecturers, strategic vision
The Relationships between Adoption of Proactive Environmental Strategy, Organizational Performance and Organizational Culture: Evidence from the Hotel Sector (Published)
This study examines the significance of the adoption of proactive environmental strategy (APES) as a source of competitive advantage for the organization. The relationship between adoption of environmental proactivity and their environmental performance (ENVP) and economic performance (ECP) were studied, and then the prevailing organizational culture (OC) was introduced to explore whether it plays a moderating role in the relationship between APES and performance. A research model is developed and tested using a sample of 314 managers from star graded hotels in Sri Lanka. Data were collected through survey questionnaire and self- reported measures on APES, ENVP, ECP and OC were used. Data were analyzed using SPSS and structural equation modeling with AMOS. The findings of the study suggest that hotels with a higher degree of environmental proactivity obtain better environmental and economic performance and show significant positive impact of environmental performance on firm’s economic performance. In particular, the study found that flexible organizational culture seemed to be the more suitable cultural type that enhances organizational performance through environmental proactivity.
Keywords: Adoption of proactive environmental strategy, Organizational Culture, Organizational Performance, hotel industry
Organizational Culture, Industry Competition and Performance of Microfinance Institutions in Kenya (Published)
The objective of our study is to assess the influence of organizational culture and industry competition on performance of microfinance institutions in Kenya. The population of the study comprise microfinance institutions that are members of the Association of Microfinance Institutions (AMFI) in Kenya. We used descriptive cross-sectional survey design. We collected secondary data from annual industry performance reports by AMFI. Primary data were collected through structured questionnaire. We analyze data through Chi-square tests, factor analysis and regression analysis. Results of Cronbach’s alpha test confirm reliability of our measurement scales. Our results demonstrate that organizational culture has significant positive influence on performance when the latter is measured using subjective performance indicators. However, the relationship between organizational culture and financial performance is not statistically significant. The results also indicate that industry competition has significant, but moderate positive influence on firm performance. Our results do not confirm significant influence of interaction between organizational culture and industry competition on firm performance. Finally, our results show that the joint influence of organizational culture and industry competition on performance is statistically significant. Findings of the study have implications for theory and marketing practice. Our results support the resource based view and resource advantage theories of competition. The results imply that possession of strong organizational culture that enhances reconfiguration and deployment of organizational resources is a key success factor in the microfinance industry. Findings of the study also imply that industry competition is beneficial to firms within the industry. The findings inform our conclusion that organizational culture positively and strongly influence performance outcomes in the microfinance industry. However, the study is limited by the cross-sectional research design used.
Keywords: Industry Competition, Microfinance, Organizational Culture, Performance
THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND KNOWLEDGE SHARING IN A GCC COMPANY (Published)
This research seeks to investigate the relationship between organizational culture and Knowledge Sharing in a Gulf Co-operative Council Company (GCCC). A questionnaire was used to collect data from selected departments in the company. The cultural variables that have been investigated were trust, communication between staff, leadership, and reward system. Results of the study showed a positive relationship between each of organizational culture factors (trust, communication between staff, leadership, and reward system) and knowledge sharing.
Keywords: Gulf Co-operative Council, Knowledge Sharing, Organizational Culture