The Impact of Organizational Culture, Leadership, and Employee Performance Management on Innovation in the Oil and Gas Industry in the United Arab Emirates PDF Download
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Author: Leena Saleh Jassem Busaibe
Publisher:
ISBN:
Category : Corporate culture
Languages : en
Pages : 282
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Book Description
The United Arab Emirates (UAE) government's vision for 2021 revolves around the diversification of the economy. It therefore requires innovation in all sectors of the economy. Innovation may be either radical, changing business models and markets, or incremental, step-by-step improvements in products or processes. The Emirati government has tried to raise awareness of the importance of innovation and developed leadership programs to facilitate innovative practices. One focus is helping leaders understand the value of organizational culture, and how this can affect innovation. There are four main types of culture. Adhocracy is based on the need to boost employee productivity and increase flexibility in the workplace to address external challenges. The goal is to pursue an innovative strategy that increases creativity and increase flexibility in the workplace to address external challenges. The goal is to pursue an innovative strategy that increases creativity and fosters continuous improvement . A hierarchical culture focuses on development of routine and discipline in sustaining strict modes of operation. A market culture revolves around the development of strategic processes and policies to align with competitiveness in the business environment. a clan culture emphasizes shared values and goals and builds teams. this type of culture often improves employee development and levels of loyalty. There are also a number of different types of leadership behavior, which may affect innovation. Instrumental leadership supports goal development to achieve control and bolster team spirit. Supportive leadership focuses on development of sustainable relationship between followers and leaders within the organization. The importance of supportive leadership in encouraging innovation is through employee empowerment. It also helps to increase creativity and improve individual accountability. Participative leadership focuses on task execution. It influences motivation by allowing employees to participate in decision-making. Leaders use employee performance management to encourage particular behaviors among employees , such as creativity and innovation. This study empirically investigated the impact of organizational culture on leadership behavior and organizational innovation in the oil and gas industry in the United Arab Emirates (UAE). It is expected to shed light on the important role of the relational dynamics between organizational leadership and organizational culture on organizational innovation within the UAE oil and gas industry and how performance management techniques mediate the development and implementation of these innovations. The study hypothesized that there would be a significant positive relationship between leadership behavior or organizational culture, and organizational innovation, mediated by employee performance management. An integrated questionnaire survey was applied to 430 middle management employees in five major oil and gas organizations in the emirate of Abu Dhabi.The survey combined six demographic questions and four validated instruments on organizational culture, perceived leadership behavior, employee performance management and organizational innovation. The study found that organizational culture had a range of effects on innovation in oil and gas organizations in the UAE. Clan and adhocracy cultures both had positive impacts on radical and incremental innovation, but hierarchy and market cultures appeared to have no impact. All leadership behavior types had a positive impact on both radical and incremental innovation. All types of organizational culture apart from hierarchical also had a direct and positive impact on employee performance management. These results suggest that the role of management is crucial in determining the type of innovation in these organizations. Different types of leadership have varied effects on innovation, with participatory and instrumental leadership being the most important. The results also suggest that employee performance management is crucial for any kind of innovation. These findings suggest that it is important to understand the relationships between the study constructs to use them both effectively to deliver successful organizational innovations. The capacity to apply innovation as a strategic tool to improve productivity and competitiveness aligns with the level of employee involvement and the leadership styles used. Employee performance management appears to be an essential part of innovative practices in the organizations studied.
