Volume 8 , Issue 11
IMPACT FACTOR 4.428
1) Organizational Ambidexterity as a Mediating Variable between Psychological Capital and Strategic Success: An Applied Study
Author’s Details:Prof. Dr. Wageeh A. Nafei-University of Sadat City, Menoufia, Egypt
Abstract:
The overall objective of the study is to identify the role of Organizational Ambidexterity (OA) as a mediating variable in the relationship between Psychological Capital (PsyCap) and Strategic Success (SS). The research community is composed of all employees at Teaching hospitals in Egypt. Due to the time and cost constraints, the researcher adopted the sampling method to collect the necessary data for the study. The appropriate statistical methods were used to analyze the data and test the hypotheses.
The research discovered a number of results, the most important of which: (1) findings support the view that the dimensions of PsyCap (hope, optimism, resilience, and self-efficacy) were positively related to OA (optimization of opportunities and Search for New opportunities). The results are consistent with research conducted by Erkutlu, 2013; Gooty et al., 2009; Luthans & Youssef, 2007; and Avey et al., 2006, (2) The results support the view that PsyCap is positively related to SS (limited strategy, effective implementation, motivational culture, horizontal organization, transformational leadership, continuous innovation). The results are consistent with research conducted by Quisenberry, 2015; Nafei, 2015; Paek et al., 2015; Avey et al., 2014; Abdelwahab, 2013; Avey, et al., 2010, and Gooty et al, 2009, (3) The results support the view that OA is positively related to SS. The results are consistent with research conducted by Tempelaar, 2010; Cao et al., 2010; Jansen et al., 2009; Han et al, 2001; and Wei et al., 2014, (4) There is a positive effect of OA as a mediating variable in explaining the effect of PsyCap on SS; that is, OA plays the mediating role in the relationship between PsyCap and SS. There is an impact on PsyCap on SS through OA. The results are consistent with research conducted by Jurksiene & Pundiziene, 2016; Chang & Hughes, 2012; Bouzari & Karatepe, 2017; Peng et al., 2013; Wang et al., 2012, and Zhao & Zhang 2010.
The study referred to a number of recommendations, the most important of which are: (1) managers should be careful in assigning relatively stressful tasks to those who are low on PsyCap as these individuals are more likely to report job stress, (2) managers should pay attention to building and strengthening the PsyCap of their workers, (3) managers can enhance the PsyCap in one’s organization to improve performance and competitive advantage, (4) managers can invest in PsyCap through encouraging learning among employees, (5) managers should take measures to increase employees’ identification with their organization, such as striving for a higher organizational purpose, (7) the need to focus on the four dimensions of PsyCap and use them to increase OA and SS, (8) the need to train managers on how to develop the four dimensions of PsyCap through training courses targeting the spread of the spirit of hope and optimism among managers, and equipping them with skills to deal with different situations in order to ensure the achievement of positive feedback in the work environment, and (9) Teaching hospitals can increase the level of PsyCap by using short training sessions of one to three-hour micro interventions in which they measure PsyCap before and after the interventions.
