Organizational Maturity in Companies in Terms of Strategic Directions: Cases of ONEE, ONEP and Barid Al Maghrib

Mahir, Fatima-Zahra; Rajâa, Omar

doi:10.11114/bms.v3i4.2762

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“…Türetken and Demirörs [16] demonstrated that organizational maturity is implemented through the efficient management of all the resources at all the stages of the organization by creating effective organizational management systems. Based on Mahir and Rajâa [17], the maturity aspect is commonly found in connection to the perspectives of organization success, the search of excellence by an organization, or strategic management. However, the focus towards research objects and elements largely differs.…”

Section: Introductionmentioning

confidence: 99%

Structural Changes of Organizational Maturity during the COVID-19 Pandemic: The Case of Lithuania

2021

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Organizational maturity is a dynamic construct and a change that depends on both internal and external conditions. The COVID-19 pandemic provides an opportunity to examine, from the perspective of organizational maturity, what challenges companies faced during the economic slowdown, when decisions had to be made quickly, but very responsibly. The impact of the COVID-19 pandemic on organizations and their activities has led to a response from organizations to find solutions that are sustainable and not only able to survive the economic downturn, but also able to achieve/maintain a higher level of organizational maturity. Although information on the changes in the organizational maturity structure observed in organizations during the COVID-19 pandemic is already available, there is little research in this area. Thus, the purpose of the paper is to reveal changes in the organizational maturity structure during the COVID-19 pandemic. Authors used a qualitative research strategy to identify which indicators of organizational maturity elements and sub-elements occurred in the companies surveyed before and during the COVID-19 pandemic. The sample of experts in both studies consisted of 24 top executives from 24 companies, 12 at each stage before and during the COVID-19 pandemic. The research disclosed that, during the COVID-19 pandemic, the companies made sustainable decisions and they greatly strengthened the hard areas related to technology, work processes, and contributions to the organization’s operations. Meanwhile, the soft areas, related to employee competencies and, on the other hand, behavioural processes have become more vulnerable.

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Section: Introductionmentioning

confidence: 99%

Structural Changes of Organizational Maturity during the COVID-19 Pandemic: The Case of Lithuania

2021

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Organizational Maturity in Companies in Terms of Strategic Directions: Cases of ONEE, ONEP and Barid Al Maghrib

Abstract: In an environm competitivene operations, thiThe present st drinking wate more in-depth approaches:-The compara -The recognizThe main obj different dime On the basis o group, classifi a group as typ

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Structural Changes of Organizational Maturity during the COVID-19 Pandemic: The Case of Lithuania

Structural Changes of Organizational Maturity during the COVID-19 Pandemic: The Case of Lithuania

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