Tema: Nacionalinės Lietuvos sportinių šokių federacijos organizacinės elgsenos vertinimas. Raktiniai žodžiai: organizacinė elgsena, federacija, sportiniai šokiai. Darbo objektas: Nacionalinės Lietuvos sportinių šokių federacijos organizacinė elgsena. Darbo tikslas: Įvertinti Lietuvos sportinių šokių federacijos organizacinę elgseną. Darbo uždaviniai: 1. išanalizuoti NVO vertinimo modelio ypatumus; 2. identifikuoti Lietuvos sportinių šokių federacijos vietą Lietuvos sporto sistemoje; 3. įvertinti Lietuvos sportinių šokių federacijos organizacinę elgseną kiekybiniais ir kokybiniais rodikliais. Darbe nagrinėjami klausimai: 1. Lietuvos sporto sistema ir jos sąsajos su NVO bei sporto organizacijų samprata Lietuvoje. 2. Lietuvos sportinių šokių federacijos struktūra ir valdymo organai bei jos priklausomybė kitoms organizacijoms. 3. Nagrinėjamos tokios sąvokos, kaip organizacijos veiklos efektyvumas, produktyvumas, organizacinė elgsena. Tyrimo metodologija: Remiamasi tokių autoritetingų teoretikų, kaip Winand ir kt. (2009) pateiktu sporto organizacijos organizacinės elgsenos modeliu ir tyrimo metodologija. Taip pat taikomas organizacinės elgsenos modelio kiekybinis ir kokybinis vertinimas, siekiant įvertinti Lietuvos sportinių šokių federacijos organizacinę elgseną. Išvados: 1. Daugiausiai problemų kelia NVO apibrėžimas ir jų organizacinės elgsenos, veiklos efektyvumo ir produktyvumo vertinimas, ypač atsižvelgiant į jų turimas ne pelno siekiančių organizacijų charakteristikas... [toliau žr. visą tekstą] / Theme: Assessment of organizational performance of national Lithuanian Dance Sport Federation Key words: organizational performance, federation, dance sport. The main focus of this paper is on the assessment of organizational performance of national Lithuanian Dance Sport Federation. The aim of the paper is to assess the organizational performance of national Lithuanian Dance Sport Federation The main tasks of this paper are: 1. to traverse the singularities of the model of assessment of NGO‘s; 2. to identify the place of Lithuanian Dance Sport Federation in the system of sports in Lithuania; 3. to assess the organizational performance of Lithuanian Dance Sport Federation. The points being laboured in this paper: 1. Lithuanian sports system, its relationship with NGO‘s and the conception of the sports organizations in Lithuania; 2. the structure and the governing bodies of Lithuanian Dance Sport Federation, including its pertainance to the other organizations; 3. the concepts of such notions as performance effectiveness, efficiency, organizational performance. The methodology of the analysis: The paper is based on the model of sports organiztion‘s organizational performance and its analysis‘ methodology first represented by Winand et al. (2009). Both qualitive and quantitive analysis of organizational performance is being used in purpose to assess the performance effectiveness of Lithuanian Dance Sport Federation. The conclusion: 1. Lithuanian Dance Sport Federation is... [to full text]

Few empirical studies have examined the relationship between learning organization dimensions and public sector performance. While others have argued that public organizations are important contexts to for the study of organizational learning, learning in public sector and government organizations has not been given the empirical attention that private sector learning has. The goal of this study is to assess to what degree a government bureaucracy can learn and to examine whether a relationship exists between learning (predictor variables) and performance (criterion variables) in a government organization. To evaluate this, the government department of Family Services and Consumer Affairs within the province of Manitoba, Canada was used as a case study. All non-political staff in the Department were invited to complete an online version of an adapted version of the Dimensions of the Learning Organization Questionnaire (DLOQ). The current study addresses several gaps in the literature. This study found that a relationship indeed exists between organizational learning and performance in a Canadian public sector context. Second, a fourth variable of performance (goal performance) was added to assess the relationship between organizational learning and an organization’s stated goals. Dimensions of the learning organization were found to be predictive of goal performance. Third and finally, this study offers recommendations on if and how a public sector organization can move from a bureaucracy, with its hierarchical authority and rules and order, to a learnaucracy, based on individual empowerment and a culture of reflexivity.