Keywords: Organizational Ambidexterity, Psychological Capital, Strategic Success
[Download Full Paper] [Page 01-10]
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2) The Impact of Paternalistic Leadership on Job Attitudes A Study on Sadat City University in Egypt
Author’s Details: Prof. Dr. Wageeh A. Nafei-University of Sadat City, Menoufia, Egypt
Abstract:
The objective of the research is to identify the impact of Paternalistic Leadership (PL) on Job Attitudes (JA) in terms of Job Satisfaction (JS) and Organizational Commitment (OC) at Sadat City University (SCU) in Egypt. About 400 survey questionnaires were distributed. Multiple follow-ups yielded 300 statistically usable questionnaires. Survey responses were 75%.The research discovered a number of results: (1) PL has an impact on JA in terms of JS and OC. (2) The first hypothesis of the paper looked for the significance of the relationship between PL and JS. The research showed that there was a significant relationship between TL and JS (3) The second hypothesis looked for finding whether PL has significant capacity to influence OC. The research showed that there was a significant relationship between PL and OC. (4) There are three dimensions of PL which are benevolent leadership, moral leadership and authoritarian Leadership. These dimensions have a significant impact on JS and OC (5) The current research has shown that the dimensions of Paternalistic Leadership (benevolent leadership, moral leadership, and authoritarian leadership) play an important role in influencing the job attitudes of employees (6) SCU suffers from the widespread phenomenon of the leader’s adherence to work-related information and not disclosing it to subordinates (7) The leader at SCU cares about the subordinates and takes care of the amount of work they do (8) The current research indicates that benevolent leadership ranked first, moral leadership came in second place, and authoritarian leadership came in third place. (9) The leader of the SCU is credible and honest. (10) The leader of SCU does not provide assistance to those who are absent from work or make recommendations for the development of the universityThe study referred to a number of recommendations, the most important of which are: (1) Leaders at SCU should engage subordinates in decision-making and allow them to express their opinions and suggestions. (2) Leaders in SCU should follow a differentiated behavior that is appropriate to each circumstance or situation to minimize or reduce the deviant behavior. (3) Leaders should exert pressure on subordinates at SCU. (4) Leaders should strive to develop a set of regulations and laws that determine the competencies and powers of managers and staff at SCU. (5) Leaders should make employees identical with SCU by adopting different means including generating a sense of being part of the university and involving it in decision-making. (6) Leaders at SCU should do more to improve positive staff behaviors and reduce deviant behaviors. (7) Leaders should strive to provide the principle of democracy in dealing with employees at SCU with the necessity of ethical aspects when dealing with subordinates. (8) Leaders at SCU should put restrictions on the practice of negative behaviors by activating a strict control system as well as applying strict rules towards those who do these behaviors. (9) Leaders at SCU should increase the awareness of individuals of the importance of the role they play, through the freedom to express their views and suggestions. (10) Leaders should provide justice among workers, in procedures, distribution and dealings at SCU in Egypt.
Keywords: Paternalistic Leadership, Job Attitudes
[Download Full Paper] [Page 24-45]
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3) The Effect of Destructive Leadership on Bulling Behavior A Study on Industrial Companies in Egypt
Author Details: Prof. Dr. Wageeh A. Nafei-University of Sadat City, Menoufia, Egypt
Abstract:
The objective of the research is to examine the impact of Destructive Leadership (DL) on Bullying Behavior (BB) at the industrial companies in Egypt. The research population consists of all employees at the industrial companies in Egypt. Due to time and cost constraints, the researcher adopted a sampling method to collect data for the study. The appropriate statistical methods were used to analyze the data and test the hypotheses.The research has reached a number of results, the most important of which are: (1) the scarcity of studies that attempted to analyze and explain the nature of the relationship between DL and bullying behavior, (2) lack of studies and research that dealt with the study of the term DL in the field of organizational sciences because of the sensitivity of dealing with this scientific term in the exploratory studies, (3) DL is one of the most dangerous and saturated patterns of leadership, and this portends the widening of the dark side of the organization’s leadership, (4) the arbitrary behaviors and other negative things are one of the most serious things that affect workers, (5) the pattern of DL and bullying behavior is one of the widespread phenomena in the work of various organizations of different types and sizes, and (6) there is a significant correlation between DL and bullying behavior. This indicates that the growing level of DL leads to activating bullying behavior among individuals