Generolo Jono Žemaičio Lietuvos karo akademija

In order to achieve the best performance and innovation, every organizations have to achieve its competitive advantage. The advantage which comes from the employee is the extra role behaviour (Organizational Citizenship Behaviour or OCB). As the requisite for it, the other supporting factors are needed. Those factors are Servant Leadership and Organizational Commitment. In this research, Organizational Commitment is significantly affect OCB, and Servant Leadership is not significantly affect OCB. But Servant Leadership could affect OCB, through Organizational Commitment as an intervening variable at the green campus context.

Achieving positive production and economic results in the businesses is no longer a product of the efforts of an organic circle of people, but a result of the activity of the members of the entire organization.Thus, the issue of employee motivation and commitment to the business entity becomes one of the basic prerequisites for the organizational efficiency and success. The lack of motivation and attachment to the goals of the company lead to increased staff turnover and reduced efficiency. This makes the investment of training, qualification and professional development of the human resources meaningless. The aforementioned necessitates the study and analysis of the main factors, which determine the people’s behavior at work, their motivation and involvement in the business entity.The purpose of this research is to investigate the relationship between the motivation of human resources and their commitment to the business organization. Establishing the interaction between the different determinants is essential in practical terms, as it allows one to predict the appearance of a certain attitude or behavior in the presence of the others.

The present article is to examine benefits of social capital for innovation capabilities in the modern business world. First of all, the concept of social capital and its role are defined referring to a set of scientists’ interpretations on social capital and economic/ social development. This chapter allows an ingenious acknowledgement of the added-value of social capital to companies. The main patterns of innovation capabilities are revealed, followed by the methodology and research results presented. The paper emphasizes social capital as a driving factor for organizations while conducting innovations. In line with such elements of social capital as trust, social networks and norms that emerge as the driving factors within the literature review, the research, based on the Global Entrepreneurship Monitor (GEM) methodology, mainly focuses on three elements of social capital: trust, norms and networks in Lithuanian companies. The research question: how such social capital elements as trust, norms and networks help organizations to innovate sustainably.