Relevant bibliographies by topics / Adhocracy

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Adhocracy'

Author: Grafiati
Published: 4 June 2021
Last updated: 30 May 2022

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Journal articles on the topic "Adhocracy"

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Rourke, Francis E., and Paul R. Schulman. "Adhocracy in policy development." Social Science Journal 26, no. 2 (June 1, 1989): 131–42. http://dx.doi.org/10.1016/0362-3319(89)90018-9.

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Parikh, Margie. "Move over Mintzberg, let adhocracy give way to ambidexterity." Management Decision 54, no. 5 (June 20, 2016): 1047–58. http://dx.doi.org/10.1108/md-07-2014-0483.

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Purpose – The purpose of this paper is to explore and compare the concepts of organizational ambidexterity, the ability of organizations to simultaneously pursue contradictory goals, and adhocracy, an organizational configuration meant to be most suitable for innovation and flexibility. It concludes that the concept of adhocracy is more useful than that of adhocracy, which has clear limitations. Design/methodology/approach – A review of literature involving the two concepts was conducted because initial comparison between the two showed close parallels between the two concepts – namely organizational ambidexterity and adhocracy – especially a shared orientation towards organizational effectiveness through innovation, amid dynamic and complex environment. Findings – Important similarities between the two concepts are that both reject the idea of “one best way” to organize. Both recommend balancing of conflicting goals. However, it appears that the contemporary environment in which organizations operate has evolved beyond the adequacy of adhocracy as a suitable archetype of effective and innovative organizations. Adhocracy suggests that pendulum-like, or iterative movement is the way to balance the contradictory goals, which is largely expected to be accomplished by the operating core and support staff. And this, too, is thought to be suitable for young and small organizations. Ambidexterity is a more comprehensive concept that includes the crux of Adhocracy, and offers a wider range of approaches and methods for balancing contradictory goals. Originality/value – To be fair to Mintzberg, adhocracy was an interesting concept in its time, but the organizations and their environments have moved beyond its realm of relevance and they need more than what the concept can give. Adhocracy may now move over and make space for ambidexterity.
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Njagi, Anne W., Joseph Ngugi Kamau, and Charity W. Muraguri. "Adhocracy Culture and Strategy Implementation: An Application within Professional Bodies in Kenya." International Journal of Business and Management 15, no. 9 (August 16, 2020): 47. http://dx.doi.org/10.5539/ijbm.v15n9p47.

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Strategy implementation presents the most complex aspects of an organization. This study aimed at establishing the relationship between adhocracy culture and strategy implementation in professional bodies in Kenya. To accomplish the main study objective, a descriptive research design was conducted and anchored on Cameron and Quin’s theory of Competing Values Framework (CVF) supported by McKinsey 7S Framework. A sampling frame of 168 respondents from 28 active professional bodies registered with the Association of Professional Bodies in East Africa (APSEA) was targeted. Data were collected using a structured questionnaire. Purposive sampling was used to select six (6) top managers in constant touch with the strategy implementation of their organizations. The study tested a null hypothesis and the results were analyzed through regression ANOVA to establish the relationship between adhocracy culture and strategy implementation. From the results, it was found that adhocracy had a significant positive effect on strategy implementation. The study concluded that adhocracy culture and strategy implementation in professional bodies in Kenya have a significant relationship. The study recommends that the leadership of an organization should work to establish a structure that accommodates adhocracy within the organization. Both operational and business level management should be structured in such a way that there is adhocracy culture within the ranks of the organization. The study further recommends a similar survey across the East African region including more professional bodies and further pursuit of adhocracy culture to test its suitability in other organizations other than professional bodies.
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Mintzberg, Henry, and Alexandra McHugh. "Strategy Formation in an Adhocracy." Administrative Science Quarterly 30, no. 2 (June 1985): 160. http://dx.doi.org/10.2307/2393104.

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BIRKINSHAW, JULIAN, and JONAS RIDDERSTRALE. "LET'S HEAR IT FOR ADHOCRACY." London Business School Review 28, no. 2 (May 2017): 45–47. http://dx.doi.org/10.1111/2057-1615.12176.

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Engwall, Lars. "Management research: A fragmented adhocracy?" Scandinavian Journal of Management 11, no. 3 (September 1995): 225–35. http://dx.doi.org/10.1016/0956-5221(95)00022-n.

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Etzioni, Amitai. "The Domestic Sources of Global Adhocracy." Social Change Review 10, no. 2 (December 1, 2012): 99–124. http://dx.doi.org/10.2478/scr-2013-0014.

