Organizational Behavior

This book explores the behavioral perspectives of management in day to day life of an individual as well as decision makers. This book tries to relate behavioral factors in the purview of human resource, consumer behavior, investment and finance as well as organizational behavior as a whole. The chapter on behavioral study of human resource is the framework for supporting personnel to increase their non-public and organizational competencies, expertise and abilities specialty of converting or enhancing the understanding, capabilities, and attitudes of people. While the chapter on consumer behavior is complicated and dynamic approaches of determining what product to shop for, when to shop for, how to shop for, from wherein to shop for, a way to secure, a way to use, or a way to dispose to meet individuals, groups, or organization’s desires. The chapter on behavioral finance is to study and define the relationship of identified determinants with investment pattern and to explore the relationship of psychological factors influencing the investment decision makings with the returns through investments. The chapter on organizational behavior is the study of human behavior in the place of work, the relations between people and the organization with the aim to know and forecast human behavior. The accepting of person, group, and organizational behavior is important to accomplishment as a leader or an admirer, and it necessitate a methodical lesson to even begin to grasp all of the variables that impact behavior.

Thermal crisis has been widely regarded by IC industry. High temperature heavily impacts on reliability, performance, cooling cost and power consumption of ICs. High temperature can be reduced by increasing area. However arbitrarily large area, namely high number of resources in high-level view, dramatically increases IC cost. This paper proposes a technique to achieve proper thermal-area tradeoff. First the most proper resource numbers are identified to equalize different types of resources' power density. And then heuristic synthesis strategy aims to make same types of resources' power density even. We demonstrate that, the proper resources number is achieved when power density of all resources is even. Our solution with the most proper resources number can be a better starting point for the subsequent incremental improvement. As the same area increases, our global optimal solution reduces 44% more peak temperature than our local optimal solution.

The paper analyses how the work integration social enterprises (WISE) of the Walloon Region mix different types of resources and, in that way, how they are embedded in different economic spheres. Indeed, according to Polanyi, we can distinguish three types of resources, each one having its own economic logic: the market resources, the redistributive resources and the resources coming from reciprocity. In order to pursue an objective of creation of collective benefits through an ongoing activity of production of goods and services, the work integration social enterprises hybridize these three types of economic resources, but in variable ways according to their structure of objectives.

Organizational Behaviour (OB) is the study of human behaviour in professional settings, focusing on individual and group interactions, organizational structures, and leadership styles. This paper explores the theoretical foundations of OB while integrating real-world examples to illustrate practical applications. Topics include motivation theories, leadership, communication, decision-making, and organizational culture. Emerging trends such as artificial intelligence (AI), remote work, and workforce diversity are also discussed. This study aims to provide managers, employees, and researchers with insights into how OB influences workplace productivity, job satisfaction, and organizational effectiveness.

One of the main challenges of Industry 4.0 is the adaptation of existing production lines. Robots are substituting human workers in modern smart factories, as they are much more suitable for repetitive tasks. In contrast to that, Industry 4.0 predicts a high rise in product customization. The total disruption of the current factories, although the easiest solution, is not welcomed by the traditional industry stakeholders. To offer adaptation rather than disruption, and to promote man-machine collaboration rather than complete substitution of the human workforce, we present a Digital Factory solution capable of orchestrating different types of resources —humans, machines, robots— according to their capabilities. The core component of the solution is a real-time Orchestrator that orchestrates factory resources in order to produce the desired product. Orchestrator is a complex, modular, highly scalable, and pluggable software, responsible for dynamical matching, scheduling, and executing of production steps, allowing high customization and lot-size-one production.

