Top PDF Measuring the Effect of Trust, Organizational Learning on Taiwan ICT Company's Innovation and Business Performance

First, literatures stated that trust can help innovation to develop (Hurley & Hult, 1998; Landry, Amara, and Lamari, 2002; Panayides & Venus Lun, 2009). Although trust doesn’t have any impact on innovation, the results of this study showed that trust has a significant and positive impact on organizational learning, and organizational learning has a significant and positive impact on innovation. Therefore, in this study, it found that trust indeed helped innovation, however, trust didn’t help innovation in a direct way. In fact, trust helped innovation in an indirect way. Within the PLS findings, the trust become the key factor that affects organizational learning, innovation, and business performance. This implies that the more trust an organization has, it can lead to the higher performance of the organization. In other words, this study suggests that organizations should put their resources to the most important factor, which is trust in order to work more effectively and achieve the goals. In terms of trust dimension, concerning the employee has the highest point. This research confirmed the literature findings that trust helped members in organization would leave their traditional comfort zones and accept their new roles and responsibility (Fawcett, Magnan, &

In the fourth section, the recommendations for the future research on this topic is demonstrated. Conclusions In the new era of knowledge management and globalization, organizations have been experience extremely high competition. Knowledge is the key factor of organizational competitive advantage and continued grow, whereas knowledge management plays a crucial role in enhancing the competitiveness of the organization. The purpose of this study was to explore the relationships between organizational trust, knowledge sharing, organizational learning, and academic satisfaction in Taiwan higher education focusing on the international students studying in Taiwan, by using an integrated model. OT-LASS model was developed for providing insights for the various variables and their relationships. OT-LASS model has high validity and reliability values, therefore it is adequate for measuring four variables. Firstly, the empirical findings of this research proved that organizational trust effect knowledge sharing of international students studying in Taiwan. Secondly, organizational trust effect organizational learning of international students studying in Taiwan. Thirdly, organizational trust effect academic satisfaction of international students studying in Taiwan. Fourthly, knowledge sharing effect organizational learning of international students studying in Taiwan.

We live in the era of globalization, an era where a call can be made from Asia and received in Africa at virtually no cost thanks to the internet and advances in telecommunications. An era where markets have merged and have become more aggressive, and where companies, in order to stay competitive, try to hire the most qualified employees from all across the globe. Due to this new trend, companies must provide their employees with conditions that allow them to achieve their full capabilities in order to be more profitable. Nevertheless, this creates issues, since there are so many different options when picking a strategy to obtain innovation and optimal business performance, with so many factors that may influence the results. Thus, this study examined and analyzed the effects of organizational trust, knowledge sharing, and knowledge creation on innovation and business performance of Taiwanese high technology company employees. A quantitative study was implemented and statistical analysis tested the relationship of said variables. The study used Statistical Package for the Social Sciences (SPSS) and Partial Least Squares (PLS), as tools to analyze the collected data, this study includes the descriptive statistics, path coefficients, coefficient of determination (R 2 ), bootstrapping, t-value, Composite Reliability results, Cronbach’s Alpha, correlation, average variance extracted (AVE), Standardized Root Mean Square Residual, Fornell-Larcker Criterion and Heterotrait-Monotrait Ratio. The data for this study was collected from employees of high technology companies in Taiwan. The results of this study showed that there is a strong and positive significant relationship between organizational trust and knowledge sharing, organizational trust and knowledge creation, , knowledge creation and knowledge sharing, knowledge creation and innovation, innovation and business performance, a weak correlation between organizational trust and business performance and finally with regards to knowledge sharing and innovation, the results showed that there was not a significant correlation between the two variables, this was explained because in order to protect their confidentiality, departments don’t usually share their information with others unless strictly required and get their innovation process trough knowledge creation.

b) Concerning intellectual capital: In order to improve its structure capital the organization may want to focus on the key factors that enable innovation within the organization which in descending order are; the management style which support and encourages innovation, the open-minded culture that supports the development of ideas and the sharing of these ideas within the organization. Another approach that would enhance the structure capital would be improving process capital. This could be done by concentrating resources on bettering the key factors that affect process capital which in descending order are: the knowledge management software (KMS) used in by the organization, the adequacy of the hardware that supports the KMS and finally taking full advantage of the information and communications technology available to facilitate the transfer of information through the company. The organization may also wish to focus on its customer capital by aiming on the key factors that affect it. In descending order these factors are; a high value-added customer service, the circulation of customer feedback and comments that enables employees to have a better understanding of customer needs and finally, customer satisfaction. The company may also wish to improve its structural capital. This can be achieved by working on the structure capital key factors, which in descending order are: regular updates of the knowledge management system that provides the employee with real-time information, a knowledge management system that meet the employee needs and lastly, a knowledge management system that will improve the employee’s job performance.