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Abstract The article shows that (a) those who expect new global powers to rise, provoking a clash with the old one seeking to maintain its supremacy (the US), are mistaken. The US will scale back its international role, but no other power will step in to take over its functions in maintaining order. Hence an increase in global disorder. The gap will be filled to some extent by ad hoc coalitions in what is here called ‘the rise of adhocracy’. (b) The reason that various powers will play a more limited international role is that they all suffer from the same domestic crisis, namely, a governing deficit due to a decline in competence and legitimacy - albeit one that takes different forms in different nations.
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Glass, Robert L. "Editor's corner in defense of adhocracy." Journal of Systems and Software 22, no. 3 (September 1993): 149–50. http://dx.doi.org/10.1016/0164-1212(93)90106-8.

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Kim, Hae Na. "The Relationship Between Employees’ Job Satisfaction and Organizational Culture in Korea’s Manufacturing Industry: Focusing on Online Training Participation as a Moderator." International Journal of Advanced Corporate Learning (iJAC) 13, no. 4 (December 15, 2020): 13. http://dx.doi.org/10.3991/ijac.v13i4.15077.

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<p class="a">This study intends to address the relationship between job satisfaction of employees and organizational culture in Korea’s manufacturing industry. In particular, this research addresses the role of online training participation as a moderator for the relationship between organizational culture and job satisfaction. Principal component analysis and hierarchical regression analysis were applied using the Korean Human Capital Corporate Dataset. The result of this study indicates higher job satisfaction under Clan culture or Adhocracy and Market cultures. Also, online training participation can enhance employees' job satisfaction and online training participation has a moderating effect for Adhocracy and Market cultures and job satisfaction. Therefore, the manufacturing companies of Korea need to build Adhocracy and Market cultures and to encourage online training participation for employees' higher job satisfaction.</p>
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Deutschmann, Christoph. "The “Adhocracy” as Viewed by Modernization Theory." International Journal of Political Economy 25, no. 3 (September 1995): 37–49. http://dx.doi.org/10.1080/08911916.1995.11643905.

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Dissertations / Theses on the topic "Adhocracy"

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Åhlin, Erik. "Tuberculosis care in Stockholm : An organizational analysis based on staff perception." Thesis, Södertörns högskola, Institutionen för naturvetenskap, miljö och teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-21866.

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In an increasingly more interconnected world, the importance of epidemiology in public and international health is rapidly increasing. Tuberculosis is one of the diseases that contributes to this, as its lengthy incubation time and annual high mortality count makes it one of the toughest bacteria for the medical community to combat. Sweden is today a low-endemic region but still suffers a number of cases each year. The majority of these infections have occurred abroad. This qualitative study aims evaluate the Swedish healthcare systems organizational structure in relation to the treating and tracking of tuberculosis. Key personnel from several different units working with diagnosing, treating and tracking of tuberculosis have been interviewed about their perception regarding the organizational structure. The data have been analyzed through H. Mintzbergs theoretical framework regarding organizational structure. The analysis shows that the current system can be described as an Adhocracy. The organization is highly capable of handling adjustment and producing unique and complex outputs in the form of individualized treatment plans and disease tracking efforts. However, the system is highly dependent on internal communication and has great difficulty in up-scaling and expanding. The study shows that the current system would be challenged by a sharp increase in tuberculosis-cases in Stockholm.
I en alltmer sammankopplad värld så får epidemiologin en ökad betydelse i folk- och internationell hälsa. Tuberkulos är en av de sjukdomarna som ligger bakom detta. Dess långa inkubationstid och höga dödstal gör att är en av de svåraste bakteriesjukdomarna att få bukt med. Sverige är idag ett låg-endemiskt land men drabbas ändå av ett par hundra fall per år. Majoriteten av dess infekteras i utland och reser sedan in i Sverige. Denna kvalitativa studie har som mål att utvärdera det svenska hälsovårdssystemet utifrån dess organisatoriska struktur. Datainsamlandet har skett via intervjuer med nyckelpersoner inom tuberkulos-vården kring deras uppfattning om den organisatoriska strukturen. Dessa har varit inblandade i att diagnostisera, behandla och smittospåra tuberkulos patienter. Denna data har sedan analyserat utifrån H.Mintzbergs teorier kring organisationsstruktur. Analysen visar att det aktuella systemet har många likheter med modellen Adhocracy, på så sätt att det är en organisation som kan justeras på ett mycket detaljerat och följsamt sätt i en dynamisk kontext. Den kan också producera unika och komplexa produkter i form av skräddarsydda behandlingsplaner och smittspårningar. Systemet lider dock av ett stort behov av inre kommunikation och möter svårigheter när verksamheten utökas. Slutsatsen blir att det nuvarande systemet skulle ha stora utmaningar med att hantera en markant ökning av tuberkulos fall i Stockholm.
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Amerivaressi, Farrokh, and Roland Österhult. "Koordination och organisation : - två viktiga begrepp vid skapandet av en innehållsrik hemsida för kommunala myndigheter." Thesis, Högskolan Dalarna, Informatik, 2003. http://urn.kb.se/resolve?urn=urn:nbn:se:du-2953.

