International Journal of Applied Research in Management and Economics

Perceived Organisational Support Towards Psychological Capital and Organisational Thriving in Lithuania

2024-06-29T07:34:52+00:00

This study examines the interconnectedness of positive organisational resources at three levels through a cross-sectional analysis of 408 participants from various organisations in Lithuania. It investigates the relationships between Perceived Organisational Support for Strength Use (POSSU) and Deficit Correction (POSDC), Strength Use (SUB) and Deficit Correction Behaviour (DCB) with both individual and collective Psychological Capital (PsyCap) and Organisational Thriving. Findings indicate moderate correlations between POSSU and SUB with both types of PsyCap, which are more robust than those with POSDC and DCB. Significant correlations between POSSU, POSDC, and Organisational Thriving suggest that supportive practices enhance overall perceived thriving. These results imply that managers should create environments encouraging employees to use their strengths for greater positive psychological resources. Despite limitations in design, this study contributes to Positive Organisational Scholarship and Positive Organisational Behaviour by addressing gaps in the links between positive psychological resources at individual, collective, and organisational levels. Future research could use longitudinal or experimental studies to expand these findings and address noted limitations.

Championing Green Marketing: Environmental Responsibility in Sapang Palay's Micro-Food Businesses

2024-07-01T13:00:21+00:00

The study titled "Environmental Responsibility in Sapang Palay Market: A Look at Green Marketing in Local Micro-Food Businesses" delves into green practices and business operations. Through a quantitative analysis, the research reveals the utilization of environmentally conscious practices such as the use of energy-saving tools, waste segregation, and engagement in recycling through scrap reselling. Other eco-friendly practices such as the use of paper straws, while observed, turned out to be less prevalent. Notably, water and energy-conserving production practices and sustainable packaging emerged as significant drivers of sales, while effective waste management proves instrumental in fostering environmental growth. Although micro-food businesses demonstrate a notable utilization and integration of green practices, the findings suggest opportunities for improvement such as the prevalent use of plastic products, and Styrofoam which are scientifically proven to be detrimental to the environment as waste. Micro-Food Businesses continue to patronize these packaging options due to cost and profitability considerations. Collectively, the research underscores the critical need for heightened awareness and proactive measures to foster the widespread adoption of sustainable practices, advocating for the reduction of waste, energy conservation, and the use of non-toxic materials to promote a healthier and more environmentally conscious business landscape.

Change on the Brain? The Neuroscience of Organizational Transformation

2024-11-25T04:37:01+00:00

True transformations aim to change the core identity of an organization, are often disruptive, and rarely result in their intended outcomes. The objective of this paper is to propose a theoretical approach for more effective transformations via the syntheses of emerging findings in managerial science, organizational psychology, and social cognitive neuroscience. The authored conducted a literature review of traditional methods and the application of neuroscience to organizational transformation, proposing that consideration to leader and employee neuroanatomy can significantly impact transformation success. The emergent five-phase approach - Exploration & Discovery, Surfacing & Co-Creation, Enablement & Prioritization, Implementation, and Empowerment - integrates practices informed by neuroscience to enhance leadership alignment, employee engagement, and change sustainability. By focusing on activities such as vision alignment, co-creation, and leadership development, the approach seeks to optimize brain functions related to trust, motivation, and adaptability. Neuroscientific concepts like neural synchrony, hormone and neurotransmitter release, and specific neural circuit activations are utilized to improve team dynamics, decision-making, and learning. This neuro-informed approach challenges conventional practices by emphasizing co-creative solutioning with employees, piloting programs, and empowering middle managers to lead transformation efforts. Data from case studies demonstrate significant improvements in employee experience and sustainable shifts in organizational behavior. The paper concludes with a call for further research to solidify the emerging intersection of neuroscience and organizational transformation.