Organizations are becoming increasingly dependent on information technology for different purposes, such as project and resource-management systems, cooperative work systems and organizational memory systems. There is a need to make a dynamic roadmap for IT capability usage to facilitate organizational performance. The aim of this research is to gain a deeper understanding of the role of IS Strategy in utilizing IT capabilities for operationalizing and integrating business process information for the purpose of organizational performance from the lens of the resource-based view (RBV). This research makes use of single case study analysis of a construction organization in the oil and gas industry in Iran. This case study is expected to fill a gap in the literature in the specific context of a strategic situation and the critical environment in Iran.

Few empirical studies have examined the relationship between learning organization dimensions and public sector performance. While others have argued that public organizations are important contexts to for the study of organizational learning, learning in public sector and government organizations has not been given the empirical attention that private sector learning has. The goal of this study is to assess to what degree a government bureaucracy can learn and to examine whether a relationship exists between learning (predictor variables) and performance (criterion variables) in a government organization. To evaluate this, the government department of Family Services and Consumer Affairs within the province of Manitoba, Canada was used as a case study. All non-political staff in the Department were invited to complete an online version of an adapted version of the Dimensions of the Learning Organization Questionnaire (DLOQ). The current study addresses several gaps in the literature. This study found that a relationship indeed exists between organizational learning and performance in a Canadian public sector context. Second, a fourth variable of performance (goal performance) was added to assess the relationship between organizational learning and an organization’s stated goals. Dimensions of the learning organization were found to be predictive of goal performance. Third and finally, this study offers recommendations on if and how a public sector organization can move from a bureaucracy, with its hierarchical authority and rules and order, to a learnaucracy, based on individual empowerment and a culture of reflexivity.

This study examined temporal patterns in collective employee turnover over a 75 month interval. Time series models were fit to subgroups of functional and dysfunctional turnover. Dysfunctional turnover was defined as voluntary separation among high and average performers and functional turnover was defined as voluntary separation of low performers. Results provided support for the hypothesis that temporal patterns of functional and dysfunctional turnover differ. Patterns among high and average performers were similar, such that employee turnover across several global regions increased during or near July. In contrast, employee turnover among low performers tended to spike during or soon after October. Forecast (prediction) accuracy of turnover differed across groups based on individual performance level. Specifically, turnover among low and average performers was forecast with greater accuracy than overall aggregated turnover or turnover among high performers, the latter being the most difficult to forecast. After time-dependent variation (autocorrelation) was removed from global turnover among high, average, and low performers, these series were cross-correlated with similarly cleaned organizational performance outcomes (i.e., net sales, operating income, diluted net earnings per share). Results from these analyses indicated that organizational performance had a lagged negative relationship with turnover among high performers. The dynamic nature of the turnover and performance variables examined underscores the importance of considering employee turnover as a continuous process. As such, employee turnover should be proactively managed over time.

The purpose of this study is to develop the construct of organizational hardiness which is thought to distinguish organizations that thrive under conditions of turbulence and uncertainty from organizations that whither under these same conditions. This new construct is based on individual hardiness which is a constellation of personality dispositions that a large body of empirical work has suggested supports individual performance under conditions of turbulence and uncertainty. Paralleling the individual hardiness dispositions of challenge, commitment, and control, organizational hardiness is posited to consist of the organizational level constructs of sensemaking, organizational identification, and enactment. The development of organizational hardiness is supported by literature reviews of individual hardiness, organizational stress, sensemaking, organizational identification, and enactment. To support the theoretical development of this construct, this study includes a content analysis of the CEO letters to shareholders for the 20 largest commercial banks in the United States during the years 2000-2009. Using generalized least squares estimation techniques, the current study demonstrates a positive relationship between organizational hardiness, sensemaking, organizational identification, and enactment and multiple measures of organizational performance. Furthermore, organizations demonstrating higher levels of organizational hardiness demonstrate higher levels of organizational performance on three out of four measures. The study concludes with a discussion of theoretical and managerial implications concerning the development of this new construct.

