organisational performance Archives | The Oxford Review

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The Oxford Review Volume 3 No 2

The Oxford Review Vol3 No2

In this month’s Oxford Review (sent to members) there are 12 new research briefings: Contents: Barriers to Corporate Social Responsibility (CSR) and the role of HR Contextual leadership Culture change through moral dialogue Developing good employee voice behaviours How our beliefs change the impact of our emotions Everything you need to know about circle mapping […]

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The Oxford Review Vol 3 No 3

The Oxford Review Vol 3 No 3

The latest edition of The Oxford Review: inside you will find research briefings about: Flexible working arrangements have considerably different impacts in different countries How an organisation’s values develop a better climate which contributes to more useful organisational citizenship behaviours How business model change impacts your organisation’s success How corporate culture helps to manage occupational […]

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The Oxford Review Volume 3 Number 7

The Oxford Review Vol 3 No 7

In this edition What we can learn from resilient children What large organisations can learn from SME’s in terms of project management What is the impact of organisational knowledge loss due to employees leaving? Using evidence in evidence-based practice: Integrating practice and research This one thing predicts intercultural harmony and productive working relationships The one […]

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CEO characteristics and their impact on organisational performance – Special Report

CEO background

Keywords: Leadership, management, CEO, CEO characteristic, CEO background, performance, organisational performance, leaders characteristics, leaders backgrounds, Chief Executive Officer   Whilst there is little doubt that organisational performance relies on a multitude of factors, one of the most prevalent are the characteristics of the organisation’s Chief Executive Officer (CEO). This has been a growing area of […]

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The Oxford Review Volume 3 No 11

The Oxford Review Vol 3 No 11

In this months edition (Volume 3 No 11) 3D virtual learning environments: do they motivate or undermine sustained engagement? Empowering leadership styles in cross-cultural situations Evidence producing organisations: what they are and how they have developed How Transformational Leadership Increases Employee Performance Measuring organisational coaching outcomes Micro-learning: what it is and how it integrates with […]

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The Oxford Review Volume 3 No 12

The Oxford Review Volume 3 No 12

In this edition of the Oxford Review: Coaching for personality change Creating open innovation cultures in cluster environments Holacracy and obliquity: do new organisational design approaches actually work? How teams cope with new challenges through informal leadership Inspiring innovation in organisations through constructive confrontation Organisational change leadership: new thinking Predicting knowledge sharing in organisations The […]

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The Oxford Review Volume 4 No 1

The Oxford Review Vol 4 No 1

This month we have research that answers a series of key questions: Whether Long-Term Incentive Plans actually work as executive packages for improving organisational performance. Is executive coaching morally justifiable? Can playing online games can be used to develop leadership skills? How do external stakeholders end up influencing major project even when they haven’t got […]

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Increasing organisational performance through entrepreneurial orientation, entrepreneurial competencies, and entrepreneurial leadership

Research Briefing

Keywords: entrepreneurship, entrepreneurial orientation, entrepreneurial competencies, entrepreneurial leadership, leadership, organisational performance There is a growing amount of evidence to show that entrepreneurial qualities can boost the performance of any organisation or service, which has given rise to the idea of the intrapreneur or an individual with entrepreneurial attributes who is employed, rather than running their […]

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How an organisation’s values develop a better climate which contributes to more useful organisational citizenship behaviours

Research Briefing

Keywords: organisational climate, organisational citizenship behaviours, organisational performance, commitment, empowerment, paradox, organisational values Research in recent years has found that positive organisational citizenship behaviours or OCB’s are a significant predictor of organisational performance. Further, it has been found that a number of important factors within the organisational work environment are critical for creating the conditions […]

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How to predict the unethical use of privileged information in organisations

Research Briefing

Keywords: unethical behaviour, ethics, decision-making, strategic decision-making, leadership, organisational performance Over the past 10 to 20 years there has been a steady stream of scandals in which organisations have been caught using privileged information in unethical ways. The most recent of which appear to include data from Facebook being used to manipulate political outcomes. A […]

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