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Journal articles on the topic 'Adhocraties'
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Akhunzhanova, Inna N., Aleksander P. Lunev, Yulia N. Tomashevskaya, Aleksander V. Koshkarov, and Sanan S. Gamidov. "Adchocratic approach to management in the higher education system: Case of the Astrakhan State University." Vestnik of Saint Petersburg University. Management 19, no. 2 (2020): 180–202. http://dx.doi.org/10.21638/11701/spbu08.2020.203.
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Currently, state institutions of higher education are under pressure from business, the population and the state, which leads to the creation of conditions for dynamic changes in the internal environment of universities. This contradiction between the internal and external environment of universities in the conditions of dynamically changing markets at the post-industrial stage has a negative impact on institutional efficiency, and in these conditions, with the acceleration of instability, a third managerial structure begins to appear that can satisfy the demand for innovations organizations to hybrid universities, which combine a professional, administrative bureaucracy and adhocracy, with no severe restrictions in its structure. In this regard, the authors adapted the features of adhocratic organizations to the conditions of higher education, considered the possibility of applying an adhocratic approach to building the structure and design of an organization on the example of the Astrakhan State University, and identified a number of factors that limit the spread of adhocracy in Russian universities. The main results of the study and the following conclusions were obtained: the organization of training should be carried out on the principles of teamwork for the implementation of complex innovative projects, for which it is necessary to create and develop an appropriate facilities and resources; socialization is one of the key practical models for preparing students in the context of project-based learning and an adhocratic approach; any adhocratic system is a self-learning system, the formation of which requires the creation of appropriate conditions for training and development of university staff; the transition from a professional university to an adhocratic one must be carried out gradually, combining both forms of bureaucracy and adhocracy.
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Konieczny, Piotr. "Adhocratic Governance in the Internet Age: A Case of Wikipedia." Journal of Information Technology & Politics 7, no. 4 (October 11, 2010): 263–83. http://dx.doi.org/10.1080/19331681.2010.489408.
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Toker, Kerem, Yasin Cakirel, and Dilaysu Cinar. "An investigation on a production company via the scope of Mintzberg’s adhocratic organization structure." International Journal of Research in Business and Social Science (2147- 4478) 2, no. 1 (January 3, 2013): 22–30. http://dx.doi.org/10.20525/ijrbs.v2i1.
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Today, the importance of innovation for enterprises, increase each passing day. As a result of globalization, enterprises are under intense competitive pressure. They have to make innovation for increasing to market share or for protecting to it at least. Non- innovative firms lose their customers and their existence is face to threat from other innovative actors in the market. Therefore firms have to design their organization structure that encourage to innovation. Mintzberg’s adhocratic organization structure was investigated in this article. Thus, its aim of this study leads to resemblance and diversity between theory and practice via of the theoretical knowledge. As a result of study; high degree of similarity between the application and Mintzberg’s theory, which is related to adhocratic organization structure, has been identified.
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Irwansyah, Irwansyah. "Adhocracy as a Model for Organizing Government Institution in Simplifying Indonesian Bureaucracy." Jurnal Borneo Administrator 17, no. 2 (August 31, 2021): 241–58. http://dx.doi.org/10.24258/jba.v17i2.832.
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The Presidential Regulation instigated this research to simplify the Bureaucracy with only two positions in government organisations. Accountability, position, work complexity, authority, coordination mechanism, organizing, and work system can induce several problems when this regulation is implemented. This research aims to critically explore the model for organizing government institutions in simplifying Bureaucracy. This research employed PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses). This research shows that the adhocratic organisation model as the antithesis of Bureaucracy by creating several task groups coordinated by the highest functionary position, reconfiguring the management of functionary position, and applicating business process are recommendations to anticipate problems emerging from simplifying Bureaucracy. But, not all government functions can be made adhocratic, and it is also crucial to understand that the management and leaders need to departmentalise in simplifying Bureaucracy meticulously.