abstract: Achieving high performance is a crucial issue in modern organizations including public, for-profit, and nonprofit even though there is no consensus about what performance means. How to obtain resources is important for boosting organizational performance. Furthermore, resource acquisition capacity is closely associated with the survival of modern nonprofit organizations. Resource Dependence Theory (RDT) notes that dependence on critical resources influences diverse actions and behavior of organizations. The study examines the relationship among Resource Dependence Patterns (RDPs), organizational behavior, and organizational performance in nonprofit organizations. This study introduces five dimensions of RDPs (the appearance of the resource inflow): resource dependency, resource diversity, resource uncertainty, resource abundance, and resource competitiveness. This research suggests that a nonprofit's RDPs affect its behavior, performance, and survival. A main research question can be phrased as: How are RDPs of nonprofit organizations related to organizational behavior and performance? Data are mainly gathered from financial officers, managers, and directors in the nonprofit sector. Multivariate data analytic techniques including factor analysis, multiple regression analysis, and path analysis are used for testing the proposed hypotheses and answering the research question. The empirical findings reveal that the Resource Dependence Patterns directly or indirectly affect organizational behavior and performance in nonprofit organizations. Resource dependency (where resources come from) has substantive and wide impacts on the overall nonprofits' behavior and structures. High dependency on government funding (high resource dependency) is positively associated with organizational hierarchy and frequent goal changes; on the other hand, it has a negative effect on participatory decision making. This study suggests that goal clarity has the strongest direct impact on nonprofits' performance. Clear organizational goals increase the likelihood that nonprofits show a higher level of performance. The paths of both resource diversity and resource competitiveness also have direct impacts on organizational performance and their impacts are statistically robust. Path analysis verifies the fact that the other three RDP variables account for organizational performance via organizational behavior variables (indirect causality on performance). This study of RDPs, behavior, and performance contributes practically to the effective management of nonprofit organizations and contributes to consolidating and expanding Resource Dependence Theory (RDT). In addition, the information about resource dependence patterns will help funders including governments, foundations, and individual donors to understand the fiscal environment that an organization faces. / Dissertation/Thesis / Ph.D. Public Administration 2011

Em tempos de uma cultura consumista e de corrida frenética por desenvolvimento a “qualquer custo”, o ser humano vem provocando inúmeros problemas ambientais. Nesse cenário, o turismo e a hotelaria ecologicamente responsáveis são altamente desejáveis, se estabelecendo como um segmento de mercado que pode ajudar na redução da impactação ambiental. No entanto, também pode ajudar a aumentar a sobrecarga que o ambiente natural já recebe, ao enviar turistas pouco responsáveis em destinos e hotéis ainda não planejados para trabalhar de forma mais ambientalmente sustentável. Percebe-se um interesse em sustentabilidade econômica, mas ainda pouco ambiental no segmento hoteleiro. Desta forma, o presente estudo se propõe a analisar meios de hospedagem em relação aos seus desempenhos organizacionais e suas práticas ambientais, considerando a seguinte pergunta de pesquisa: de que forma se estabelece a relação de práticas ambientais e desempenho organizacional na hotelaria da cidade de Porto Alegre? Para tal, foi realizada uma survey com os meios de hospedagem de Porto Alegre, analisando se existe e que tipo de relação há entre práticas ambientais e desempenho organizacional na hotelaria da cidade. As análises foram realizadas através de métodos estatísticos não-paramétricos. As práticas ambientais foram mensuradas em vinte indicadores e o desempenho organizacional foi analisado conforme embasamento nos sete critérios de excelência na performance do Baldrige National Quality Program (2009/2010). Os principais resultados apontam que existe uma relação de tendência positiva entre o uso de práticas ambientais e desempenho organizacional na hotelaria de Porto Alegre, ou seja, os meios de hospedagem que possuem mais práticas ambientais tendem a possuir melhores desempenhos organizacionais. / In times of a consumer culture and the frantic rush for development at any cost, the human being is causing several environmental problems. In this context, tourism and hospitality industry that are ecologically responsible are highly desirable, establishing itself as a market that can help in reducing environmental impact. However, it also can help increasing the burden that the natural environment already receives when sheltering many tourists that are not responsible in destinations and hotels that are not already planned to work in an environmentally sustainable way. There is an interest in economic sustainability, but still little interest in environmental sustainability in the hospitality industry. Being that so, the present study makes an analysis of hospitality industry regarding its organizational performance and environmental practices, considering the following research question: in which way environmental practices and organizational performance are established in the hospitality industry of Porto Alegre? To answer to this question, a survey was conducted in the hospitality industry of Porto Alegre, analyzing if there was and what was the kind of relation between environmental practices and organizational performance in the hospitality industry of the city. Analyses were carried out using nonparametric statistical methods. The environmental practices were measured in twenty indicators and the organizational performance was analyzed according to seven criteria of performance excellence given by Baldrige National Quality Program (2009/2010). The main findings point out that there is a positive trend between the use of environmental practices and organizational performance in hotels in Porto Alegre, that is, the lodging facilities that have more environmental practices tend to present the best organizational performances.