Author: Leena Saleh Jassem Busaibe
Publisher:
ISBN:
Category : Corporate culture
Languages : en
Pages : 282
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Book Description
The United Arab Emirates (UAE) government's vision for 2021 revolves around the diversification of the economy. It therefore requires innovation in all sectors of the economy. Innovation may be either radical, changing business models and markets, or incremental, step-by-step improvements in products or processes. The Emirati government has tried to raise awareness of the importance of innovation and developed leadership programs to facilitate innovative practices. One focus is helping leaders understand the value of organizational culture, and how this can affect innovation. There are four main types of culture. Adhocracy is based on the need to boost employee productivity and increase flexibility in the workplace to address external challenges. The goal is to pursue an innovative strategy that increases creativity and increase flexibility in the workplace to address external challenges. The goal is to pursue an innovative strategy that increases creativity and fosters continuous improvement . A hierarchical culture focuses on development of routine and discipline in sustaining strict modes of operation. A market culture revolves around the development of strategic processes and policies to align with competitiveness in the business environment. a clan culture emphasizes shared values and goals and builds teams. this type of culture often improves employee development and levels of loyalty. There are also a number of different types of leadership behavior, which may affect innovation. Instrumental leadership supports goal development to achieve control and bolster team spirit. Supportive leadership focuses on development of sustainable relationship between followers and leaders within the organization. The importance of supportive leadership in encouraging innovation is through employee empowerment. It also helps to increase creativity and improve individual accountability. Participative leadership focuses on task execution. It influences motivation by allowing employees to participate in decision-making. Leaders use employee performance management to encourage particular behaviors among employees , such as creativity and innovation. This study empirically investigated the impact of organizational culture on leadership behavior and organizational innovation in the oil and gas industry in the United Arab Emirates (UAE). It is expected to shed light on the important role of the relational dynamics between organizational leadership and organizational culture on organizational innovation within the UAE oil and gas industry and how performance management techniques mediate the development and implementation of these innovations. The study hypothesized that there would be a significant positive relationship between leadership behavior or organizational culture, and organizational innovation, mediated by employee performance management. An integrated questionnaire survey was applied to 430 middle management employees in five major oil and gas organizations in the emirate of Abu Dhabi.The survey combined six demographic questions and four validated instruments on organizational culture, perceived leadership behavior, employee performance management and organizational innovation. The study found that organizational culture had a range of effects on innovation in oil and gas organizations in the UAE. Clan and adhocracy cultures both had positive impacts on radical and incremental innovation, but hierarchy and market cultures appeared to have no impact. All leadership behavior types had a positive impact on both radical and incremental innovation. All types of organizational culture apart from hierarchical also had a direct and positive impact on employee performance management. These results suggest that the role of management is crucial in determining the type of innovation in these organizations. Different types of leadership have varied effects on innovation, with participatory and instrumental leadership being the most important. The results also suggest that employee performance management is crucial for any kind of innovation. These findings suggest that it is important to understand the relationships between the study constructs to use them both effectively to deliver successful organizational innovations. The capacity to apply innovation as a strategic tool to improve productivity and competitiveness aligns with the level of employee involvement and the leadership styles used. Employee performance management appears to be an essential part of innovative practices in the organizations studied.
Author: Khadeeja Mohsen Abdulla Alfaqeeh
Publisher:
ISBN:
Category : Dissertations, Academic
Languages : en
Pages : 318
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Book Description
Innovation is an important concept that has recently caught the attention of nations wanting to develop their economies. It is defined as the act of creating a new method, design, approach or form from an original. The success of innovation is affected by many factors, including culture. Studies have shown that innovation is directly related to and influenced by national culture, which can either encourage or hinder innovation. Culture has a significant influence on the capacity of a society to innovate. Research suggests that Arabs have a low tendency to take risks and a fear of change. Developments in many Arab countries is therefore very slow compared to other nations. In contrast, other Arab countries including the United Arab Emirates (UAE) are performing well in the global innovation index. This is the result of adopting long-term innovation strategies. The UAE leadership is developing both government and industry, with an emphasis on non-oil sectors. it has prioritized a focus on innovation to increase efficiency and effectiveness. In recent decades, there have been many success stories