Mian Ajmal, Petri Helo and Rassel Kassem
The growing international landscape of business has underlined the significance of multiculturalism and the novel challenges it brings to business implementation. The purpose of…
Abstract
Purpose
The growing international landscape of business has underlined the significance of multiculturalism and the novel challenges it brings to business implementation. The purpose of this paper is to draw attention of the readers toward how trust can be conceptualized and how trust-building process is affected in global business environments where more and more projects and businesses come into operation.
Design/methodology/approach
This research employs intensive literature review to conceptualize trust and develop a model of culture effects for trust building in global business environment. However, this study is presently explanatory in nature because no empirical evidence is provided.
Findings
Culture is a significant factor in building trust among global project stakeholders for the reason that trust is vital for developing a well-functioning long-term business relationship. The study highlighted that cultural differences among project teams can cause conflict, misunderstanding, and poor project performance.
Research limitations/implications
Future empirical research should investigate various scenarios, types of projects, cultures, and countries. Cultural issues are pretty sensitive, which have immediate association with trust-building process among international project stakeholders. Diminutive systematic research has been done on the cultural effects for trust building in international business context. The probe of how culture affects trust building efforts in global business environments remains unrequited.
Originality/value
This study adds value by creating awareness in the research community for undertaking a detailed and comprehensive research on this topic, and because of its originality, it serves as a foundation for future studies.
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Rassel Kassem, Mian Ajmal, Angappa Gunasekaran and Petri Helo
The purpose of this paper is to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture and consistency…
Abstract
Purpose
The purpose of this paper is to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture and consistency culture) on business excellence results criteria (customer results, people results, society results and business results) in the United Arab Emirates (UAE) and explore the moderating role of information and communication technology (ICT) use in both service and manufacturing industries.
Design/methodology/approach
Data were collected by questionnaire from 448 managers in nine companies that have won the Sheikh Khalifa Excellence Award in the last three years. Structural equation modeling was used to examine the data.
Findings
Organizational culture is significantly related to business excellence. However, these effects varied for different business excellence criteria. Three organizational culture types had a significant positive role in achieving excellent customer-related results. All four types of organizational culture had a positive role in achieving excellent people-related results. Only two culture types had significant role in achieving excellent society-related results. Business results were positively related to a balance between the four types of organizational culture. ICT use moderated the relationship between organizational culture and results related to customers, people and business, but not society.
Research limitations/implications
This study had some conceptual limitations. In particular, it considered the organizational culture as four types in the research model, but without structuring the indices under each type. It also had some methodological limitations. It was cross-sectional and used a self-administered questionnaire, which means that no causal relationships can be implied, and there may have been some bias in responding.
Originality/value
This is one of the first studies that investigate the relationship between organizational culture and business excellence in UAE excellence award-winning companies.
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Rassel Kassem, Mian Ajmal, Matloub Hussain and Petri Helo
The purpose of this paper is to assess the organizational culture of courts in the United Arab Emirates (UAE), and the culture type required to achieve business excellence. This…
Abstract
Purpose
The purpose of this paper is to assess the organizational culture of courts in the United Arab Emirates (UAE), and the culture type required to achieve business excellence. This research also aims to benchmark the criteria weights of the International Framework for Court Excellence (IFCE) in the UAE and suggest new weights that better reflect courts’ local priorities and national work culture.
Design/methodology/approach
The analytic hierarchy process (AHP) method was used to prioritize the IFCE criteria and select the most important culture types to consider. A questionnaire was designed and data were collected from first instance courts in UAE. The respondents were judges in management roles, to ensure that the opinions provided reflected experience of judging and were aligned with the courts’ strategic objectives.
Findings
The results show that the IFCE model criteria have different levels of importance in UAE than in the original model. The major differences are in court proceedings and processes, and affordability and accessibility of services. Adaptability and mission seem to be the most important cultural traits.
Originality/value
No previous studies have investigated court excellence in UAE. This study should supply court managers and administrators with a clearer understanding of the priorities for achieving court excellence. There is inconsistency about the culture needed to boost good performance in public service organizations like courts, and decision makers may use these findings to enhance the cultural attributes that are particularly associated with excellence in courts.
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Flevy Lasrado and Rassel Kassem
This paper posited a dynamic relationship between transformational leadership, organizational culture, and organizational excellence in order to develop a better understanding of…
Abstract
Purpose
This paper posited a dynamic relationship between transformational leadership, organizational culture, and organizational excellence in order to develop a better understanding of the casual linkages between these three areas.
Design/methodology/approach
The research methodology includes a multi-item scale questionnaire survey which included 448 samples from United Arab Emirates (UAE) with an average response rate of 61.1%. The hypotheses were tested by applying structural equation modeling (SEM) and path analyses. Analyses used the Mplus software package.
Findings
The key finding in this study suggests that creating the involvement culture provides the all-inclusive participation and holistic engagement from employees, which consequently leads to organizational excellence.
Research limitations/implications
The study is more focused on particular type of leadership and can extend to other types of leadership as well the other regions. The study extends the findings of previous studies that suggested authoritative was essential initially but that this would change with the emerging culture.
Practical implications
Managers should foster an involvement culture and adopt transformational leadership style in order to reap the benefits of the quality management approaches.
Originality/value
From existing research on leadership in QM context, we adopt transformational leadership in connection with organizational culture and organizational excellence. The originality of the study lies in its quantitative approach to test an already demonstrated phenomenon about the relationship between transformational leadership, organizational culture and business excellence. This study significantly contributes to the literature on QM by discovering that organizations with transformational leadership styles and involvement or adaptability cultures can perform well and achieve organizational excellence.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Globalization has prompted a massive increase in international business projects involving multicultural teams. Project managers face a challenging task to bring together various individuals from diverse cultural backgrounds. Trust is imperative if such business operations are to succeed as it inspires more open communication and collaboration. However, with people bringing different norms, values, and beliefs into the equation, distrust is often more likely. Various characteristics can be important, meaning that significant potential exists for trust levels to be influenced by differences in both national and organizational culture.
Practical implications
The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.