working in the organization.The study referred to a number of recommendations; the most important of which are (1) the need to take into account the ethical aspect in the selection and appointment of leaders, considering ethical practices as a fundamental penalty when evaluating leaders and promotions, (2) promoting and marketing a bright leadership philosophy whose essence is to disperse and remove the dark culture in the leadership work within the organization, (3) developing the ethical aspects of leaders by designing a series of training programs on the subject of ethical and DL, especially for workers at the upper and middle management levels to give a clear picture of the impact of DL behavior on the spread of bullying behaviors, (4) leaders should recognize the principle of the existence of the other and the thought of the other and not practice the policy of marginalization and organizational exclusion, (5) dealing ethically and non-arbitrarily in interaction and dealing with employees in the organization, (6) the need to instill positive values for leaders such as interest in work and proficiency, attention to time and good management, and positive participation and others, (7) the need to adopt flexible strategies in organizational work in order to optimize investment opportunities, (8) reducing the rationale for fear and anxiety about providing basic business requirements and creating safe environmental conditions, (9) attention to promote positive behaviors of employees by encouraging individuals to exercise through rewards, (10) informing workers of the extent of improvement in their behavior rather than focusing on blame and rebuke from leaders for negative behaviors, which leads to the emergence of other negative feelings such as fear, hatred and aggression
Keywords: Destructive Leadership, Bulling Behavior
[Download Full Paper] [Page 46-59]
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4) The Role of Ethical Leadership in Reducing Counterproductive Work Behavior: A Study in the Egyptian Context
Author Details: Prof. Dr. Wageeh A. Nafei-University of Sadat City, Menoufia, Egypt
Abstract:
The objective of the research is to identify the role of Ethical Leadership (EL) in reducing Counterproductive Work Behavior (CWB) at the Pharmaceutical industrial companies in Egypt. The research community is composed of all employees of Pharmaceutical industrial companies in Egypt. Due to the time and cost constraints, the researcher adopted the sampling method to collect the necessary data for the study. The appropriate statistical methods were used to analyze the data and test the hypotheses.
The research has reached a number of results, the most important of which are: (1) the results support the view that EL (fairness, integrity, role clarification, power-sharing, people-orientation, and ethical guidance) is related to CWB (theft, withdrawal, sabotage, kickbacks/corruption, and misuse of time and resources) at Pharmaceutical industrial companies in Egypt, (2) the relationship between EL and CWB in the organization is presented. The palliative role that EL can play in this relationship has been identified, (3) the present study emphasized the inverse relationship between EL and CWB in the organization. This requires the need for the advancement of educational and religious institutions to improve the ethics of leadership in general and work ethics in particular, (4) the study found that the most influential dimensions of EL in CWB are, respectively, ethical orientation, individual orientation, fairness, integrity, role clarification, and power-sharing, (5) the present study emphasized the relationship between EL and CWB within the organization. This requires the need to develop the principle of self-control among employees in the organization. The development of work love and the spirit of the loyalty of employees in order to reduce the CWB within the organization.
The study referred to a number of recommendations, the most important of which are: (1) managers at Pharmaceutical industrial companies in Egypt can help their employees, through training interventions, to develop their EL, (2) Pharmaceutical companies must select ethical leaders, work for their development, and maintain their presence within organizations, (3) embody the principles of EL of administrative leaders to be more immersed in organizational culture and be a feature of organizational culture, (4) the need to pay attention to the mechanisms of social exchange through which to increase the impact of EL on the engagement of work and emotional commitment, (5) raising awareness and interest in the development of EL practices of leaders by subjecting them to training courses in this field, (6) the need to develop relations of social exchange between leaders and subordinates in the organizations, and attention to the development of moral climate, and the behavior of EL, (7) developing trust relationships between the leader and subordinates, determining the importance of the identity of the leader and the extent of his representation of the organization, (8) increasing the awareness of administrative leaders about the dimensions of integrity, people orientation, and power sharing, because of its positive impact on the behavior of workers, (9) the need for organizations to pay attention to good human resources practices to increase the level of EL.