To meet this purpose, data was collected from Taiwan and Bosnia & Herzegovina. A TOKSIP structural research framework model was created, and Partial Least Square (PLS) was employed to conduct a comparative analysis of the results. After sending out 300 questionnaires, the researchers received 225 usable completed forms, and this brought the response rate to 75%. The empirical results indicated that transformational leadership has a positive and highly significant effect on organizational trust, in which organizational trust has significant effect on customer relationship management, as well as customer relationship management on innovational capabilities. Furthermore, the results showed that innovation capabilities have a significant positive effect on business performance. This comparative study contributes a lot to the investigation of transformational leadership similarities and differences between Taiwan and Bosnia & Herzegovina. The study ends by providing practical implications and suggestions for future research.

I ABSTRACT In today’s global business, competition is fierce and is gaining momentum across frontiers, and organisations are working hard to keep performance steady and sustainable. The phenomenon of organisation performance is not peculiar in the management science researches, as such numerous studies has been conducted on it. However, measuring it was considered a difficult task in the sense it entails critical and salient dimensions that sometimes makes it hard to measure. Therefore, it’s multidimensional. Notwithstanding the magnitude of study on organisational performance, focus on sub-Saharan countries, especially in The Gambia has limited literatures. This study aims to examine the effect of motivation, knowledge creation process, knowledge sharing, and innovation on The Gambia Telecom and Cellular Company’s performance. It is important to note that this study is non-comparative instead treating the two companies as one based on their commonalities both in terms of management practices and operation mode. Most importantly, for easy access to diverse employees for convenient data collection, thus help present justifiable and reasonable results. The research approach was typically quantitative and Partial Least Squares (PLS) was purely used to analyse the obtained data, with a total of 206 valid participants who completed online questionnaires. The participants of this study included employees of both (Gamtel/Gamcel), which excluded auxiliary staff, contract staff and trainees. The results reveal that both motiving factors has a positive and significant effect on knowledge sharing. Likewise, knowledge sharing and innovation has positive and significant effect on organizational performance. On the other hand, knowledge creation process has a weak effect on knowledge sharing thus the null hypothesis for this relationship was accepted.

KeyWords Plus: HUMAN-RESOURCE MANAGEMENT; PRODUCTIVITY; IMPACT; GROWTH; TECHNOLOGY; PREDICTORS; TURNOVER; BEHAVIOR; INDUSTRY; SYSTEMS Abstract: This longitudinal study examined whether HRM effectiveness and dynamic innovation performance increase the level and growth rate of organizational performance. In 2002 we sent questionnaires to the top 1,000 manufacturing companies in Taiwan, and 181 valid questionnaires were returned. Otherwise, innovation and organizational performance between 2002 and 2005 were measured by research intensity and labor productivity. Latent growth curve modeling methodology was used to analyze the panel data over the 4-year period. Our results indicated that there was significant individual variability in terms of the intercept and slope factors for research intensity and labor productivity. HRM effectiveness was found to be a significant predictor of the intercept and slope factors of labor productivity.

2.1.3 Interpersonal Trust (IPT) Interpersonal trust comprises the foundation of interactions between individuals, and includes individual cognition and emotions related to specific incidents, processes or individuals. Interpersonal trust is formed over a long period, and results from the accumulated experiences of both parties that gradually form a trust system (Dwyer et al., 1987; Hardin, 1992). Rotter (1980) asserted that a close relationship exists between the level of interpersonal trust and socio-economic status. For instance, children from families with high socio-economic status generally have high levels of interpersonal trust, whereas those from low social status families feel that they have little reason to trust others due to personal dissatisfaction and their realization of the benefits enjoyed by those with power and denied to themselves. The levels of interpersonal trust and reliability are strongly related.

ABSTRACT In recent years, environmental consciousness has arisen, and the trend of green enterprise gradually has attracted focus of the world. Enterprises aggressively promote a variety of internal and external green activities via environment-friendly attitude, to exhibit their performance of promoting and participating in the perpetual development practice. Therefore, the future global economy will evolve into a perpetual economic form of the 21st Century, and the trend of international green thought will challenge the operation and development of enterprises. However, does the correlation between the implementation of green innovation of enterprises and their environmental performance exist? Does environmental performance affect of operating performance of enterprises? If both of environmental performance and operating performance result in positive or negative affection, then does the correlation between green innovation and economic performance exist, affecting operating profit of enterprises? Therefore, this thesis expects to understand the performances of green innovation of Taiwanese enterprises. After referenced with domestic and foreign related literatures, and absorbed practical experiences of enterprises, this study carefully and extensively designs a questionnaire, taking Taiwan listed seven fields companies that were awarded ISO14001 certification at the end of September of 2008, as our empirical study objects. Through questionnaire investigation method together with objective financial analysis information, this study tests the affection of green innovation and environmental performance to operating performance. The following results are obtained via statistical analysis: The significant affection of green innovation adoption to environmental performance indicates that enterprises with higher degree of green innovation adoption have better environmental performance; partial significant affection of