and figures that show an improvement in the country's economy and government performance. This study therefore examines the impact of Arab culture on innovation management, to understand the relationship between culture and innovation in the Arab world. The study examined seven cultural traits and characteristics identified in previous studies as typically Arab. These were high collectivism, high context, polychronicity, strong uncertainty avoidance, high power distance, long-term orientation and strong fellowship. The study confirmed the existence of those seven cultural characteristics in a single case-study organization, then explored their impact on innovation management. Innovation is considered to be more people-based rather product- or process-based. This research therefore also considered the influence of Arab culture on innovative teams. The research identified five characteristics of innovative work teams: risk -taking, problem-solving, understanding strategy, team quality, and team tenure. It investigated the impact of each of the seven cultural characteristics on each characteristic of innovative teams in a working environment. This approach was designed to provide in-depth views of the influence of the Arab culture on innovation. The research used a qualitative method to explore the research problem. The researcher conducted 20 face-to-face interviews with employees at different levels in a particular government organization in the UAE. The results suggest that certain cultural characteristics are enablers for innovation while others are inhibitors. High collectivism, high context, long-term orientation, and strong followership contribute to building an innovative work environment. High power distance and uncertainty avoidance are the main obstacles to innovation. This study argues that these two traits should be minimized or eliminated, and the positive factors should be enhanced to increase innovation. These results will help potential investors to understand the cultural elements before deciding to invest in Arab countries. Leaders and policy-makers can identify measures to encourage innovation in their organizations. Governments in the Arab countries can use the results of this research to identify regulations that will support innovation. The study therefore makes a significant original contribution to the body of innovation management in general and studies on the impact of culture in particular.
Author: Bashaer Al Matrooshi
Publisher:
ISBN:
Category : Dissertations, Academic
Languages : en
Pages : 310
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Book Description
Research-based studies on the behavioral approach to leadership competencies and its influence on employee and organizational performance in the United Arab Emirates'(UAE's) oil and gas sector are limited. Therefore, the greatest value of this research lies in its ability to identify key variables that play a significant role in helping organizations perform effectively. The purpose of the research is to ascertain leadership competencies and its influence on employee and organizational performance in the UAE's oil and gas sector. To attain this purpose, the research focuses on achieving several objectives: (a) to explore the general perceptions about the determinants of organizational performance; (b) to examine the factors that influence organizational performance; (c) to construct a conceptual framework from the relevant literature to identify the determinants that influence organizational performance in the oil and gas sector in the UAE; (d) to propose a model of the suggested framework for leaders; (e) to make recommendations regarding how organizational performance can best be enhanced in the oil and gas sector in the UAE; and (f) to use the research findings to recommend areas in need of further research. As part of the research process, the researcher had to develop a conceptual framework from the current literature . This was achieved by reviewing the existing literature on behavioral approach to leadership competencies and its influence on employee and organizational performance and develop a framework that is beneficial for leaders within the oil and gas sector in the UAE. This research undertakes a systematic review of articles on the factors that influence organizational performance. The aim of this systematic review is to collect and summarize all empirical evidence from the literature that fits the context of this study. From the initial literature review, it has been possible to develop a framework for the study. This framework effectively illustrates the role of cognitive, emotional and social intelligence in leadership competencies, which in turn influence both employee performance and organizational performance. The developed framework was based on empirical investigation to determine whether (and the extent to which) it is applicable to the oil and gas sector in the UAE. This was done using a fully structured questionnaire on 606 first, middle and top managerial level leaders of 17 companies in the UAE oil and gas sector. The data for the study was analyzed using quantitative methods. Leadership competencies were measured using the 24 -item leadership competencies questionnaire developed by Carmeli and Tishler (2006). The instrument used was categorized into three sections that measure each of the following; [sic] social, emotional and cognitive intelligence competencies. Employee performance was measured by a questionnaire developed by D'netto et al. (2008) which incorporated 14 skill sets that are crucial in an employee's performance. Organizational performance was measured using a questionnaire developed by Huselid and Becker (1996).The findings revealed that leadership competencies were statistically and significantly related to employee performance and that this positive correlation impacts organizational performance. Furthermore, social, emotional and cognitive competencies have a significant effect on forming leadership competencies.
