Furthermore, although competitive and economic conditions often leave little room for organizations to offer enough incentive pay to have a substantial influence on workers, the discretionary rewards and sanctions that coworkers give one another frequently do have very meaningful influences on workers. Yet wider spans of control and greater use of teams and self-managed work groups have decreased organizations' use of direct supervision and increased the importance of interpersonal influence and lateral coordination to direct and motivate work in organizations (Ilgen and Pulakos,1999 Pfeffer, 1997). Peer control is widespread in organizations and impacts a variety of important individual and organizational outcomes, but relatively little management research examines peer control as compared to other forms of organizational control, such as supervision/leadership and incentive pay. The chapter concludes with suggestions for future research on peer control. Five theoretical perspectives that can be used to examine informal peer control are reviewed. The potential benefits and drawbacks of peer control are also discussed. This chapter discusses the scope of the peer control concept, including different types of formal and informal peer controls designed by managers and workers. Peer control is widespread in organizations, yet is not well understood. ![]() Peer control occurs when workers who are at the same organizational level or in the same field exert lateral control over their peers. Keywords: Strategic performance, dynamic capabilities, complexity management, private colleges. After evaluating and testing the validity and reliability of the research measurement tools, the data were analyzed and hypotheses were tested using appropriate statistical tools, and the research adopted the (SMART PLS V.3.2 program SPSS V.26) with the adoption of descriptive and inferential statistical methods (normal distribution test, confirmatory factorial analysis, building variables models, arithmetic mean, percentages, Standard, Relative Importance, Difference Coefficient, Multiple Regression Coefficient, Pearson Deviation Coefficient, Simple Deviation Coefficient) to test the research hypotheses, and the results showed the validity of the correlations and influence at the level of the variables, while the research reached the most prominent results represented that all the correlation and influence relationships between the research variables were Positive and moral significance. ![]() Two approaches were relied in this research, the first is the exploratory approach that relies on analyzing the questionnaire based on theoretical hypotheses that are proven through practical tests and comparing the results between the Colleges under study, and the second is the quantitative comparative approach for content analysis by adopting quantitative measures and comparing results between colleges, the research targeted a sample Of the Seior leadership represented (the dean, assistant dean, head of department), The surveyed community by adoptig the questionnaire that included (75) items, and provided them with personal interviews and field observations as assistaance methods that enhance the research results. The research aims to find more effective solutions to strategic performance in the View of the interactive relationship between dynamic capabilities and complexity management, for a sample of private colleges established colleges in the city of Baghdad, and based on the intellectual Dilemma and field problem, the following question was raised (Have the colleges can establish integration between dynamic capabilities and the complexity management, will its impact on the strategic performance effectively increase?) In the View of it, the importance and objectives of the research were determined, and the Correlation and influence hypotheses were formulated.
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