Uncertainty of organizational environment Pdf (original) (raw)
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The Impact of Organizational Environment on Corporate Performance
Tij S Research Journal of Commerce Behavioural Science Rjcbs, 2014
The Nigerian business sector should play a major role in the economic development of the country and the actualization of the Millennium Development Goals. However, its performance indices-profit, capacity utilization and contribution to GDP indicates that some sectors has performed poorly. The general objective of this study is the assessment of the impact of the external environment on the operations of business sector in Nigeria with a view to determining the level of adaptability of the firms and its implications on their corporate performance. Specifically, the study tend to; ascertain the impact of information management on corporate performance of business organizations, to find out the extent to which organizational rigidity contributes to the high level of business mortality, to ascertain the extent to which environment turbulence contributes to the poor corporate performance. The study adopted evolution theory and from the reviewed literature, we discovered that business environment impacts negatively on the corporate performance of business organizations. The implication of the findings is that, given that Nigerian business environment is general hostile; the owners of business organization should adopt appropriate strategies that would enable them to manage environmental turbulence effectively and help minimize the negative effects of environment on their performance. Based on the findings, we conclude that the business environment impacts negatively on the corporate performance of business organizations. We therefore recommend that organizations should make information management a priority, ensure greater heterogeneity of the dominant coalition and should intensify efforts on research and development.
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Today, ERP is used to help most of firms processing volumes of information under more uncertainty and more competitive environments. This study aims to investigate how ERP performance is affected under the environmental uncertainty. Using organizational information processing theory (OIPT), we propose that environmental uncertainty affects organizational context, which in turn influence ERP overall benefits. A subunit (such as manufacturing plant or different functional department) level survey is used to collect data. The partial least squares technique indicates that environmental uncertainty has a positive impact on organizational context. Organizational context has a direct and mediating impact on ERP overall benefits. The paper concludes with discussions and Implications for both researchers and practitioners.
INSIGHTS ON ORGANIZATIONAL ENVIRONMENT
Brief presentation of key perspectives on the organizational environment, ranging from their conceptualization and the relevance of developing scanning activities, to the importance of studying the actors or stakeholders and the challenges that an increasing complex and uncertain competitive environment put to companies at the level of the strategy formulation and decision-making process.
The analysis of the contemporary environment impact upon organizational operations
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Organizational operation is determined by the environment it operates in. The environment sets the conditions and limitations for organizational operation. This work is an empiric research into the environmental impact upon organizational operation in Serbia. It defines a set of relevant variables in the environment which are known to affect the operation of organizations, and uses a sample of more than 70 organizations to identify a certain number of factors that condition these changes. These factors are then analyzed from the point of view of their integrity in the business process based on value adding, and stretching from the supplier to the consumer.
Procedia - Social and Behavioral Sciences, 2012
The purpose of this study was to investigate the relationship of perceived environment uncertainty, business strategy on performance measurement systems (PMS) and organizational performance. The data is processed by using a Partial Least Square (PLS). This study was conducted in Manufacturing West Java and Banten, Sample of this research is manager, using survey research with primary data collection with the questionnaires. Selection of the samples tested in this study using purposive sampling, 86 respondents was selected as sample of this study. The results of this study are perceived environment uncertainty, business strategy and organizational performance significantly positively associated, non-financial performance measurement systems significantly associated, but the financial performance of the measurement system is not significantly associated
Organizational Change in Business Environment and the Main Barriers during Organizational Changes
Academic Journal of Interdisciplinary Studies, 2015
In the business environment, the process of organizational change is the need of time, then this need is the result of dynamic and continuous development that have business environment in the domestic economy as well as the modern global economy. Managing the organizational changes is very important process for organizational leadership. On one hand, the leadership constantly aims that the process of planning and implementing changes in the business environment have to be more effective in organization while on the other side, employee resistance during organizational change and the cost of change in the organization have be as minimal. The main objectives in this paper are as following: which are two main barriers in organizational change? Which is the key efficiency of organizational change? What effect they can have on change and how they can manage? Which are the main approaches that businesses should prepare for organizational change? How is reasonable the Kurt Lewin's model in organizational change, etc. In this research paper are identify different barriers that can appears during process of organizational change in business environment, such as: the first is power and in general the power is characterised as key elements in managerial achievement and as a main source of managerial efficiency in organizational change, then as similar barrier within the organisation change can be social force, it aims to use their social influence to stop or delay changes that affect them negatively in their interest; the second is described as mismanaging change models and approaches in modern business environment and some evidence shown that 60% of reported projects in organization change have failed, then theorists have argued that this model of change in business environment are inadequate in the current economy.