Author: Mohamed S Al Sahi Al Zaabi
Publisher:
ISBN:
Category : Dissertations, Academic
Languages : en
Pages : 264
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Book Description
Enhancing employees' performance has always been a major concern for leaders and Human Resources (HR) practitioners in public and private sectors. Employees are regarded as the most valuable asset of an organization and the key to growth and development. Moreover, leaders have a significant and essential influence on employees' performance. In this regard, authentic leadership theory is considered a newly emerging and promising theory in the field of leadership. The purpose of this study is to examine the relationship between employees' perceptions of authentic leadership and positive employees outcomes, such as work engagement and organizational citizenship behavior (OCB), in the petroleum industry in the United Arab Emirates (UAE), as well as to assess the mediating role of psychological empowerment between authentic leadership, work engagement and OCB. The petroleum industry makes a vital contribution to the national and global economy and as such, small changes in the performance of the petroleum industry can have a great impact from both the local and international perspectives. The study is guided by the following general research question: Is there a relationship between authentic leadership, work engagement and OCB among UAE nationals in the petroleum industry, with psychological empowerment as the mediating factor? This relationship is examined using a non-experimental, quantitative approach. A total of 367 UAE nationals working in one of the major petroleum companies in the UAE were selected as survey participants, and 189 employees fully completed the online survey. Participants were asked to complete a questionnaire consisting of basic demographics and previously validated scales to measure employees' perceptions of authentic leadership, work engagement, OCB, and psychological empowerment. In addition, the collected data were analyzed through several statistical techniques, suh as structural equation modeling (SEM) and statistical package for the social sciences (SPSS). The study assumed that there is a positive relationship between the independent and dependent variables based on the literature review and developed theoretical framework. The findings suggest that first, there is a positive and significant relationship between authentic leadership and positive organization outcomes, namely work engagement and OCB. Second, authentic leadership is positively and significantly related to psychological empowerment. Third, psychological empowerment acts as a mediator between authentic leadership, work engagement and OCB. In summary, authentic leaders in the UAE's petroleum industry have a significant impact on organizational performance as a result of the positive influence of leaders on employee behaviors. Consequently, several practical and theoretical implications of the findings, as well as future research recommendations are discussed.
Author: Mohamed Radwan
Publisher: GRIN Verlag
ISBN: 3668727783
Category : Business & Economics
Languages : en
Pages : 67
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Book Description
Master's Thesis from the year 2017 in the subject Business economics - Business Management, Corporate Governance, grade: B, University of Northampton, language: English, abstract: Leadership in the organizational context is significantly critical towards achievement of goals and future sustainability. Organizations that are regarded as high performers have effective leadership portfolios that are often passed from one generation the next. In this regard, organizations that started decades ago are still going strong in the contemporary environment because of leadership cultures that embrace dynamism. Leadership is multifaceted concept that is dependent on individual organizations and industries of operations. The type of leadership applied determines the level of success and influence therein on personnel and stakeholders. Leadership should therefore influence and motivate towards better performance and maximization of available resources towards achieving a sustainable venture. Leadership should influence others towards implementing the mission and vision through application of core values and competencies held by the organization. Leadership has become a critical aspect of running organizations, as it has emerged that organizations with effective leadership portfolios perform better for longer periods. This had experienced regardless of modern volatility that has threatened the survival of multiple organizations in various industries. In this regard, leadership is concerned with value delivery to consumers in a manner that surpasses their expectations in different dimensions. Effective leadership in organizational contexts has become necessary especially towards countering competitive strategies applied by rival organizations. This has compelled individual organizations to learn effective leadership techniques applicable in respective industries and organizations. Jaguar Land Rover is one of the largest carmakers and dealers in the world. The multinational has branches and franchises worldwide, where its products displayed and sold. The success of the company has seen its continued growth which has been marked by distribution of its motor vehicle brands worldwide.