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Vi har undersökt vilket innehåll som socialtjänstens enhet individ-och familjeomsorgen inom olika kommuner har på sina hemsidor samt hur de har organiserat och koordinerat arbetet.Det visar sig att innehållsmässigt ser det väldigt lika ut med den information som erbjuds, det som skiljer hemsidorna åt är aktiviteter och kontaktmöjligheter för användarna. En del kommuner erbjuder sina användare möjligheten till kontakt via email till berörd handläggare medan andra valt att enbart ha email till själva enheten eller någon chef.Koordinationen kring själva arbetet sker i det flesta fall via muntlig kommunikation och ömsesidig anpassning. Endast en kommun har minskat koordinationen genom att använda standardprogram.Arbetets organisation utgår ifrån en grundläggande form av AD-hocracy.
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Stener, Sara. "Upplevelsen av självstyrning bland unga vuxna : En kvalitativ studie i ett av Sveriges ledande försäkringsbolag." Thesis, Stockholms universitet, Sociologiska institutionen, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-84914.

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Syftet med denna studie är att undersöka styrningen av unga vuxna inom ett av Sveriges ledande försäkringsbolag. Den problematik som legat till grund för studiens ämnesval är den uppmärksamhet svensk och internationell media på senare tid skapat kring dagens nyinträdda arbetskraft. Den unga arbetskraften beskrivs som individer som ställer betydande krav på sitt arbete i form av självständighet och flexibilitet. Samtidigt som tidigare studier visar på att traditionell, byråkratisk organisering finns kvar inom dagens organisationer. Resultat som motsätter sig den unga arbetskraftens krav om självständighet och flexibilitet. I denna studie ämnar jag därmed att undersöka upplevelsen av självstyrning bland unga vuxna, inom ett utvalt försäkringsbolag, och sätta det i relation till byråkrati och självstyrning. Den frågeställning som legat till grund för studien är; Hur upplever unga vuxna möjligheten till att påverka sitt arbete och beslutsfattande på en avdelning på ett större försäkringsbolag? För att besvara denna frågeställning har jag använt ett kvalitativt tillvägagångssätt, med en kombination av intervjuer och en deltagande observation. Materialet analyseras utifrån en sociologisk syn på organisationer, samt teorier kring byråkrati och post-byråkrati/adhocracy. Denna studies resultat visar på att de unga vuxna upplever sig ha ett mycket lågt inflytande till att kunna påverka sina arbetsuppgifter, och i delaktigheten kring beslutsfattande. I studien åskådliggörs en övergång från direktkontroll till teknologisk kontroll. Där målstyrning och tydliga regelverk i samråd med företags policys och riktlinjer minskar möjligheterna till självstyrning för de anställda. Mycket av studiens resultat pekar i riktning mot att byråkratin fortlever, samtidigt som de anställda kontrolleras av styrformer som kännetecknar post-byråkratin. Med andra ord går dessa styrformer inte att ses som två skiljaktigeter. En slutsats som denna studie möjliggör är att en strävan mot flexibilitet och självständighet skapar nya kontrolleringsmekanismer, som i viss utsträckning minskar de anställdas upplevelser av frihet och självbestämmande.
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Gupte, Manoj A. "Success of university spin-offs network activities and moderating effects of internal communication and adhocracy /." Wiesbaden : Deutscher Universitäts-Verlag, 2007. http://dx.doi.org/10.1007/978-3-8350-9641-7.

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Gardner, Alec J. "The Architecture of Mass Collaboration: How Open Source Commoning Will Change Everything." University of Cincinnati / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1367924079.

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Hagert, Charlotta, and Madeleine Jonsson. "Fisk, fågel eller mittemellan? : En studie av tre multiprojektmiljöer." Thesis, Linköping University, Department of Management and Economics, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-1063.