Keywords: Ethical Leadership, Counterproductive Work Behavior
[Download Full Paper] [Page 60-77]
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5) The Impact of Women Leadership on Psychological Capital A Study on Nurses in Egypt
Author’s Details: Prof. Dr. Wageeh A. Nafei-University of Sadat City, Menoufia, Egypt
Abstract:
The objective of the research is to examine the Impact of Women Leadership (WL) on Psychological Capital (PsyCap) of nurses at Teaching Hospitals in Egypt. The research population consists of all nurses at Teaching Hospitals in Egypt. Due to time and cost constraints, the researcher adopted a sampling method to collect data for the study. The appropriate statistical methods were used to analyze the data and test the hypotheses.The research has reached a number of results, the most important of which are: (1) the level of leadership characteristics of women was high, because the leader possesses the characteristics of her advantage effectively and influential on the performance of workers, (2) the level of empathy is the highest, due to the physiological nature of women that distinguish them from males. (3) the level of cooperation is high. This is an indication that this characteristic needs to be further developed and strengthened by increasing the level of participation and interaction between the president and the staff to increase the level of effectiveness, (4) there is a statistically significant effect of the characteristics of women leaders in the development of PsyCap, (5) there is a statistically significant impact of the characteristics of women leadership in developing confidence (self-efficacy) due to the nature of women leadership of workers, (6) there is a statistically significant impact of the characteristics of women’s leadership in the development of optimism, (7) there is a statistically significant impact of the characteristics of women leadership in the development of hope, (8) there is a statistically significant impact of the characteristics of women leadership in developing resilience, (9) the level of characteristics of women leadership was high and this is due to the organization in a positive way, and (10) the level of PsyCap was somewhat moderate. This is due to the presence of ineffective practices in the right investment of PsyCap.The study referred to a number of recommendations; the most important of which are (1) increase and strengthen the practices of women leadership characteristics. This is due to the positive impact on subordinates, through increased support to senior management, documenting successful experiences, and capacity development through specialized training programs, (2) the need to pay attention to the PsyCap significantly. This is due to its importance and its impact on the psychology and the work of the individual in the organization and because of the benefits and competitive advantage of the organization, (3) allow women in the fields of recruitment and involve them more in the work to nurture their strength of expertise, (4) the need not to limit women because they are women only and leave this negative culture, because women have high leadership skills that excelled by and elevated the field of work, (5) the need to continue to look for the characteristics of women’s leadership, which is due to the availability, but did not write much, and urge to invest in PsyCap. This will be through further studies where there is a clear lack of those studies on the one hand and the urgent need for them on the other, and (6) the necessity and importance of researching the characteristics of women leadership in different sectors.
Keywords: Women Leadership, Psychological Capital
[Download Full Paper] [Page 78-93]
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6) Effectiveness of Sales Promotion Tools on Consumer Buying Behaviour of Sachet Oil in Ado Ekiti Metropolis
Author’s Details: Bankole, O. A., Ogundipe, C. F. Ayodele, O. O., Olasehinde, S. A.1-3Business Administration Department, Faculty of Management Sciences-Ekiti State University, Ado Ekiti, Nigeria 4Business Administration Department, Faculty of Management Sciences-Federal University of Oye Ekiti, Nigeria
Abstract:
The study examined the effectiveness of sales promotional tools on the customer buying behaviour of sachet oil in Ado Ekiti metropolis. Specifically, the study investigated the effect of sales promotion on customer buying behaviour. A descriptive survey research design was adopted for the study. The population of the study comprised of sachet oil consumers in Ado Ekiti. 210 respondents were sampled via random sampling. A primary source through a structured questionnaire was employed. Descriptive statistic through frequency tables was used to analyse the demographic information of the respondents while inferential statistic through regression was used to test the study hypothesis. The study found rebate and discount offers, price pack, contest positively and significant on consumer buying behaviour while coupon was found insignificant on consumer buying behaviour thus concluded that sales promotion positively affects the consumers buying behaviour of sachet oil in Ado-Ekiti metropolis. Therefore, the study recommended that sachet oil manufacturers should pay more attention to the sales promotional tools as a mean to influence customer purchasing behaviour.