NGOs were competing with each other in order to win the aids from limited donators. These challenges forced the non-governmental sector to improve their competitive advantage. NGOs need to change and adopt the private sector’s management in order to develop their competitive advantage and to secure their survivals. One way is to increase the effectiveness of their teams. By having effective teams, NGOs can show remarkable assets, capabilities and achievement which are parts of the requirements for donators to make contribution in those NGOs. Further studies about teamwork in NGOs are then necessary to provide investigation for significant factors that influence their organizational performance and survival. YCAB Foundation realized the effectiveness of their teams as the big issue for their survival and has agreed to participate in this study for further analysis and to contribute academically for the holistic knowledge of teamwork in the non-governmental sector.

After presenting previous empirical research, now turn our attention to the case organization. Casa Pellas can be described from the following excerpt; Casa Pellas is a solid, diversified and prestigious, business consortium, with more than one hundred years of existence. Currently Casa Pellas is market leader in sales, of most of the products they distribute. Casa Pellas has 15 major lines of Business, is the representative of Toyota, Lexus, Suzuki, Hino, and Yamaha in Nicaragua, they also have rent a car services including, dollar rent a car, thrifty car and Toyota rent a car. Likewise, Casa Pellas has a department of industrial equipment that has the objective to give solutions to the industrial sector of Nicaragua; this department includes equipment for construction as well as different type of heavy equipment that could be utilized in these types of projects. In recent years the group has expanded in different areas by acquiring companies such as Microtec, Alpesa, Capesa and is demonstrating their strategy of integrating innovation in their structure. Casa Pellas has 15 branches in Nicaragua: Plaza Espana, Acahualinca, Altamira, Sucursal Norte, Microtec, Leon, Chinandega, Granada, Rivas, Esteli, Matagalpa, Jinotega, Puerto Cabezas, Bluefields and Taller de Motos. As of January 2014, Casa Pellas comprised was 945 employees, and 83 senior and middle managers at a national level.

For the last century, the world has swiftly moves from its industrial economic base, which mostly depends on tangible assets, toward a knowledge base which is tied to the capability of developing and managing knowledge resources. The knowledge economy is built on continuous dynamic value creation, and profits are increasingly coming from knowledge creation, integration, and system-solutions instead of from tangible assets. This change is uprising globally due to the increase of travellers, expenditures, immigration, and communication technologies, making the world more connected and interdependent. Globalisation has facilitated the exchange of goods, services, labour, information, and most importantly, the share of unique ideas and knowledge. Beside all the mutual gains brought by globalisation, competitiveness is accordingly increasing. Short product’s life cycles and a rapid change rate in customers’ needs and preferences are considered typical features as well as challenges of the current industrial paradigm.

Keywords: leadership, project performance, teamwork, SEM (Structural Equation Modeling), stakeholder satisfaction ··································································································································································································································· 1. Introduction In the highly competitive construction industry, top companies are constantly searching for proven practices that offer a com- petitive advantage. These companies generally avoid practices that do not provide proven added value. Several studies have shown that the role of a project manager is critical to project success. Green (2005) showed that an effective project leader is good at managing relationships across organizational functions and boundaries to break through organization inertia and bu- reaucracy. Sauer (1993) suggested that non-technical factors such as management, organization, and culture are associated with project success. Prior studies have shown that managing relationships is critical to project success (Acharya et al., 2006a;

ABSTRACT Nowadays, more and more enterprises invest in organizational innovation comprehensively in order to against the globalization competition environment. However, it is uncertain whether the large investment is effective to increase the business performance. Moreover, business process might be improved and business cost might be retrenched by implementing quality management practice and similarly enhance the business performance. There are only few researches about the relationship amid quality management practice, organizational innovation and business performance, and therefore this research is based on manufacturing industry to discuss the relationship of those three. The structure construction, hypothesis assumption and questionnaire design of this research are in accordance with the related literatures. This questionnaire survey aims at the top 1600 enterprises of manufacturing industry in Taiwan and there are 150 of questionnaire returned and valid. All the data are analyzed and verified by SPSS and the results are indicated as below: The organizational innovation could influence positively on business performance significantly ； Organizational innovation in partly positively significantly affected by quality management practices ；Business performance in partly positively significantly affected by quality management practices.

