Research Project presentation final (1).pptx

Research PPT

1. Affiliated with Lahore School of Innovation & Technology Research Project Organizational growth and it’s driving factor’s Doha Waheed (BSF2107679) Presented By:

2. Introduction: Organizational growth is the process through which a company expands its resources, performance, and market presence over time. It reflects the ability of an organization to adapt, innovate, and remain competitive in a dynamic business environment. Various driving factors such as leadership, innovation, human capital, technology, and market demand play a vital role in determining the pace and sustainability of this growth.

3. Many organizations face challenges in achieving sustainable growth because they are unclear about the main factors that drive their success. Without knowing these key drivers, they risk slow progress and weak competitiveness. 1.1 Problem Statement

4. 1.2 Research Gap Most studies examine individual drivers (leadership, innovation, or human capital) in isolation. There is limited integrated research showing how these factors collectively influence organizational performance and long-term growth.

5. 1.3 Research Questions What are the key factors that drive organizational growth? How do internal factors (leadership, innovation, human capital) influence growth? How do external factors (market demand, technology, competition) impact growth? Which driving factors are most critical for sustainable organizational growth?

6. 2 Literature Review Growth defined as expansion in size, revenue, and market share. Leadership and vision strongly support organizational growth. Innovation, R&D, and technology adoption drive competitiveness. Human capital and skills are key resources for expansion. Market demand, competition, and access to finance influence growth. Culture and structure affect flexibility and decision-making

7. Theoretical Framework & Hypotheses Development Conceptual Model Leadership and Vision Innovation and Technology Human Capital Organizational Performance

8. Research Hypotheses H1: Leadership and Vision positively influence performance. H2: Innovation increases performance. H3: Human Capital significantly impacts performance.

9. 3 Research Methodology Research Design Quantitative research Target Population Employees, managers, and business professionals from various sectors in Pakistan. Sample Size 109 from banking sector Survey Design Survey questionnaire Sampling Technique Convenience Sampling Data Analysis software SPSS Software

10. 4 Data Analysis and Results Hypotheses Testing table Predictor (IV) β (Beta) t-value Sig. (p) R² / Adj.R² F-value (Sig.) Alpha (α) Leadership & Vision 0.42 5.10 0.000 R²=0.54 / Adj.R²=0.52 F=45.23 (p=0.000) 0.05 Innovation & Technology 0.38 4.60 0.000     0.05 Human Capital 0.30 3.80 0.000     0.05

11. The combined model shows R²=0.54 and Adjusted R²=0.52, indicating that leadership, innovation, and human capital together explain about 54% of the variance in organizational performance. All predictors are statistically significant (p < α = 0.05), with leadership having the strongest impact, followed by innovation and human capital. The ANOVA F-test (F=45.23, p=0.000) confirms the overall model is significant.

12. Conclusion This research shows that leadership, innovation, and human capital are more important for growth than money alone. If organizations invest in good leaders, new ideas, and skilled employees, they become stronger, grow faster, and perform better in the long run.