Keywords: Promotional Mix, Sales Promotion, Consumer, Consumer Buying Behaviour
[Download Full Paper] [Page 94-101]
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7) Activity Based Costing, Management and Budgeting, With an Application to the Hospitality Sector
Author Details: Meshal A. A. Alsorkhee-Istanbul Aydin University, Institute Of Graduate Students, Department Of Business (English) Halit Aydın Kampüsü No:38, Sefaköy–Küçükçekmece, Istanbul, 34295
Abstract:
The aim of this study to determine the success of the application of the Activity Based Model in the hospitality sector, this model consists of three main axes which start from Activity Based Costing that works to build a new structure containing products and services and all the activities consumed by these products and services, whether directly or indirectly and then determine the cost of each of these activities accurately and depending on the Cost Driver that links the activity with the product And service and then make cost pool for these activities for each service or product independently and the sum of these cost pool for services and products is the combined cost of the hotel, in a way that links products and services with activities, these activities consume different hotel resources., The role then comes on the second axis, namely the Activity-Based Management system this using the Activity Based Costing data as an input in order to improve the added value activity and eliminate the non-value-added activity, this will lead to Increase the profitability of the company and provide products with high value added, also it is a tool designed to help managers improve the performance of operations and to reduce costs by analyzing activities, and to help managers to develop more accurate methods to determine the cost of products., Activity Based Budgeting is also used the Activity Based Costing data based on the philosophy of activities and are the general criterion for budget performance, they are allocated to Activity Based Costing and do not include any costs not allocated to specific activities or activities that do not add value to the product, it’s a financial plan that starts with determining the size of the products and then determining the level of activity required to perform the work for a certain period
Keywords: Activity Based Model, Activity Based Costing, Activity-Based Management, Activity Based Budgeting, Cost Driver.
[Download Full Paper] [Page 102-112]
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8) Mixed Fractional Differentiation Operators in Mixed Weighted Holder Spaces
Author’s Details: Mamatov Tulkin1 Umarov Aloviddin2 Rustamova Laylo3 Bukhara Technological Institute of Engineering, A. Murtazayev 15, Bukhara, Uzbekistan mamatov.tulkin@mail.ru
Abstract:
We study mixed fractional derivative of functions of two variables in weighted Hölder spaces of different orders in each variable. The obtained results extend the well-known theorem of Hardy-Littlewood for the one-dimensional fractional derivative to the case of mixed Hölderness.
Keywords: functions of two-variables, derivative in Marchaud form, mixed differences, mixed fractional integral, weight, weighted Hölder spaces.
[Download Full Paper] [Page 113-118]
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9) Non-Weighted Zygmund Type Estimates for the Volterra Convolution Type
Author’s Details: Mamatov Tulkin1, Mustafoyev Nemat2 1,2Bukhara Technological Institute of Engineering, Department of Higher mathematics, Bukhara Region, K.Murtazayev 15, Uzbekistan
mamatov.tulkin1@mail.ru
Abstract:
Non-weight Zygmund-type estimates are obtained for mixed fractional integrals of the Volterra convolution type for a function of two variables defined by a mixed modulus of continuity.
Keywords: mixed fractional integral, mixed modulus of continuity, Zygmund type estimate, two variable functions, Volterra convolution type.
[Download Full Paper] [Page 119-122]
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10) Mixed Fractional Integration and Differentiation as Reciprocal Operations
Author’s Details: Akhmedov Mumtoz1 Mamatov Tulkin2 1,2Bukhara Technological Institute of Engineering, A. Murtazayev 15, Bukhara, Uzbekistan mamatov.tulkin@mail.ru
Abstract:
We study the question of the composition of the mixed fractional integral and the mixed fractional derivative in a sufficiently broad class of functions. The treatment formula for the mixed fractional derivative is obtained.
Keywords: mixed fractional integral, mixed modulus of continuity, Zygmund type estimate, two variable functions, Volterra convolution type.
[Download Full Paper] [Page 123-129]
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11) Zygmund Type Estimates for Double Singular Cauchy-Stieltjes Integral
Author’s Details: Sharipova Nargiza1, Hamraeva Zilola2 1,2Bukhara Technological Institute of Engineering, A. Murtazayev 15, Bukhara, Uzbekistan
Abstract:
For the double singular Cauchy-Stiltjes integral over a set of a bicylindric domain, a Zygmund type estimate connecting partial and mixed moduli of continuity of the singular integral and its density is obtained. On this basis, some spaces are constructed invariant with respect to the double singular integral.
Keywords: Zygmund estimate, double singular integral, partial and mixed continuity modulus, invariant spaces
[Download Full Paper] [Page 130-136]
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