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Drawing on a contingency theory and a resource-based perspective, the this study examines the relationship between organizational culture, management accounting information, innovation capability and firm performance in Vietnamese small and medium-sized enterprises (SMEs). Data for the study...
Persistent link: https://www.econbiz.de/10012655099
This paper aims to clarify the relationship among bureaucratic culture, empowering leadership, knowledge sharing behavior and affective commitment in the Indonesian public sector organizations. A total of 371 respondents from eleven local government public service institutions participated in...
Persistent link: https://www.econbiz.de/10012621713
The motivation of this study is to analyze the impact of corporate culture, management commitment, and Human resources management on operational performance and the mediating effect on those relationships from JIT implemen-tation. A questionnaire-based survey was used to investigate the research...
Persistent link: https://www.econbiz.de/10012621938
Innovation is considered one of the key factors that influence long-term success of any organization. The published literature indicates that establishing and enhancing the right culture that supports innovation in the organization is a precondition for innovation. The objective of this study is...
Persistent link: https://www.econbiz.de/10012623531
Small- and medium-sized enterprises (SMEs) are largely encouraged to take an open innovation model as a systematic area for R&D to expand networks in science and technology operation (Sci-Tech), especially in Thailand and China. Our paper examines the relationship between organizational culture...
Persistent link: https://www.econbiz.de/10012623867
The present study addresses the formulation of organizational pride model in the National Iranian Oil Company (NIOC). Exploratory mixed method was used in this study, of which the first phase was conducted using grounded theory. Participants of the qualitative phase of the study constituted 19...
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