The growth of research into ‘born-globals’ (Bell, 1995; Madsen and Servais, 1997) led to research that has expanded our knowledge of early internationalizing SMEs (Jones and Nummela, 2008). The literature has investigated the major drivers of the internationalization process of SMEs and the problems associated with fast growth in international markets (Chetty and Campbell-Hunt, 2003; Sujrez-Ortega, 2003). These drivers include: the role of learning; the transmission of knowledge; the acquisition and development of tangible and intangible resources; the acquiring of competencies and routines; the importance of social and relationship capital in the development of trust-based networks; and a host of industry and country-specific issues (Chetty and Blankenburg, 2000; Loane and Bell, 2006; Ojala, 2009; Zucchella et al., 2007). Many of the major drivers of the internationalization of SMEs embrace factors that are connected to the resource-based view of the internationalization process of SMEs (Westhead and Wright, 2001). There have been many empirical studies of the effects of the key resources that are thought to drive this process on the inter nationalization of SMEs (Andersson et al., 2004; Chetty and Blankenburg, 2000; Coviello and Munro, 1997; Knight et al., 2004). These studies have focused on different types of resource thought to effect the rapid internationalization of SMEs. There are few studies, however, based on large quantitative studies of the effect on performance of such resources.KeywordsInternational BusinessForeign MarketEntry ModeNetwork RelationshipInternational EntrepreneurshipThese keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Leadership and organizational citizenship behavior (OCB) stayed at pinnacle in the arena of organizational behavior research since decades and has attained significant consideration of scholars pursuing to define multifaceted dynamics of leadership and their influence on follower’s behavior at work. The voluntary behavior of Organizational citizenship improves organizational effectiveness, and it goes beyond formal job duties. This study attempts to explore the association amongst transformational leadership and organizational citizenship behavior of teachers in public sector higher education institutions in Pakistan. Study of organizational citizenship behavior in educational organizations and academicians is of high value that definitely requires attention. This study examines the direct and indirect influence of transformational leadership through exploring the mediating role of emotional intelligence. The model was tested by employing structural equation modelling technique on survey responses collected from academicians. Results from 220 responses indicated that relationship between transformational leadership and Organizational Citizenship Behavior is statistically significant where Emotional Intelligence plays an important role as a mediator. The results support and add to the positive effects of transformational leadership style interconnected with extra role behavior at work making it more meaningful. The findings make a significant contribution to leadership and organizational behavior literature in higher education sector and propose that organizations should implement practices that help in enhancing the level of organizational citizenship behavior in organizations.

In this paper I review some theoretical exchanges and empiricalresults from recent work on human behavior and cognition in thehope of indicating some productive avenues for critical engagement.I focus particular attention on methodological debates between Evolutionary Psychologists and behavioral ecologists. I argue for a broader and more encompassing approach to the evolutionarily based study of human behavior and cognition than either of these two rivals present.

For centuries, the study of human behaviour has been distinct from the study of the natural world. Because of the complexity of the brain and our historic lack of understanding of its operations, social science has not focused on the brain, but instead attempted to study that which can be analysed: behaviour itself (Goodenough 2001). For example, Sigmund Freud first began his study of human behaviour with physiological mechanisms but ended this research because the basic science had not yet advanced sufficiently to directly aid him in the understanding of behaviour (Gazzaniga et al. 2002). Arguably, his approach to human behaviour ended up deriving more from philosophies of Hegel and Schopenauer than from neuroscientists such as Golgi and Cajal (Jones 1961; Ledoux 2002).

Particle swarm optimization for multi resource constrained project scheduling problem with varying resource levels

This final chapter is concerned with how the selection for different types of resource can be compared when the amount of selection is estimated by using a logistic, proportional hazards or log-linear model.

The research presented in this thesis contributes to our understanding of complex pathways to socioeconomic inequalities in health and health behavior in adulthood in Western high-income countries. Investigations of specific, theory-based pathways and a broader understanding of the complex system underlying socioeconomic inequalities in health provided insights into the nuanced ways in which the different types of resources individuals have access to (economic, social, cultural) shape their ability to act and their health and health behavior. A few main findings were that mechanisms may be behavior-specific, meaning that different types of resources are important for different health behaviors, broader social structures directly impact the specific contexts individuals inhabit and should be considered in research on this topic, and there is likely a reinforcing process between the resources individuals have access to and their ability to act over time. Based on my work, I see opportunities to incorporate more key properties of a complex systems perspective (e.g., feedback loops) into regression-based studies, to integrate more theory into complex systems work, and for complex systems models to inform the pathways we investigate using regression-based methods. My findings do not point to straightforward solutions to address socioeconomic inequalities in health, though these may not be the types of solutions we should be seeking. Instead, understanding how individuals are actively, autonomously able to act in ways that impact their health, within the constraints of their resources, societal structures, and the paradigm governing their complex worlds requires in-depth engagement with those individuals and with the complex system as a whole.

