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External Organizations (external + organization)

Distribution by Scientific Domains

Humanities and Social Sciences	50%
Business, Economics, Finance and Accounting	50%

Selected Abstracts

Capital One banks on Six Sigma for strategy execution and culture transformation

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 6 2007
Aravind Immaneni
When a major shift in strategy propelled Capital One Direct Banking business in a new direction, the organization,arming itself with Six Sigma expertise and capabilities,set out to change its management model, redesign its major business processes, and nurture a culture centered around customer focus and continuous improvement. Three years later, the associates have embraced this new culture of customer focus and a commitment to continuous improvement,all with enviable results to the bottom line. The Direct Banking business has been recognized both internally within Capital One and by external organizations with numerous awards for accomplishing this impressive cultural transformation. © 2007 Wiley Periodicals, Inc. [source]

Steering through Complexity: EU Environmental Regulation in the International Context

POLITICAL STUDIES, Issue 1 2002
Aynsley Kellow
The nature of governance in the European Union (EU) and its member states is continuing to evolve as the EU develops. This paper focuses on the challenges to this governance process in the sector of environmental policy, and particularly the role of external organizations and states in providing alternate policy fora. The policy impact of these institutions and organizations leads to more actor participation in a way that EU players may not be able to anticipate or control since the EU is only one of several arenas involved. Both states and non-governmental actors actively seek to shift issues to arenas that provide them advantages. Consequently, developments in other arenas shape and are shaped by EU issues as actors pursue forum shopping. The paper presents two cases, the amendment of the Basel Convention to ban hazardous wastes export and the EU regulation of chemical risk, which demonstrate how external players can shape EU regulation. [source]

From government to governance: External influences on business risk management

REGULATION & GOVERNANCE, Issue 1 2007
Bridget M. Hutter
Abstract The influence of external organizations and pressures on business risk management practices has hitherto been examined through the influence of state regulatory regimes on businesses. This article concentrates on key socio-legal concerns about the influence of the law in social and economic life. We know that the sources of regulation and risk management are diversifying beyond the state. What we do not have is much empirically informed research about the range of sources influencing the business world and in particular the weighting of influence exercised by them. In this paper we explore the understandings regulatory actors have of the different external pressures on business risk management through an empirical study of the understandings of those in the food retail sector about the management of food safety and food hygiene risks. A broader objective is to throw some further light onto the debate about regulation within and beyond the state. [source]

Transformational Leadership and Organizational Innovation: The Roles of Internal and External Support for Innovation,

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2009
Lale Gumusluo
Leadership has been suggested to be an important factor affecting innovation. A number of studies have shown that transformational leadership positively influences organizational innovation. However, there is a lack of studies examining the contextual conditions under which this effect occurs or is augmented. Therefore, this study aimed to investigate the impact of transformational leadership on organizational innovation and to determine whether internal and external support for innovation as contextual conditions influence this effect. Organizational innovation was conceptualized as the tendency of the organization to develop new or improved products or services and its success in bringing those products or services to the market. Transformational leadership was hypothesized to have a positive influence on organizational innovation. Furthermore, this effect was proposed to be moderated by internal support for innovation, which refers to an innovation supporting climate and adequate resources allocated to innovation. Support received from external organizations for the purposes of knowledge and resource acquisition was also proposed to moderate the relationship between transformational leadership and organizational innovation. To test these hypotheses, data were collected from 163 research and development (R&D) employees and managers of 43 micro- and small-sized Turkish entrepreneurial software development companies. Two separate questionnaires were used to collect the data. Employees' questionnaires included measures of transformational leadership and internal support for innovation, whereas managers' questionnaires included questions about product innovations of their companies and the degree of support they received from external institutions. Organizational innovation was measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. Hierarchical regression analysis was used to test the hypothesized effects. The results of the analysis provided support for the positive influence of transformational leadership on organizational innovation. This finding is significant because this positive effect was identified in micro- and small-sized companies, whereas previous research focused mainly on large companies. In addition, external support for innovation was found to significantly moderate this effect. Specifically, the relationship between transformational leadership and organizational innovation was stronger when external support was at high levels than when there was no external support. This study is the first to investigate and empirically show the importance of this contextual condition for organizational innovation. The moderating effect of internal support for innovation, however, was not significant. This study shows that transformational leadership is an important determinant of organizational innovation and encourages managers to engage in transformational leadership behaviors to promote organizational innovation. In line with this, transformational leadership, which is heavily suggested to be a subject of management training and development in developed countries, should also be incorporated into such programs in developing countries. Moreover, this study highlights the importance of external support in the organizational innovation process. The results suggest that technical and financial support received from outside the organization can be a more important contextual influence in boosting up innovation than an innovation-supporting internal climate. Therefore, managers, particularly of micro- and small-sized companies, should play external roles such as boundary spanning and should build relationships with external institutions that provide technical and financial support. The findings of this study are especially important for managers of companies that plan to or currently operate in countries with developing economies. [source]