Author: Mohamed Sulaiman Abdullah Albandari
Publisher:
ISBN:
Category :
Languages : en
Pages :
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Book Description
Author: Hussein Saad Elsayed Mohamed Abdalla
Publisher:
ISBN:
Category : Knowledge management
Languages : en
Pages : 392
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Book Description
This dissertation investigates the determinants and consequences of knowledge sharing among members of technical teams at a UAE national oil company. The research aims to identify some of the key factors that encourage knowledge sharing between members of the technical teams and the link between knowledge sharing and individual job performance. Drawing on earlier research, an integrated theoretical model linking the antecedents and outcomes of knowledge sharing was developed. A Partial Least Square (PLS-SEM) technique was used to analyze the data collected from 357 engineers in various divisions in the largest business unit of the organization in question. Results suggest that management support, task-interdependence, individual attitude towards knowledge sharing, self-efficacy and the perceived usefulness of the knowledge itself play an important role in encouraging employees to share knowledge. Furthermore, the study suggests that knowledge sharing influences individual job performance by enhancing their innovative and task-focused organizational behaviors. This research contributes to the current literature on knowledge sharing and has done so by empirically testing the relationship between the antecedents and outcomes of knowledge sharing within new cultural and industrial contexts. Additionally, it addresses a gap in the extant literature where the focus has traditionally been on the macro-organizational outcomes of knowledge sharing, e.g. innovation, financial performance and operational efficiency, and not on micro-organizational factors such as individual job performance.
Author: Jan vom Brocke
Publisher: Springer Science & Business Media
ISBN: 3642274889
Category : Business & Economics
Languages : en
Pages : 253
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Book Description
Green Business Process Management – Towards the Sustainable Enterprise" consolidates the global state-of-the-art knowledge about how business processes can be managed and improved in light of sustainability objectives. Business organizations, a dominant part of our society, have always been a major contributor to the degradation of our natural environment, through the resource consumption, greenhouse emissions, and wastage production associated with their business processes. In order to lessen their impact on the natural environment, organizations must design and implement environmentally sustainable business processes. Finding solutions to this organizational design problem is the key challenge of Green Business Process Management. This book- discusses the emerging challenges of designing “green” business processes,- presents tools and methods that organizations can use in order to design and implement environmentally sustainable processes, and- provides insights from cases where organizations successfully engaged in more sustainable business practices. The book is of relevance to both practitioners and academics who are interested in understanding, designing, and implementing “green” business processes. It also constitutes a valuable resource for students and lecturers in the fields of information systems, management, and sustainable development. Preface by Richard T. Watson
Author: Srinivasa Raghavan Murali
Publisher:
ISBN:
Category :
Languages : en
Pages : 12
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Book Description
The study is an effort to investigate the impact of transformational leadership on employee engagement and employee performance in ICT industry in UAE. As the country has been giving much attention to the application of knowledge management, the development of ICT and related industries are crucial as it plays a prominent role in knowledge management application. But many of the firms operating in this sector of business activity have been facing serious problems related to employee retention, employee engagement and employee commitment. Since employee engagement is very crucial for the performance of the employees and their productivity, the study attempts to find out the impact of transformational leadership style on employee engagement variables such as vigor, dedication and absorption and explores how these variables influence the employee performance in terms of task performance, adaptive performance and contextual performance. The study reveals strong positive correlation between transformational leadership style with employee engagement and employee productivity in ICT industry in UAE.
Author: Caren Brenda Scheepers
Publisher: Springer Nature
ISBN: 3030408469
Category : Business & Economics
Languages : en
Pages : 358
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Book Description
Based on neuroscience research, this book presents and demonstrates a 'Ten Enablers' model as a framework to help change leaders successfully lead and manage change. It focuses on the execution of change processes within volatile and challenging emerging markets with high growth potential. The book first presents the organizational development and change research on which the model is based, and discusses the basic neuroscience principles. It then introduces a systematic model of the ten enablers, taking readers through the process of change, from considering the ethos prior to embarking on it, including engagement of stakeholders, up to the final phase, where change leaders exit the process or the organization. It highlights this circular process through several step-by-step illustrations, supported by examples from emerging markets. Further, it includes neuroscience research and principles to help leaders understand and manage change in themselves and others. This well-researched and practical book is a valuable resource for students and professionals alike.