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Bakgrund: En stor del av alla projekt inom svensk industri genomförs i en så kallad multiprojektmiljö, d.v.s. i en miljö där flera projekt pågår samtidigt. Trots detta är forskningen inom projektledning i huvudsak inriktad på det enskilda projektet. Projekt är i hög grad beroende av den omgivning den verkar inom, men organiseringen av multiprojektmiljön är endast delvis utredd. Vidare är projektledningsläran starkt fokuserad på standardisering av projektarbetet för att uppnå ökad kontroll och precision. Hur hänger det ihop med de huvudsakliga fördelarna med den projektorienterade organisationen, nämligen flexibilitet och kreativitet?

Syfte: Att beskriva och erhålla förståelse för multiprojektmiljöer med avseende på organisation och styrning.

Genomförande: Studien är baserad på fallstudier av utvecklingsenheter inom tre industriföretag. Två intervjuer på respektive företag och ett möte på varje företag vid studiens början ligger till grund för densamma.

Resultat: Multiprojektmiljön kan till stora delar beskrivas med hjälp av Mintzbergs adhocratibegrepp. Den yttre miljön kännetecknas av att vara dynamisk och komplex, vilket ger en decentraliserad och organisk organisationsstruktur. Stora projekt förekommer oberoende av vilken typ av adhocrati och dessa tenderar att vara mer strukturerade än små. Ömsesidig anpassning är den mest tillämpade koordineringsmekanismen inom multiprojektmiljön. Tyngdpunkten inom matrisorganisationen har stor inverkan på multiprojektmiljön, en tyngdpunkt som ligger mittemellan projekt- och linjeorganisationen utan att vara i balans riskerar att ge en mindre tydlig organisation. Multiprojektmiljön styrs såväl informellt som formellt, formell styrning i alltför hög grad är riskfyllt. Gemensam strategiutveckling och tydlig målsättning är viktigt för multiprojektmiljön.

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Ullrich, Stefan. "Informationstechnische Grundlagen, Werkzeuge und Praktiken des öffentlichen Vernunftgebrauchs." Doctoral thesis, Humboldt-Universität zu Berlin, Mathematisch-Naturwissenschaftliche Fakultät, 2017. http://dx.doi.org/10.18452/17784.

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Wir befinden uns mitten im Langzeitprojekt »Aufklärung«, dem Ausgang der Menschheit aus ihrer selbstverschuldeten Unmündigkeit – und bislang sieht es gut aus: Die Freiheit der Andersdenkenden, die Gleichheit aller vor dem Gesetz und die Solidarität unter den Menschen auf dem Erdball sind allgemein akzeptierte Entwicklungsziele. Über den Weg dahin lässt sich trefflich streiten, am besten in einer der schwatzhaftesten Staatsformen, eben in der parlamentarischen Demokratie. Der Aushandlungsprozess wird medienöffentlich geführt, von Kants Leserwelt bis zum world wide web von Berners-Lee nutzt der politische Mensch die Kulturtechniken Schrift, Bild und Zahl, um öffentlich von seiner Vernunft Gebrauch zu machen. Informatik ist die technische Wissenschaft, die sich mit dem Entwurf von informations- und kommunikationstechnischen Artefakten und deren Auswirkungen auf die Lebenswelt des Menschen beschäftigt, diese Arbeit fokussiert die technischen Bedingungen der Möglichkeit des öffentlichen Vernunftgebrauchs. Unter Technik soll in dieser Arbeit nicht nur die Gesamtheit der technischen Artefakte oder Systeme verstanden werden, sondern auch Handwerk, Handwerkskunst und sogar Geisteshaltungen, Gedankenketten sowie Algorithmen – ganz wie es die Etymologie des griechischen Wortes τέχνη verrät. Die vorliegende Untersuchung einer technē der Publizität führt uns von der antiken Agora über die aufklärerischen Salons bis zu den virtuellen und realen Orten der Netzöffentlichkeit. Technisch Handelnde besitzen eine ungeheure Macht, die öffentliche Deliberation zu ermöglichen oder zu bremsen. In der nun ausgerufenen Turing-Galaxis muss nun gerade die Informatik in allen Bindestrich-Varianten Verantwortung für die Gewährleistung von Öffentlichkeit übernehmen. Diese Arbeit soll dazu beitragen.
The long term project »Enlightenment« is in full swing: the freedom to dissent, equality under public law, and solidarity with all the people from all over the world – these self-imposed development goals are widely accepted by all human beings. Since everything is exquisitely debated in a parliamentary democracy, this chatty form of government, citizens will of course exquisitely debate on how to achieve these goals. The negotiation process is conducted in and by public media, from Kant''s world of readers (»Leserwelt«) on to the hypermedia of the world wide web, the homo politicus uses cultural techniques like writing, image and number for his public display of reasoning. Informatics (and also computer science for that matter) is the study of designing information and communications technology and assessing it in all social respects; this dissertation focuses on the necessary conditions for the possibility of public reasoning. The Greek word τέχνη is translated as either craft or art, in this political context technē also means mindset, chain of ideas or algorithms. In this enquiry entitled »technē der Publizität«, we will visit places of the public, starting from the Greek »agora« via Victorian coffee houses to the contemporary locations of the networked public sphere. Technicians yield the power to enable or suppress public deliberation; in the so called Turing Galaxy, Informaticians have the responsibility to ensure the possibilities of the existence of an informed public. This thesis tries to accept this responsibility.
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Pollet, Maxime. "Les logiques collaboratives : Epistémologie, représentations et rationalisation dans les domaines de l'organisation du travail et de la gestion de carrière." Thesis, Angers, 2016. http://www.theses.fr/2016ANGE0046/document.