O presente estudo aborda a relação entre o uso do planejamento estratégico em uma organização e seu desempenho. Para tanto, além da revisão bibliográfica e do levantamento de trabalhos realizados sobre o assunto, foi desenvolvida uma pesquisa com organizações listadas na Bolsa de Valores de São Paulo para aferir o grau de associação entre as variáveis. A análise dos dados foi realizada através de análise fatorial, regressão linear e análise de cluster. O planejamento estratégico foi analisado com base na escala de formalidade de planejamento de Falshaw, Glaister e Tatoglu (2006), na escala de intensidade de planejamento de Hopkins e Hopkins (1997) e na escala de improvisação pós-planejamento de Slotegraaf e Dickson (2004). As variáveis dessas escalas foram comparadas com 4 indicadores de desempenho (desempenho geral, retorno sobre o patrimônio líquido, crescimento no lucro líquido e crescimento total das vendas), medidos com relação aos principais concorrentes das empresas estudadas e com relação à evolução nos resultados dos 3 últimos anos. Os resultados indicam que as empresas que se engajam mais profundamente em processos de planejamento obtêm melhores desempenhos do que as demais. Além disso, o processo mais formalizado também contribui, embora em menor grau, para o resultado das empresas. Por outro lado, foi verificado que a improvisação após o planejamento influencia negativamente no desempenho organizacional. / The present study focuses on the relationship between the strategic planning in an organization and its performance. For that purpose, besides the literature review, a research was developed with companies traded at Sao Paulo Stock Exchange (Bovespa) to verify the association degree among the selected variables. The analyses were done through the techniques of Factor Analysis, Linear Regression and Cluster Analysis. The strategic planning was analyzed with three developed and tested scales: planning formality by Falshaw, Glaister e Tatoglu (2006), strategic planning intensity by Hopkins e Hopkins (1997) and postplan improvisation by Slotegraaf e Dickson (2004). These variables were compared to 4 performance indicators (general performance, return on equity, net profit and total growth of sales), measured in two different ways: in comparison to companies’ major competitors, and relative to companies’ results in the past 3 years. The results indicate that companies which engage more deeply into the planning process attain better performance. Moreover, the formalized process also contributes, although to a lesser degree, for the companies result. On the other hand, it was found that the improvisation after the planning shows a negative influence on organizational performance.

O presente estudo aborda a relação entre o uso do planejamento estratégico em uma organização e seu desempenho. Para tanto, além da revisão bibliográfica e do levantamento de trabalhos realizados sobre o assunto, foi desenvolvida uma pesquisa com organizações listadas na Bolsa de Valores de São Paulo para aferir o grau de associação entre as variáveis. A análise dos dados foi realizada através de análise fatorial, regressão linear e análise de cluster. O planejamento estratégico foi analisado com base na escala de formalidade de planejamento de Falshaw, Glaister e Tatoglu (2006), na escala de intensidade de planejamento de Hopkins e Hopkins (1997) e na escala de improvisação pós-planejamento de Slotegraaf e Dickson (2004). As variáveis dessas escalas foram comparadas com 4 indicadores de desempenho (desempenho geral, retorno sobre o patrimônio líquido, crescimento no lucro líquido e crescimento total das vendas), medidos com relação aos principais concorrentes das empresas estudadas e com relação à evolução nos resultados dos 3 últimos anos. Os resultados indicam que as empresas que se engajam mais profundamente em processos de planejamento obtêm melhores desempenhos do que as demais. Além disso, o processo mais formalizado também contribui, embora em menor grau, para o resultado das empresas. Por outro lado, foi verificado que a improvisação após o planejamento influencia negativamente no desempenho organizacional. / The present study focuses on the relationship between the strategic planning in an organization and its performance. For that purpose, besides the literature review, a research was developed with companies traded at Sao Paulo Stock Exchange (Bovespa) to verify the association degree among the selected variables. The analyses were done through the techniques of Factor Analysis, Linear Regression and Cluster Analysis. The strategic planning was analyzed with three developed and tested scales: planning formality by Falshaw, Glaister e Tatoglu (2006), strategic planning intensity by Hopkins e Hopkins (1997) and postplan improvisation by Slotegraaf e Dickson (2004). These variables were compared to 4 performance indicators (general performance, return on equity, net profit and total growth of sales), measured in two different ways: in comparison to companies’ major competitors, and relative to companies’ results in the past 3 years. The results indicate that companies which engage more deeply into the planning process attain better performance. Moreover, the formalized process also contributes, although to a lesser degree, for the companies result. On the other hand, it was found that the improvisation after the planning shows a negative influence on organizational performance.