Information technology continues to spawn emerging industries and accelerate the integration of traditional industries. Under this background, business model innovation plays an increasingly important role in business competition environment, and greatly enhances the chances of new ventures surpassing the survival crisis and achieving rapid growth. Despite this, many new ventures have failed to pursue business model innovation. Therefore, it is of great value to explore the practical problem of “why some new ventures perform well in business model innovation, while others do not”. Current scholars mainly answer this question based on the resource-based view, and adopt the contingency perspective to analyze different types of resources as the moderator on the relationship between business model innovation and new ventures’ performance. However, the types of resources are inherently difficult to exhaust, and as a result, the conclusion of these studies are fragmented and unsystematic. Besides, resources themselves cannot be directly used by new ventures to explore the value of business model innovation; in addition to acquiring key resources, new ventures must effectively combine these resources to form a resource structure so as to capture business model innovation performance. In response to these inadequacies, it is necessary to further examine the role of different resource structures in exploring the value of business model innovation for new ventures. The resource management theory can provide rich enlightenment. The theory holds that the resource structure is formed in the building resource activity of new ventures, and different building resource approaches will create different resource structures. This means that different building resource approaches adopted by new ventures are the more essential reason for the differentiated outcomes of their business model innovation performance. In view of this, based on the resource management theory, this paper embodies the above-mentioned practical problems into the following theoretical problem: how does the new venture building resource approach affect the performance of business model innovation? Further, this paper constructs a model of the impact mechanism of business model innovation on new ventures’ performance, focusing on the role of the three building resource approaches—stabilizing, enriching and pioneering—in the influence process, and revealing the inherent relationship between business model innovation, building resources and new ventures’ performance. Through the empirical analysis of the survey data on 142 new ventures, this paper finds that:（1）business model innovation is conducive to improving new ventures’ performance, while the building resource approach adopted by new ventures will weaken or enhance the performance of business model innovation;（2）if new ventures adopt the stabilizing building resource approach and insist on carrying out activities based on the traditional resource structure, the performance of business model innovation will be weakened;（3）if new ventures adopt the enriching building resource approach and innovate the traditional resource structure steadily, the performance of business model innovation will be enhanced;（4）if new ventures adopt the pioneering building resource approach and construct a highly innovative resource structure, the performance of business model innovation will have no significant changes. The results show that in order to improve the performance of business model innovation, new ventures should adopt the enriching building resource approach. By measuring the value and external acceptance of new resources objectively, and gradually changing the traditional resource structure, the enriching building resource approach can effectively support the implementation of business model innovation.

Reward‐based crowdfunding platforms – in which campaigns exchange rewards for financial backing to develop a product or service – are one of the fastest‐growing segments of the crowdfunding industry. We use an extension of social exchange theory (SET) called the resource theory of social exchange (RTSE) to examine resource exchanges through rewards on Kickstarter. A resource exchange occurs when a project backer and project creator exchange money (ie, financial backing) for a reward (eg, a thank you or a t‐shirt). A project creator can develop a reward portfolio that contains various types of resources, which in the RTSE are categorised as love, status, information, money, goods and services. Our study provides a comprehensive examination of resource exchange on a major reward‐based crowd funding platform, answering the call to investigate the effects of a key element of such platforms – rewards. We find that the types of resources project creators include in the reward portfolios they offer should be carefully considered. Specifically, our results indicate it is more beneficial to offer rewards that contain universal and concrete resources (eg, goods, services) than resources that are particularistic and symbolic (eg, love, status). However, the positive effect of offering universal and concrete resources as rewards is diminished as the fundraising goal is increased, which suggests that the optimal design of the reward portfolio is contingent on other characteristics of the campaign. Moreover, our findings reveal that while it is advantageous to offer more rewards, it is disadvantageous to offer too many different types of resources across those rewards. Overall, our study adds depth to the understanding of resource exchange in reward‐based crowdfunding and provides practical insight into how to design reward portfolios.

Entrepreneurs are the backbone of most small- and medium-sized enterprises (SMEs), yet they have received little attention regarding how they prepare for organisational change readiness (OCR), especially in the current uncertain business environment and the disruption of Industrial Revolution 4.0 (IR 4.0). This study sought to understand how entrepreneurs’ decision-making logic (i.e., effectuation and causation) mediates the relationship between the different types of resources (i.e., financial and government resources, social capital) and OCR. A total of 119 participants (91 males), who were entrepreneurs, participated in this cross-sectional study. After controlling for age, gender, and education level, the study’s results found that a positive relationship existed between the two types of resources and OCR, mediated by decision-making logic. A positive relationship was also found between both types of decision-making logic and OCR. These results highlight the significant impact of both entrepreneurs’ social capital and financial and, government resources and decision-making logic on OCR.