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L’apparition et le développement depuis les années 2010 d’organisations professionnelles et extraprofessionnelles présentées comme collaboratives font évoluer notre perception du travail et les questions et problématiques qui lui sont spécifiques. Cette évolution vient notamment questionner la pertinence des modèles organisationnels actuels, ainsi que les modèles de gestion de son parcours professionnel. En effet, les pratiques collaboratives apparaitraient aujourd’hui comme un modèle stratégique de développement, puisque susceptible de répondre favorablement à la fois aux demandes de nature économique et aux demandes de nature sociale. L’objectif de ce travail est de mettre en évidence les conditions initiales et les facteurs de maintenance susceptibles de soutenir la mise en oeuvre de tels fonctionnements collaboratifs. Pour cela notre objet sera étudié dans une perspective à la fois organisationnelle – identifier les théories et modèles organisationnels permettant de penser et mettre en oeuvre ces fonctionnements ; épistémologique et politique – mettre en évidence les valeurs et croyances sur lesquelles ces modèles se construisent et puisent leur légitimité ; psychologique – examiner la façon dont sont vécues ces injonctions par les personnes concernées pour identifier les facteurs facilitants ou limitants. Au moyen de plusieurs recueils de données (1014 offres d’emploi, 100 images représentant le collaboratif et 10 entretiens approfondis auprès de travailleurs collaboratifs), nous avons pu dégager et éclaircir le paradoxe d’un modèle organisationnel apparaissant dans la seconde moitié du XXe siècle mais ne se développant que des dizaines d’années après en réponse à une certaine configuration socio-économique. Nos résultats confirment aujourd’hui une véritable actualité du collaboratif, notamment dans sa dispersion dans de nombreux domaines professionnels et extraprofessionnels et la diffusion de certains éléments d’un discours lui étant propre dans les sphères professionnelles. Ce développement passe notamment par l’apparition de profils organisationnels et individuels hybrides, ayant intégré tout ou partie des valeurs et principes propres à ces logiques réticulaires
The development of collaborative organizations since the 2010s questions the relevance of the current organizational models, as well as the models of career management. Collaborative practices appear today as a strategic development model, because they are more likely to both answer favorably to economic and social requests. The objective of this work is to highlight the initial conditions and the factors of maintenance able to support the implementation of such functioning. We employed a three levels analysis: organizational - to identify theories and organizational models allowing to think and to implement these functioning; epistemological and political - to highlight values and beliefs on which these models build themselves and draw their legitimacy; psychological - to examine the way these orders are lived by the concerned people. By means of several datacollections (1014 job offers, 100 images representing the collaborative and 10 extensive interviews with collaborative workers) and qualitative and quantitative analysis, results collaborative topicality, in particular in its late appearance in answer to a specific economic and social environment and the broadcasting of idiosyncratic elements of speech in the professional sphere. This development can be seen in particular in the appearance of hybrid organizational and individual profiles, having integrated all or part of the values and peculiar principles to these reticular logics
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Brinks, Hanne, and Prince Johnson. "The agile way of working within the manufacturing industry : An exploratory study investigating how to lead the adoption of the “Agile way of working” within the manufacturing industry." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-43912.

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Background: Based upon two important phenomena within the manufacturing industry an upcoming agile era is being proposed within this thesis, those phenomena have shown a shift in the focus of attention for companies within the manufacturing industry in the past. The first phenomenon is being referred to as “physical product development saturation” and the second phenomenon is “lean saturation”, which are introduced in order to give importance to the aspiration for a new emphasis to remain competitiveness and create more value within the manufacturing industry. Where in the past the focus was on physical product development, this in order to enhance and or invent new products. This was followed by the need for a more efficient way of working by eliminating wastes (Lean), although both phenomena are about to reach their limits with respect to the extra value they (can) create. The forthcoming agile era allows for a new way of value creation, this by adaptivity. This introduces the potential of a new way to create value, this being done by the agile way of working. Purpose: The research in this thesis aimed to find an answer to the question of how companies within the manufacturing industry could adopt an agile way of working in order to allow for a new way of value creation. Method: This research was approached by conducting a qualitative study. Eleven semi-structured interviews were conducted, with companies from the manufacturing, IT and consultancy industries. The collected data was then sorted and analysed systematically to generate knowledge and draw upon conclusions to answer the proposed research questions. Conclusion: In order to successfully adopt the agile way of working, within an organization in the manufacturing industry, the challenge is to create awareness and an understanding of the value and benefits an agile way of working could create, especially for the middle-management. This could be done by explaining an agile way of working as an extension to Lean. Furthermore, the tools & processes of the agile way of working could be experimented with in order to start “doing agile”, this finally resulting in creating an understanding of the potential power of an agile way of working. Whereas, an agile way of working is being characterized by an encouraging, transparent culture led by a servant leadership style by making use of empowerment to stimulate value creation. Ultimately, resulting in adopting an agile way of working and achieving “becoming agile”.

Thesis written in the  context of the study program “Engineering Management”.

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Lin, Dada. "Enterprise Wikis Revealed: Die Rolle von Enterprise Wikis im Kontext organisationaler Strukturtypen." Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2014. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-149372.

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Enterprise Wikis werden nach und nach zum alltäglichen Bestandteil der Toollandschaft moderner Wissensarbeiter. Das Aufkommen der flexibel einsetzbaren Intranet-Plattformen geht einher mit der Forderung nach organisationalen Veränderungen wie flache Hierarchien, autonome Projetteams sowie einer dezentralen Selbststeuerung. Neben der reinen Technologiesicht werden damit auch Aspekte der Organisationsstruktur und -kultur unter dem Schlagwort „Enterprise 2.0“ adressiert. Der vorliegende Beitrag widmet sich der Erforschung der Einsatzszenarien und Einführungsbedingungen von Enterprise Wikis hinsichtlich unterschiedlicher organisationaler Strukturtypen. Hierfür wurden auf Basis eines Grounded Theory-Ansatzes Enterprise Wikis von 15 Organisationen mittels semi-strukturierter Interviews untersucht. Entlang der von Henry Mintzberg entwickelten Klassifikation organisationaler Strukturtypen (Konfigurationen) werden die Erkenntnisse der durchgeführten Unter-suchung beschrieben. Weiterhin wird auch die Rolle von Enterprise Wikis für interorganisationale Beziehungen und Netzwerke diskutiert. Es konnten abhängig vom organisationalen Strukturtyp unterschiedliche Einsatzszenarien für Enterprise Wikis gefunden werden. Die Mehrheit der Einsatzszenarien liegt dabei in der Unterstützung planerischer und konzeptioneller Tätigkeiten. Vor allen Dingen die Entwicklung von innovativen Lösungen sowie die Zusammenarbeit von Teams können effektiv durch Enterprise Wikis begleitet werden. Nicht in jedem organisationalen Strukturtyp können sich die Potentiale von Enterprise Wikis voll entfalten. Es wurde festgestellt, dass die Einführungsbedingungen für Enterprise Wikis sich ebenfalls je nach vorliegendem organisationalen Strukturtyp unterscheidet. So können starre Richtlinien und strikt definierte Arbeitsprozesse die Einführung und Nutzung von Enterprise Wikis behindern, z.B. bei der Maschinenbürokratie.
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Books on the topic "Adhocracy"

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Waterman, Robert H. Adhocracy: The power to change. Knoxville, Tenn: Whittle Direct Books, 1990.

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Adhocracy: The power to change. New York: W.W. Norton, 1992.

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Bilton, Chris. The New adhocracy: Strategy, risk and the small creative firm. Edited by Bennett Oliver and University of Warwick. Centre for Cultural Policy Studies. Coventry: University of Warwick, Centre for Cultural Policy Studies, 1999.

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Thaw, Davine. From adhocracy to coherence: Building the organisation development and training (OD & T) sector. Durban: Olive Organisation Development and Training, 1994.

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Waterman, Robert H. Jr. Adhocracy. W. W. Norton & Company, 1993.

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Waterman, Robert. Adhocracy. Random House Value Publishing, 1995.

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Matei, Sorin Adam, and Brian C. Britt. Structural Differentiation in Social Media: Adhocracy, Entropy, and the "1 % Effect". Springer, 2018.

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Matei, Sorin Adam, and Brian C. Britt. Structural Differentiation in Social Media: Adhocracy, Entropy, and the "1 % Effect". Springer, 2017.

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Gupte, Manoj A., and Prof Dr Achim Walter. Success of University Spin-Offs: Network Activities and Moderating Effects of Internal Communication and Adhocracy. Brand: duv, 2007.

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Garcia, Apolinar E. Burocracia O Adhocracia? Saint Claire, 2006.

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Book chapters on the topic "Adhocracy"

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Mittal, Vikas, and Shrihari Sridhar. "The Superhero Executive: Strategy Planning Through Adhocracy." In Focus, 65–79. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-70720-0_5.

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Porcu, Lucia, Salvador del Barrio-García, Juan Miguel Alcántara-Pilar, and Esmeralda Crespo-Almendros. "Examining the Mediating Role of Integrated Marketing Communication on the Relationship between Adhocracy Culture and Brand Advantage." In Advances in Advertising Research (Vol. VII), 281–95. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-15220-8_20.

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Kiziloglu, Mehmet. "Impact of Adhocracy Organizational Culture on Effective Knowledge Management." In Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance, 96–114. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7422-5.ch006.

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All companies in today's world are in intense competition. In order to survive the competition and always be one step ahead, all industries are required to give considerable importance to creating adhocracy culture within the firm, according to which employees must be provided with freedom and support. The employees should be encouraged to share their ideas and point of views with others and to take risks because today's most valuable asset is knowledge. This can ultimately help in enhancing creativity and innovation within the firm. The use of supportive culture is helpful for ensuring effective knowledge management practices within the firm. The focus of this research study was on investigating the importance of adhocracy organizational culture in terms of ensuring effective knowledge management. Based on findings of this study, it was found that there is a significant positive impact of adhocracy organizational culture on effective knowledge management.
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Davies, Andrew. "4. Arup’s adhocracy and projects in theory." In Projects: A Very Short Introduction, 62–82. Oxford University Press, 2017. http://dx.doi.org/10.1093/actrade/9780198727668.003.0004.

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‘Arup’s adhocracy and projects in theory’ considers how the spread of adaptive project structures in the 1960s and 1970s encouraged management scholars to develop new ways of thinking about organizations. It begins with Ove Arup’s work on the Sydney Opera House, which established a new model of architect and engineer collaborating in project teams to innovate and solve challenging problems. It then goes on to discuss some of the theoretical insights and perspectives introduced by organizational scholars to help us think about projects as an adaptive structure in a complex, unstable, and rapidly changing environment. It explains organization theory and adhocracy, the difference between stable and flexible project teams, and the contingent dimension of projects.
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Santalainen, Timo J., Markus Nordberg, Ram B. Baliga, and Max Boisot. "New Management Research Models: Lessons from the ATLAS Adhocracy." In Collisions and Collaboration, 55–76. Oxford University Press, 2011. http://dx.doi.org/10.1093/acprof:oso/9780199567928.003.0004.

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"“Competitive adhocracy”: The principles and implications of FDR's use of staff." In Bitter Harvest, 204–28. Cambridge University Press, 1996. http://dx.doi.org/10.1017/cbo9780511609275.010.

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"Chapter 5. The Catalysts in the Adhocracy — Universidade Estadual de Campinas (Unicamp)." In Managing Strategy in Academic Institutions: Learning from Brazils. Berlin, Boston: De Gruyter, 1990. http://dx.doi.org/10.1515/9783110874341-007.

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Nachbagauer, Andreas G. M., and Iris B. Schirl-Boeck. "Organizational Maturity Beyond Risk Management." In Developing Organizational Maturity for Effective Project Management, 78–103. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-3197-5.ch005.

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Project-oriented organizations face environments differing in complexity, with different degrees of maturity needed to manage uncertainty. In this chapter, the authors analyze where, when, and by whom structure or autonomy should be made use of in project-oriented organizations, and which kinds of structure and autonomy are appropriate for dealing with complex, uncertain situations and unexpected events. After a short discussion of project management maturity models, the authors investigate the concepts of risk, uncertainty, and the unexpected based on organization theory inspired by decision-making concepts and systems theory. Implications for uncertainty management and managing the unexpected on project and organizational level and high-reliability practices are then derived with a critical look at recent approaches of project management adhocracy.
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Hosseini, Seyed Yaghoub, Khodakaram Salimifard, and Shahrbanoo Yadollahi. "E-Learning Readiness and the Effects of Organizational Culture." In Pedagogical Considerations and Opportunities for Teaching and Learning on the Web, 152–65. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4611-7.ch009.

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Electronic readiness is an important issue in developing organizational e-learning. It focuses on organizational capabilities and capacities to use electronic resources in the learning process. Organizational culture is an important factor in successful e-learning readiness. This research is aimed to evaluate the impacts of organizational culture on e-learning readiness. A sample of 68 questionnaires consisting of both culture and readiness questions was analyzed. To test the research hypothesis, a Beta coefficient test was used. Research results indicate a significant positive impact of clan and adhocracy cultures on e-learning readiness. It also found that market culture has a negative impact on e-learning readiness, while findings cannot justify a relationship between hierarchy culture and e-learning readiness.
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Hosseini, Seyed Yaghoub, Khodakaram Salimifard, and Shahrbanoo Yadollahi. "E-Learning Readiness and the Effects of Organizational Culture." In Technology Adoption and Social Issues, 649–63. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-5201-7.ch028.

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Electronic readiness is an important issue in developing organizational e-learning. It focuses on organizational capabilities and capacities to use electronic resources in the learning process. Organizational culture is an important factor in successful e-learning readiness. This research is aimed to evaluate the impacts of organizational culture on e-learning readiness. A sample of 68 questionnaires consisting of both culture and readiness questions was analyzed. To test the research hypothesis, a Beta coefficient test was used. Research results indicate a significant positive impact of clan and adhocracy cultures on e-learning readiness. It also found that market culture has a negative impact on e-learning readiness, while findings cannot justify a relationship between hierarchy culture and e-learning readiness.
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Conference papers on the topic "Adhocracy"

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Stolyarchuk, E. A., N. E. Vodopyanova, G. S. Nikiforov, and N. O. Zaruchnikova. "For corporate culture depending on self-regulation and values." In INTERNATIONAL SCIENTIFIC AND PRACTICAL ONLINE CONFERENCE. Знание-М, 2020. http://dx.doi.org/10.38006/907345-50-8.2020.645.659.

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The article presents the results of a study of corporate culture preferences depending on self-regulation and values of specialists working in project organizations for the development of complex technical systems (STS). As the methodological basis of the research, we selected R. Barrett’s concept of the levels of personal and organizational consciousness, the compatibility of personal and organizational values as factors that determine the development and effectiveness of companies in the modern business space (Barret, 1997). The purpose of the study: to determine the dependence of the preferred corporate culture of scientific and production associations by specialists of complex technical systems (STS) on their value orientations and self-regulation styles. Research methods: diagnostics of types of real and preferred corporate culture (Cameron, 2001), questionnaire «style of self-regulation of behavior» (Morosanova, 1988), author’s questionnaire of values based on the R. Barrett model (personal and corporate values), questionnaire «life goals and values» (Klyueva, 1997). Sample: 96 specialists of the STS Research and production Association (56 men and 40 women aged 28 to 55 years, with experience in the organization from 2 to 15 years. Conclusions. STS specialists assess the real corporate culture as bureaucratic and market-oriented. They want a clannish corporate culture or an adhocracy one. With a high level of self-regulation, professionals prefer clan and adhocracy cultures. STS specialists with a low level of self-regulation prefer a bureaucratic corporate culture. STS specialists have the predominant values of life, health and personal growth, and religion and fame are the least Their corporate values belong to the third level of consciousness (self-esteem, self-discipline, confidence, friendliness, influence and power, the effectiveness of the organization in business processes and management system). STS specialists have a high level of self-regulation with a predominance of styles for evaluating results, programming and modeling. Styles of self-regulation of planning, programming, and regulatory-personal properties of flexibility have a medium level, and independence-a low level, which is a consequence of the bureaucratic corporate culture. The obtained results served as a justification for the development of an algorithm for changing the corporate culture of an organization.
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Hussein, Modaffer. "The Adhocracy Structure and its impact on Strategic Performance - A field study of a number of private industrial companies in Kirkuk Governorate." In Proceedings of the 1st International Multi-Disciplinary Conference Theme: Sustainable Development and Smart Planning, IMDC-SDSP 2020, Cyperspace, 28-30 June 2020. EAI, 2020. http://dx.doi.org/10.4108/eai.28-6-2020.2298217.

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