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Fernández Ferreras, Francisco, ANA MORENO ROMERO, and GABRIELA TOPA CANTISANO. "ADHOCRACIA ORGANIZATIVA Y PRODUCTIVIDAD: PROPIEDADES PSICOMÉTRICAS DEL ORGANIZATIONAL ADHOCRATIC LEVEL FOOTPRINT (OALF)." DYNA MANAGEMENT 4, no. 1 (2016): [13 p.]. http://dx.doi.org/10.6036/mn7738.
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Gorbunova, Yulia N., Konstantin V. Trubitsyn, Natalia V. Solovova, and Olga Yu Kalmykova. "STUDY OF THE ORGANIZATIONAL CULTURE OF THE CUSTOMS AUTHORITIES OF THE REGION (BASED ON MATERIALS FROM THE SAMARA CUSTOMS)." Vestnik of Samara University. Economics and Management 11, no. 3 (November 4, 2020): 139–55. http://dx.doi.org/10.18287/2542-0461-2020-11-3-139-155.
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The organizational culture of customs authorities is understood by the authors as a set of norms, rules, customs and traditions that are supported by customs authorities and set a general framework for the behavior of officials. To determine the key characteristics and analyze the dynamics of the organizational culture of the customs authorities, the methodology of Robert E. Quinn and Kim S. Cameron Organizational Culture Assessment Instrument (OCAI) was used. This methodology is based on the framework construction of competing values corresponding to four types of culture: clan, adhocratic, market, bureaucratic. According to the results of the survey, currently the bureaucratic type of organizational culture prevails in the Samara customs, the values of the other types of cultures are approximately equal to each other. At the same time, there are significant differences between the prevailing and preferred type of organizational culture. In the preferred state, the adhocratic type of culture predominates, bureaucracy is in second place in importance, then the clan and the market type of culture. At the second stage of the study, using the method of analyzing hierarchies, an expert assessment of the formation of the preferred – adhocratic type of organizational culture of customs authorities was carried out. The factor analysis of the identified types of organizational cultures of the customs authority made it possible to determine which type of organizational culture contains the potential for increasing the effectiveness of personnel management. To solve this problem, a mathematical tool was used – the method of analyzing hierarchies. The data obtained as a result of the application of the OCAI methodology and the hierarchy analysis method in the study of organizational culture made it possible to solve the problems of defining the type and strength of the culture dominant in the customs authorities, to establish profiles for the existing and intended organizational culture and to determine the scenario for further changes in the organizational culture of the customs authorities. contributing to improving the efficiency of personnel management.
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Akhunzhanova, I. N., A. P. Lunev, Yu N. Tomashevskaya, A. V. Koshkarov, and S. S. Gamidov. "Adhocracy as a Modern Form of Organization of Russian Universities Activities." Management Science 9, no. 4 (January 30, 2020): 85–97. http://dx.doi.org/10.26794/2404-022x-2019-9-4-85-97.
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Currently, state institutions of higher education are under business pressure, public and public authorities, that leads to the creation of conditions for dynamic changes in the external and internal environment of universities. In this regard, this paper is devoted to the issues of the Russian universities transformation from a professional bureaucracy into an adhocratic structure, which allows you to flexibly respond to the challenges of the external environment, to solve new challenges facing universities. The methodological base of the study includes theories of organization management in relation to higher education. The authors consider in sufficient detail the theoretical aspects of the differences between professional and innovative organizations, their structure, design parameters, coordination mechanisms, and situational factors. As a result of the study, important conclusions were drawn regarding the mission of the modern university; features of the transition from a professional type of organization to an adhocratic one; the main distinguishing features of adhocracy from other management systems are formulated. The practical significance of the article lies in the fact that the higher education system has been proposed a new structure characteristic of the innovative form of organization. The results of the study may be of interest to government bodies that shape and implement national educational policies.
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Kupriyanov, I. V. "Administration of Scientific Systems in the Science and Technology Policy." Vestnik Povolzhskogo instituta upravleniya 20, no. 5 (2020): 93–99. http://dx.doi.org/10.22394/1682-2358-2020-5-93-99.
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The slowdown of the global pace of science and technology progress and the urgency of searching for new methods and forms of organizing state science and technology policy for all countries aspiring to technological, economic and political leadership are analyzed. On the basis of the concept of adhocratic organizations, as well as existing administration models of scientific systems, an attempt is made to determine the most optimal and probable vector of development of the state science and technology policy in the Russian Federation.
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Bellini, Carlo Gabriel Porto, Rita de Cássia de Faria Pereira, and João Luiz Becker. "Organizational structure and enterprise systems implementation." Information Technology & People 29, no. 3 (August 1, 2016): 527–55. http://dx.doi.org/10.1108/itp-04-2014-0076.
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Purpose – The purpose of this paper is to discuss the structural design of customer teams (CuTes) working with external teams to implement customized information systems (IS). Design consists of theoretically based measures and a first set of real-world, empirical values. Design/methodology/approach – A search in the organizational literature suggested that the adhocracy is the preferred structure for CuTes. Adhocracy-like measures were then developed and applied to a high-performance CuTe to reveal a first benchmark for a team’s adhocratic design. Findings – High-performance CuTes do not necessarily implement the adhocratic principles to the highest degree. Research limitations/implications – It is still open whether all the structural measures described here are necessary and sufficient to describe the adhocracy-like structural design of CuTes. Practical implications – The CuTe is highlighted as the key incumbent of cooperation with the technology supplier and consultants in terms of project authority and responsibility. A psychometric instrument and real-world values are proposed as a reference for the structural design of high-performance CuTes. Social implications – The performance of IS projects is a social concern, since IS products should be aimed at serving people better both inside and outside the organization. Professionals who work in CuTes to develop better IS should receive institutional recognition and management attention. Originality/value – This study seems to be the first to discuss the structure of CuTes in customized IS projects from a theoretical and applied perspective.
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Fernández Ferreras, Francisco, ANA MORENO ROMERO, and GABRIELA TOPA CANTISANO. "ORGANIZATIONAL ADHOCRATIC LEVEL FOOTPRINT (OALF) COMO HERRAMIENTA PARA LA MEDIDA DEL NIVEL DE ADHOCRACIA ORGANIZATIVA." DYNA INGENIERIA E INDUSTRIA 91, no. 1 (2016): 605. http://dx.doi.org/10.6036/8155.
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Drago, William A. "Structure As A Predictor Of Strategic Planning Use." Journal of Applied Business Research (JABR) 14, no. 1 (September 1, 2011): 125. http://dx.doi.org/10.19030/jabr.v14i1.5733.
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<span>This article provides: (1) support for the configurational approach in the study of organizations by empirically deriving ideal organizational factors, and (2) insights into the interrelationship between organization structure and strategic planning use. Three structural factors are identified resembling Mintzbergs (1993, 1979) machine, diversified and adhocratic ideal forms. Through a regression analysis these factors were found to be significantly and positively related to the use of strategic planning. The model formed explained approximately 48% of variance in the use of stragtegic planning in participating firms. Results also indicate tha thte emphasis on individual planning tools (mission/vision/ long and short-term objectives, action plans and policies) varies with the intensity of particular factors.</span>
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González Díaz, Jaime Eduardo, and Diego Armando Cardona Arbeláez. "La arquitectura y la gestión organizacional." Ad-gnosis 8, no. 8 (December 1, 2019): 59–72. http://dx.doi.org/10.21803/adgnosis.v8i8.364.
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El propósito de este artículo es hacer una reflexión sobre las nuevas propuestas de diseño organizacional que pretenden alcanzar empresas que logren la auto organización y la autogestión. Este texto es producto de una revisión bibliográfica de diferentes autores que tratan diferentes facetas de la empresa como organización, y analizan las características de diferentes diseños organizacionales. Primero se revisan los orígenes de la empresa como organización, para luego ver la evolución de la empresa desde su visión burocrática, adhocratica, y por último holocratica; para terminar haciendo una análisis de esta u?ltima propuesta y del potencial de la misma para lograr la autoorganización y la autogestión, el texto termina planteando la importancia del individuo en las organizaciones empresariales, y proponiendo el disen?o de organizaciones a escala humana, que tengan como centro al individuo
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Pourezzat, Ali Asghar, and Ghazaleh Taheri Attar. "Professional Adhocracy, an Appropriate Design for Knowledge Economy in the Light of Mintzberg's Perspective." Journal of Electronic Commerce in Organizations 7, no. 4 (October 2009): 1–20. http://dx.doi.org/10.4018/jeco.2009100101.
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Success in the economy of digital age requires special capabilities. These capacities would be able to make the limited economical resources into valuable products. Among future limitations, limitation of super-specialized and expert human resources is very important and determining. Super-specialized human resources are considered as strategic factors and the structure of future organizations should be designed in a way to best utilize the capability of these resources. Therefore, the main problem of future organizations is exploiting and utilizing the knowledge of super-specialized human resources. In this regard, combining the flexibility of adhocratic organizations and expertise-oriented credit of professional bureaucratic tried to design a relatively appropriate structure in the light of Mintzberg’s perspective in order to succeed in future age or the knowledge-oriented age of digital economy.
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Jan, Muhammad Adil, Syed Muhammad Amir Shah, and Kashif Ullah Khan. "The Impact of Culture on Innovation: the moderating role of Human Capital." International Journal of Accounting and Financial Reporting 1, no. 1 (December 31, 2014): 607. http://dx.doi.org/10.5296/ijafr.v4i2.6871.
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Innovation plays an important role in developing the economy, to expand and sustain the high performance of firms, to maintain competitive edge in industry and improved the standard living and in creating a better quality of life. In Adhocratic culture, openness provides to employees and no fear of doing faults or getting things wrong to be done, human capital are the creative peoples and if democratic organizational culture is provided to them the organization can be find more innovative. The focus of current study was on the link between organizational cultures and innovation. Although the literature suggests the relevance of culture in increasing innovation, there is a lack of empirical evidence supporting this relation, which this study has explored. Our findings provide support for this relation. Furthermore we found that the organization culture can enhance product innovation, but that it can also inhibit it depending on the values that culture fosters. In particular we found that product innovation is positively associated to adhocracy cultures and has a negative relation to the hierarchical cultures.
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Omidvar, Babak, Kayvan Karimloo, Sadegh Tavakoli Sani, and Hassan Darabi. "Disaster Management Structure of Universities: Case Study of the Central Campus of the University of Tehran." Disaster Medicine and Public Health Preparedness 11, no. 6 (June 8, 2017): 681–93. http://dx.doi.org/10.1017/dmp.2017.12.
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AbstractObjectiveResearch on the disaster management plans of renowned universities worldwide shows that such plans are generally compiled in 3 categories: structural, nonstructural, and organizational sections. The importance of earthquakes in Tehran and the high vulnerability of the University of Tehran to earthquakes encouraged us to challenge the university’s plans concerning disaster management.MethodsAn initial attempt was made to analyze the disaster management of 23 renowned universities worldwide and their structure compared with the present organizational structure of the University of Tehran. Then an expert opinion study was done to determine the appropriate management structure of the Incident Command System.ResultsThese efforts resulted in an adhocratic system as the proper one for emergency situations after an earthquake. Furthermore, the results of the comparative study led to a general management structure that may be considered as a global pattern.ConclusionsAn appropriate organizational structure is proposed for the disaster management of the University of Tehran, which may be used as an appropriate disaster management structure for other universities. (Disaster Med Public Health Preparedness. 2017;11:681–693)
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Stoffers, Jol, Petra Neessen, and Annelie Gorissen. "Employees’ Support for Cultural Change: A Case Study in a Care and Social Welfare Organisation." International Journal of Human Resource Studies 5, no. 2 (May 30, 2015): 151. http://dx.doi.org/10.5296/ijhrs.v5i2.7674.
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The care and social welfare sector in the Netherlands is changing. The care recipients, and their family and social network, are now primarily responsible for their own care. Only those who depend on professional care are financially supported by the government. Any professional help must be employed as effectively and efficiently as possible. This requires care and social welfare organisations to change their strategies and for these strategies to be successful, these organisations need a cultural change. In this case study, it was examined whether there is adequate support for the necessary cultural change in a care and social welfare organisation located in the south of the Netherlands. The study looked into the differences in the desires of the management and the organisation as a whole as to what the cultural change should entail. It can be concluded from the findings of this study that there is indeed support for the enhancement of the adhocratic culture. The main discrepancy lies in the fact that employees prefer less of a market culture, whereas the required cultural profile actually focuses on more. The employees believe that more market culture will lead to less effective service provision for both clients and buyers.
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Грачев, А. А. "BASIC REQUIREMENTS OF THE VUCA-ENVIRONMENT FOR EMPLOYEE COMPETENCE." Институт психологии Российской Академии Наук. Организационная психология и психология труда, no. 3() (October 9, 2020): 120–36. http://dx.doi.org/10.38098/ipran.opwp.2020.16.3.006.
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Обсуждается общая компетентность работника, соответствующая требованиям VUCA-среды. Обосновано, что требованиям этой среды больше всего соответствуют рыночный и адхократический типы организационной культуры. Наиболее значимы в этих типах культур профессиональные, управленческие и командные компетентности, сочетающиеся с мотивационным ядром VUCA-компетентности, имеющем преимущественно самоактуализационный характер. Приведены результаты эмпирического исследования представлений рядовых работников и руководителей среднего звена, которые говорят о том, что: а) мотивационный VUCA-потенциал в портрете идеального работника выражен значимо больше, чем у типичного, б) руководители видят в типичном работнике существенно более высокий VUCA-потенциал, чем рядовые работники. Намечены практические приложения, состоящие в формировании и развитии этих компетентностей в интересах работника и организации. The general competence of the employee that meets the requirements of the VUCA-environment is discussed. It is proved that the market and adhocratic types of organizational culture meet the requirements of this environment most of all. The most significant in these types of cultures are professional, managerial and team competencies, combined with the motivational core of VUCA-competence, which is mainly self-actualization. The results of the empirical study of the views of ordinary workers and middle managers who say that a) motivational VUCA-potential in the portrait of the ideal worker expressed significantly more than the typical, b) the managers see in a typical worker is substantially higher VUCA-potential than ordinary workers. Practical applications are outlined, which consist in the formation and development of these competencies in the interests of the employee and the organization.
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Popadynets, Nazariy, and Tetyana Skrypko. "Modern Organization Models as a Means for Realization of Innovative Processes Increasing the Ukrainian Economy Competitiveness." Economic and Regional Studies / Studia Ekonomiczne i Regionalne 13, no. 2 (June 1, 2020): 199–211. http://dx.doi.org/10.2478/ers-2020-0014.
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SummarySubject and purpose of work: Ukraine’s dynamics by the competitiveness indicators shows the low macroeconomic status and insufficient innovative business climate, yet it doesn’t contradict the opportunities of economic growth. The research is devoted to adaptation of theoretical and applied organizational models of economy growth on the grounds of innovative entrepreneurship development, activation of public-private partnership and functioning of crowdsourcing virtual configuration of commercial and non-commercial social entities. The major objective of the paper is to examine the evolution of organizational models, to determine the tendencies of organizational renovation of economic system based on scientific and technological progress and to outline the directions of improving the efficiency of organizational-institutional transformations in Ukrainian economy.Materials and methods: The research is based on universal methods of formal logic and scientific abstraction, basics of innovation science, investment science and institutional economics, systemic, structural-functional and synergetic approaches as well as information sources of World Economic Forum.Results: The authors’ hypothesis about the correspondence of organizational models to the stages of society’s innovative development is verified. General positioning of Ukrainian economic system in investment-driven classifications is confirmed, аnd activation of mass collaboration model is emphasized in the sector of innovative entrepreneurship.Conclusions: In order to increase the efficiency of organizational-institutional transformations, the concept of bureaucracy-type administrative management is suggested to be reoriented towards the use of adhocratic model with the elements of virtual communication and total digitalization. Social effect of mass collaboration model is determined to be the stimulator of institutional changes in macroeconomic development.
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Simchenko, Natalia A., and Maxim L. Berkovich. "Ecosystem designing for the development of universities in a digital environment." Perspectives of Science and Education 49, no. 1 (March 1, 2021): 491–505. http://dx.doi.org/10.32744/pse.2021.1.34.
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The digitalization of economic relations determines the particular importance of personnel training on a qualitatively new technological basis, which is inextricably linked with the study of the problem of ecosystem designing for the development of universities in a digital environment. The foundations of the systems theory, the theory of education economics, the methods of system analysis, factor analysis, and economic and mathematical modeling were used for studying the problem of ecosystem development for universities. The conducted studies made it possible to obtain the following main research results: the ecosystem principles for organizing the provision of higher education services, representing the integrity of the university system based on network interactions of a set of various participants, as well as objects, projects, processes, and environments, were proposed. An approach to designing a strategy for the development of universities, based on the scenario forecasting of the receptivity of digital economy competencies by students, teachers, and partners of universities in the medium term, is proposed based on the organigram for the implementation of the project of matrix digital transformation of the adhocratic university hierarchy. The conclusions stating that the design of the ecosystem of the development of universities should be aimed at the implementation of the social mission of the university in the region and the transformation of the ecosystem of the region as a whole are formulated. As prospects for further research, the study of the prerequisites for generating the effects of designing the development of a university ecosystem based on the network platform interaction of the economic agents of the region/territory, as well as the implementation of digital transformation projects of the university management system, is considered.
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Kurapova, Irina. "FEATURES OF ORGANIZATIONAL CULTURE IN THE WOMEN’S LABOR COLLECTIVE." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 5 (May 21, 2019): 186. http://dx.doi.org/10.17770/sie2019vol5.4001.
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The article is devoted to one of the topical in modern management the problem of organizational culture. The problem of organizational culture is currently of increased interest in connection with the solution of practical problems of increasing the efficiency of organizations, taking into account the human factor. The basis of the life potential of an organization is its organizational culture, which involves certain ways and forms of people’s activities, based on a specific system of values, norms, ideals of both the organization and society as a whole. The activity of modern organizations depends on many factors, including the gender composition of the organization and the level of general and professional culture of employees, their personal profile.Therefore, the purpose of this research was to study the insufficiently investigated aspect of this problem - the features of the organizational culture in the women’s labor collective. The main method was chosen test method. The study was conducted using the method OCAI (Organizational Culture Analyze Instrument) by C. Cameron, R. Quinn, which allows to determine both the existing and the preferred type of organizational culture.As a result, differences in the profiles of organizational culture in the women's labor collective are shown, compared with the men's labor collective: the current state is characterized by the prevalence of hierarchical organizational culture and a slight severity of indicators of market and clan organizational cultures.It was found that the current state of the organizational culture is not satisfactory for the employees of the organization, preference is given to the clan and adhocratic types of organizational culture and the values of the hierarchical organizational culture currently expressed are rejected.Thus, the organizational culture is determined by the gender characteristics of the employees of the organization and is manifested in their values, norms of behavior and attitudes.
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Bazylevych, Viktoriya. "ORGANIZATION OF SOCIAL COMMUNICATIONS IN THE OFFICE CENTERS ARCHITECTURE OVER THE LAST YEARS." Current problems of architecture and urban planning, no. 58 (November 30, 2020): 211–22. http://dx.doi.org/10.32347/2077-3455.2020.58.211-222.
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Office centers and big office parks with the comfortably organized environment are in a huge demand type of buildings over the last years.
Research on communication in the architecture of twenty seven “A-class” office buildings in Great Britain, Denmark, Netherlands, Sweden, Norway, Finland, Estonia, France, Germany, Austria, Italy, and Portugal in years 2017-2019 is based upon these given meanings of a term «social communication»: 1) ... is a process which connects different parts of a social network with one another; 2) ...is a transmission of information, ideas, emotions, in form of signs and symbols.
Flexible plannings of European office buildings, which can be instantly transformed, according to the company’s needs are best suited with an adhocratic type of organizational culture in Europe.
This work consists of the analysis of the features of social communications in office centers based on: · social communications between people; · social communications between people and the environment.
Organization of social communications: 1. External: (“office is a part of a city environment”) A) integration of a building in the city environment by using · restaurant and cafes on bottom floors; · planting of greenery; · patios and transit area spaces; entering zone, rooftop lounge-zones with open access; B) connection with the surrounding panorama by using solid glass facades, which also represents transparency of work processes; C) informing through building design about the company’s work stability with static facades. 2. Internal: A) horizontal (existence of individual space in shared space): “openoffice” system with open and semi-open spaces with constant working zones on the perimeter of the building, negotiation rooms, opened zones for the teamwork and temporary workspaces “touch down”- type; B) vertical: administration zon, talk rooms, shared communicative spaces; 3. A) planned and formal: training room, talk rooms, conference-rooms. B) random and situational: all office spaces (working zones excluded) including stairs and ramps. Office spaces also provide direct and indirect; interpersonal, intergroup and inter-organizational social communication [12].
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Korolovich, Oksana, Maryna Resler, and Vasyl Pihosh. "CORPORATE LAW AND CORPORATE CULTURE AS A MEANS OF INFLUENCING EFFICIENCY." Scientific Bulletin of Mukachevo State University. Series “Economics” 1(13) (2020): 97–103. http://dx.doi.org/10.31339/2313-8114-2020-1(13)-97-103.
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Corporate law and corporate culture are a set of means of multidirectional influence on the efficiency of corporate legal entities, using the means of generating the effects of influence on efficiency in general, affecting specific numerical indicators of activity. In addition, corporate law regulates the relations that may arise during the creation, implementation and termination of economic activity, determines the means, forms and structure of the organization. The purpose of the article is to determine the features and basic principles by which corporate law and corporate culture form models of behavior that help achieve goals and optimize certain processes in the activities of corporate legal entities. The research methodology is based on the methods of logical analysis. In addition, the study used the method of critical analysis of scientific literature and practical experience. The results of the study allowed us to consider corporate culture and corporate law as specific means of modeling staff behavior or management. They are such tools that form a scientific novelty and allow to achieve such an image of staff interaction that is acceptable for the efficiency of corporate legal entities. This is especially true because corporate rights are subjective in nature and arise within a specific relationship based on objective law. The basic result that forms the novelty was the structuring of corporate culture and corporate law, which is implemented in terms of: model basis, which determines the features and basic principles of influencing the behavior of staff; patterns of behavior in the organization, which determine the internal environment, where each employee invests in a common goal (efficiency of the enterprise). The study of the model basis of corporate culture and corporate law, models of behavior in the organization allowed to outline the basic principles by which they positively affect the efficiency of corporate legal entities. The selected principles of corporate culture and corporate law provide a positive impact on the efficiency of corporate legal entities, only if the formation of clan or adhocratic types of corporate culture. The practical significance of the study is to identify elements for software development that will help corporate entities to involve employees in work processes, as well as to create and strengthen corporate culture. Keywords: corporate culture; corporate law; efficiency; corporate entity; personnel model or type of behavior
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Rohim, Abdul, and I. Gede Sujana Budhiasa. "Organizational culture as moderator in the relationship between organizational reward on knowledge sharing and employee performance." Journal of Management Development 38, no. 7 (August 12, 2019): 538–60. http://dx.doi.org/10.1108/jmd-07-2018-0190.
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Purpose The purpose of this paper is to examine whether organizational rewards are able to improve knowledge sharing and have an impact on employee performance moderated by organizational culture type in Ternate Municipal Government. Design/methodology/approach The design for data collection a uses survey approach, that is a form of research conducted to obtain facts about the phenomena that exist in regional government organizations to seek more factual and systematic information. The research was conducted in Ternate Municipal Government area of North Maluku Province, Indonesia. The organizations of regional apparatus are public sector agencies responsible for providing services to the public. The population in this study is echelon IIb‒IVb officials in regional apparatus organizations and certain structural officials. The units of analysis that are focused on in this research are the head of local agency, body, and office; the secretary of local agency, body and office; the head of board, the head of division, the head of the sub-board and the head of sub-division. Findings Organizational rewards in the form of giving economic rewards as remuneration, such as employee performance allowance, significantly affect individual attitudes in knowledge sharing. The interaction between the variable of remuneration with clan culture has a significant effect on knowledge sharing; these findings suggest that clan culture is a pure moderation variable that strengthens the relationship between remuneration and knowledge sharing. The result of this research proves that the interaction between the variable of remuneration with adhocracy culture has no significant effect on knowledge sharing. The interaction between the variable of remuneration with hierarchical culture has a significant negative effect on knowledge sharing. Market culture is not proven to moderate the relationship between remuneration and knowledge sharing. However, market culture variables directly and significantly affect knowledge sharing. Originality/value This research is the development of a research model conducted by Durmusoglu et al. (2014). The previous model uses organizational culture with a knowledge-sharing culture instrument, whereas this research develops organizational culture by using the type of organizational culture by Cameron and Quinn (1999), namely clan culture, adhocratic culture, hierarchical culture, and market culture. This type of organizational culture as a moderating variable can be expected to play a role in strengthening organizational rewards toward sharing knowledge and also impacting employee performance. Howell et al. (1986) revealed that organizational culture can strengthen the relationship between organizational rewards and disseminated knowledge. Hence, organizational culture moderates the relationship between organizational rewards for knowledge sharing to build upon Durmusoglu et al. (2014).
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Kirsop-Taylor, Nick A., and Adam P. Hejnowicz. "Designing public agencies for 21st century water–energy–food nexus complexity: The case of Natural Resources Wales." Public Policy and Administration, May 21, 2020, 095207672092144. http://dx.doi.org/10.1177/0952076720921444.
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Public environmental organisations face a Herculean task: to be responsive to public and executive expectations for decentralisation, integration, increasing accountabilities and efficiency savings plus, contemporaneously, managing increasingly complex nature–society systems as exemplified by the water–energy–food nexus. The public-agency innovation literatures and contingency theory offer partial explanations for this challenge. However, this article, which sits at the intersection of public administration and organisational theory, proposes a new analytical framework for framing public-agency responses to nexus complexity. It first outlines the framework and then tests it on the case of Natural Resources Wales, the Welsh national natural environment agency. This case identifies six distinct innovations that have adopted to meet complex nexus pressures. This leads us to characterise the case as an example of a multi-scalar, hybrid, adhocratic organisation designed to meet nexus challenges. These findings have wider impact for the international community of public agencies with socio-environmental remits facing similar nexus pressures and challenges in the 21st century.