We therefore see the merits of developing a regulatory code to strengthen the level of protection of customers making use of trust services, especially those for wealth management purposes. 17. Financial institutions should treat their customers fairly. Retail banks and private banks in Hong Kong have adopted their respective Treat Customers Fairly Charters to foster a sound corporate culture that supports prudent risk management and contributes towards proper staff behaviour leading to positive customer outcomes and high ethical standards in the banking industry. Treating customers fairly promotes consumer protection, thereby helping enhance customer confidence and trust, and contribute to sustainable development of the industry. Hence, treating customers fairly would also be a key spirit in developing a regulatory code for trust business.

Figure 1: Study structure The questionnaire consists of five parts. In the first part, the research measures the extent of firms’ relationship quality which constitutes mutual benefit, trust, and commitment within the ABW Family. The second part is organizational learning that assesses each firm’s learning situation. This part was formed by four sub-constructs: knowledge acquisition, knowledge distribution, knowledge interpretation, organizational memory. The third part is to measures the communication network within ABW Family. Three types of relationship arranged in questionnaire are buyer/supplier, competitor, and other. Three kinds of relationships were designed to analyze communication network and communication frequency with other firms. For considering the business secret is not easy to explore, respondents were requested to pick one from a scale list of financial performance over the past five years in the fourth part. And the final part is about the firms’ basic information. Except from the part of organizational performance and basic information, the rest of questionnaire were asked from a scale ranging from 1 to 7, where 1 refers to the lowest score in the measure and 7 means the highest.

Second, looking only at the UNGC variable, the dominant factor of the UNGC dimension is environment principle. In comparison between IT industry and the other industries the dominant factor remain same for both of them. It is followed by anti-corruption principle. This suggests that the best way to follow the UNGC principles is to increase the effort focused on environmental principles and issues within companies. This means, in concrete terms that managers should be counseled to promote company’s commitment and responsibility in terms of environment and anti-corruption principles order to build up CSR awareness. Environmental principle is also important these days, because society has now high demand for environmental behavior from firms and it is more apparent now than it was in Taiwan’s industrial period. Results also showed that multinational companies have high priority on anti-corruption principles so Taiwan policy makers should be aware to improve regulations in terms of anti-corruption. Two other principles (human rights and labour) have lower impact but it’s for discussion why are these two principles less important for companies. Therefore Taiwan companies should more work on human rights principles and labour principle awareness.

a b s t r a c t The primary objective of this study is to investigate the potential influence of founders’ ties and human capital on organizational innovation and organizational performance. In addition, this study determines whether or not business network mediates the relationship among contextual variables. Accordingly, this work devises a hypothesized model for exploring the links among contextual variables. Accord- ingly, in the conceptual model, business network is conceptualized as a second-order construct comprised of three complementary first-order dimensions: supplier interaction, customer interaction, and competitor interaction. To clarify the relationship among these variables, structural equation modeling (SEM) is used to examine the hypothesized model’s fit and the hypotheses. Using data from a study of 222 start-ups’ founders sampled from China-based Taiwanese small and medium enterprises, the result of SEM clearly demonstrates the mediating role of business network in the relationship between founders’ ties and both organizational innovation and firm performance, as well as in the relationship between founders’ human capital and both organizational innovation and firm perfor- mance. Moreover, this paper illustrates the role of business network in the organizational innovation and organizational performance enhancement through empirical evidence from China-based Taiwa- nese small and medium enterprises, which makes a contribution to the current literature.

i ABSTRACT This study analyzes the Glocalization of Corporate Social Responsibility in the modern society and how it affects to the Business Performance of organizations in Spain and Taiwan. In order to empirically analyze these factors, the researcher developed the Glocal CSR model including the United Nations Global Compact and the Local Influences as the main dimensions that influence CSR, and lastly relating CSR with Business Performance. The structural equation model was conducted through a quantitative approach by surveying manufacturing organizations from Spain and Taiwan. The results from both countries support the effects of the glocal dimensions on CSR while also demonstrate the influence of CSR on Business Performance in both countries. Moreover, the research includes T-test analyses comparing on one side Spain and Taiwan, while lastly comparing the self-perception scores obtained from the top managers, middle managers and employees included in the sample.

ABSTRACT During the couple years, when the reengineering of governmental organization has driven through, the schools also have to rebuild. In the knowledge economy chapter, the management subjects of innovative climate and creative environment will be the most important issues for reengineering of institution organization. Depending on the administration office as a core-headquarter to influence teaching quality and learning-style organization, indeed, all of the staffs will control the routine works. Based on the main purpose of literature reviewed, this research explores the contents and assessments of the first two constituent elements: