To see the other types of publications on this topic, follow the link: Complex organizations – Case studies.
Journal articles on the topic 'Complex organizations – Case studies'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Complex organizations – Case studies.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Hassan Pourhanifeh, Gholam, and Mohammad Mahdavi Mazdeh. "Identifying the critical success factors of organization with Analytic Hierarchy Process approach (case study – Iran Argham Company)." Problems and Perspectives in Management 14, no. 4 (December 14, 2016): 54–60. http://dx.doi.org/10.21511/ppm.14(4).2016.06.
Full textAbstract:
In today’s challenging and complex world, organizations success depends on productivity, continuous improvement in all dimensions and reforming the pattern of resource utilization. Therefore, organizations, while considering restrictions, should focus on the most effective factors or so-called critical success factors. This paper intends to identify and prioritize the critical success factors, among other, factors influencing success of the organization, using hierarchical analysis and application of tools and related software. Analytic Hierarchy Process provides the possibility to compare the factors via creating matrix of paired comparisons. The case study in this research includes identifying the critical success factors and prioritizing them in Iran Argham Company. Finally, among the results presented, five critical success factors are identified from the forty influential factors. These five factors account for about seventy percent of the organization’s success. It should be noted that most studies conducted in this area focuse on the certain processes and special systems rather than study on the organization as a whole unit. This model can also be generalized to all organizations, including SMEs, and would provide remarkably valuable approaches, especially in competitive markets. Keywords: key success factors, strategic management, critical success factors, AHP. JEL Classification: M10, M14, L21, C44
2
Tao, Zhigang, and Haibo Zhang. "Partnering Strategies of Organizational Networks in Complex Environment of Disaster in the Centralized Political Context." Complexity 2020 (December 1, 2020): 1–13. http://dx.doi.org/10.1155/2020/9687390.
Full textAbstract:
Organizational networks are a widely used approach to deal with the “wicked problems” of disasters. However, current studies are insufficient in examining what strategies organizations actually employ to select partners in a complex environment of disaster, particularly in the centralized administrative context. This case study uses exponential random graph models (ERGMs) to explore different partnering strategies that organizations used to form organizational networks in response to the Tianjin Port blast, a well-known disaster in China. Results demonstrate that participating organizations prefer (a) the bonding structure strategy to form “reciprocity” and “transitive clustering,” (b) the power concentration strategy to work with popular organizations, and (c) the homophily strategy to work with similar attribute organizations. However, contextual backgrounds influenced organizational attributes and strategies. This study discusses the implications of the findings and offers recommendations for enhancing collaboration among organizations.
3
Côté-Boileau, Élizabeth, Isabelle Gaboury, Mylaine Breton, and Jean-Louis Denis. "Organizational Ethnographic Case Studies: Toward a New Generative In-Depth Qualitative Methodology for Health Care Research?" International Journal of Qualitative Methods 19 (January 1, 2020): 160940692092690. http://dx.doi.org/10.1177/1609406920926904.
Full textAbstract:
A growing body of literature suggests combining organizational ethnography and case study design as a new methodology for investigating complex organizational phenomena in health care contexts. However, the arguments supporting the potential of organizational ethnographic case studies to improve the process and increase the impact of qualitative research in health care is currently underdeveloped. In this article, we aim to explore the methodological potentialities and limitations of combining organizational ethnography and case study to conduct in-depth empirical health care research. We conducted a scoping review, systematically investigating seven bibliographic databases to search, screen, and select empirical articles that employed organizational ethnographic case study to explore organizational phenomena in health care contexts. We screened 573 papers, then completed full-text review of 74 papers identified as relevant based on title and abstract. A total of 18 papers were retained for analysis. Data were extracted and synthesized using a two-phase descriptive and inductive thematic analysis. We then developed a methodological matrix that positions how the impact, contextualization, credibility, and depth of this combined methodology interact to increase the generative power of in-depth qualitative empirical research in health care. Our review reveals that organizational ethnographic case studies have their own distinct methodological identity in the wider domain of qualitative health care research. We argue that by accelerating the research process, enabling various sources of reflexivity, and spreading the depth and contextualization possibilities of empirical investigation of complex organizational phenomena, this combined methodology may stimulate greater academic dynamism and increase the impact of research. Organizational ethnographic case studies appear as a new in-depth qualitative methodology that both challenges and improves the conventional ways we study the lives of organizations and the experiences of actors within the interconnected realms of health care.
4
Ahonen, Lia, and Jürgen Degner. "Working with complex problem behaviors in juvenile institutional care: staff's competence, organizational conditions and public value." International Journal of Prisoner Health 10, no. 4 (December 9, 2014): 239–51. http://dx.doi.org/10.1108/ijph-04-2013-0018.
Full textAbstract:
Purpose – Institutional staff encounter juveniles with complex problems (externalizing and internalizing) which calls for adequate formal education/training and professional experience to deliver quality treatment, contributing to an effective organization and increasing public value. The purpose of this paper is to investigate staff's formal education, professional experience and the institutions’ organizational strategies providing knowledge and clinical training to staff. Design/methodology/approach – The study includes staff questionnaires from eight wards (n=102). In addition, 39 in-depth interviews were conducted with management and staff members. Findings – Results show that institutions lack clearly defined target groups, 70 percent of staff members lack college education, 30 percent has never been offered education within the organization, and the vast majority of staff does not feel competent in performing their daily work. Practical implications – The results from this study shed light on an overlooked area in institutions, detention centers and prison settings, and are important to policy makers and governmental organizations responsible for coercive care of juveniles. Originality/value – Unlike previous studies, treatment and detention organizations are emphasized as similar to manufacturing industry and profit organizations, and the results are discussed with departure in organizational theory.
5
Stanitsas, Marios, Konstantinos Kirytopoulos, and Georgios Aretoulis. "Evaluating Organizational Sustainability: A Multi-Criteria Based-Approach to Sustainable Project Management Indicators." Systems 9, no. 3 (July 31, 2021): 58. http://dx.doi.org/10.3390/systems9030058.
Full textAbstract:
Even though recent studies designate that sustainability should be integrated in project management, this integration remains a complex issue. Hence, there is a need to develop a new approach that would assess the organizational sustainability and reveal to what extent sustainable project management practices are effective. The aim of this research is to propose a Multi-Criteria Decision Analysis-based method to assess the integration of the sustainability philosophy in large-scale organizations via the utilization of sustainable project management-related indicators. By utilising the proposed approach to compare internal organizational structures, the researchers aim to reveal the sustainability integration level within different business units, in order to allow organizations to make decisions toward sustainable practices. The indicators used in the proposed model are related to key aspects of organizations and they measure how the departments’ staff utilize sustainable project management processes in their construction projects. The case study was conducted in a market-leading design, engineering, and project management consultancy organization. Evaluating organizational sustainability can help organizations target their efforts in certain areas (enhancing sustainable outcomes). It can also facilitate data collection, analysis, and future projections.
6
Szajnfarber, Zoe, and Annalisa L. Weigel. "Managing Complex Technology Innovation." International Journal of Space Technology Management and Innovation 2, no. 1 (January 2012): 30–48. http://dx.doi.org/10.4018/ijstmi.2012010103.
Full textAbstract:
R&D management practices in engineering organizations typically conceptualize complex product innovation as a Stage-Gate process whereby novel concepts are matured through successions of development stages and progressively winnowed down at each sequential gate. This view assumes that maturity is a monotonically increasing function of the technology, and that the active process of winnowing is administrative decisions. This paper tests those assumptions using detailed evidence from six longitudinal case studies of technology innovation at NASA.
7
Landolt, Patricia, Luin Goldring, and Judith K. Bernhard. "Agenda Setting and Immigrant Politics." American Behavioral Scientist 55, no. 9 (August 19, 2011): 1235–66. http://dx.doi.org/10.1177/0002764211407841.
Full textAbstract:
The authors identify and analyze patterns of community organizing among Latin Americans in Toronto for the period from the 1970s to the 2000s as part of a broader analysis of Latin American immigrant politics. They draw on the concept of social fields to map Latin American community politics and to capture a wide range of relevant organizations, events, and strategic moments that feed into the constitution of more visible and formal organizations. Five distinct waves of Latin American migration to Toronto produce three types of community organizations: ethno-national, intersectional panethnic, and mainstream panethnic groupings. This migration pattern also leads to a layering process as established organizations evolve and new migrant groups with specific priorities and ways of organizing emerge. The authors present a case study of the development and agenda-setting process of the Centre for Spanish Speaking People, a mainstream, multiservice, panethnic organization. Agenda setting is defined as the process of defining the vision and mission of an organization or cluster of organizations. The case study captures how a mainstream panethnic organization mediates between diverse in-group agendas of Latin American immigrants and out-group, specifically, state-generated, agendas, and how this agenda-setting process changes over time in tune with shifts in the political opportunity structure. The authors propose, however, that agenda setting is a dialogic social process that involves more than navigating the existing political opportunity structure. Agenda setting involves in-group and out-group dialogues embedded within a complex organizational field. It is an instance of political learning. The analysis of these dialogues over time for a specific group and organization captures immigrant politics in practice.
8
Kamasak, Rifat. "Creation of firm performance through resource orchestration: the case of ÜLKER." Competitiveness Review 25, no. 2 (March 16, 2015): 179–204. http://dx.doi.org/10.1108/cr-02-2014-0005.
Full textAbstract:
Purpose – This study aims to investigate the complex interaction of different resource sets and capabilities in the process of performance creation within the context of resource-based theory. Design/methodology/approach – An inductive case study approach that included multiple data collection methods such as in-depth interviews, observation and documentation was utilized. Findings – Organizational culture, reputational assets, human capital, business processes and networking capabilities were found as the most important determinants of firm performance within the context of Ülker case study. Originality/value – Although large-scale empirical studies can be used to explore the direct resource–performance relationship, these quantitative methods bypass the complex and embedded nature of intangibles and provide only a limited understanding of why some resources are identified as strategic but others are not, what their roles are, and how these resources are converted into positions of competitive advantage. However, understanding of complex nature of resources that are embedded in organizations designates the need for more fieldwork-based qualitative studies. This study aims to address this gap by providing a thorough understanding about the managerial and organizational processes through which the resources become valuable.
9
Warwick-Giles, Lynsey, Imelda McDermott, Kath Checkland, and Valerie Moran. "Moving towards strategic commissioning: impact on clinical commissioning groups as membership organizations." Journal of Health Services Research & Policy 25, no. 1 (April 16, 2019): 22–29. http://dx.doi.org/10.1177/1355819619842272.
Full textAbstract:
Objective This paper aims to explore the nature of clinical commissioning groups (CCGs) in England as membership organizations. Utilizing the concept of meta-organization as a lens, we discuss the impact that this organizational form might have on CCGs’ ability to become ‘strategic commissioners’. Methods We used a longitudinal qualitative approach to explore the adoption and implementation of primary care co-commissioning. The study was undertaken between May 2015 and June 2017 and included interviews with senior policy makers, analysis of policy documents, two telephone surveys, and case studies in four CCGs nationally. Results CCGs operate as membership organizations with closed boundary and low stratification, whereby a consensus or majority needs to be reached by members when activities impact on membership or the CCG’s constitution. While CCGs should move towards a more strategic commissioning role that is focused on local priorities agreed by their members, they are faced with a complex system of accountabilities and responsibilities, which makes this difficult to achieve. Conclusions The nature of CCGs as membership-based meta-organizations has the potential to both help and hinder CCGs in becoming strategic commissioners. The complexities in accountability and governance that the membership approach introduces, and the potential difficulties that CCGs face with competing meta-organizations, raises questions about the future of CCGs as membership organizations.
10
Shamsuzzoha, Ahm, Sujan Piya, and Mohammad Shamsuzzaman. "Application of fuzzy TOPSIS framework for selecting complex project in a case company." Journal of Global Operations and Strategic Sourcing 14, no. 3 (June 10, 2021): 528–66. http://dx.doi.org/10.1108/jgoss-07-2020-0040.
Full textAbstract:
Purpose This study aims to propose a method known as the fuzzy technique for order preference by similarity to ideal solution (fuzzy TOPSIS) for complex project selection in organizations. To fulfill study objectives, the factors responsible for making a project complex are collected through literature review, which is then analyzed by fuzzy TOPSIS, based on three decision-makers’ opinions. Design/methodology/approach The selection of complex projects is a multi-criteria decision-making (MCDM) process for global organizations. Traditional procedures for selecting complex projects are not adequate due to the limitations of linguistic assessment. To crossover such limitation, this study proposes the fuzzy MCDM method to select complex projects in organizations. Findings A large-scale engine manufacturing company, engaged in the energy business, is studied to validate the suitability of the fuzzy TOPSIS method and rank eight projects of the case company based on project complexity. Out of these eight projects, the closeness coefficient of the most complex project is found to be 0.817 and that of the least complex project is found to be 0.274. Finally, study outcomes are concluded in the conclusion section, along with study limitations and future works. Research limitations/implications The outcomes from this research may not be generalized sufficiently due to the subjectivity of the interviewers. The study outcomes support project managers to optimize their project selection processes, especially to select complex projects. The presented methodology can be used extensively used by the project planners/managers to find the driving factors related to project complexity. Originality/value The presented study deliberately explained how complex projects in an organization could be select efficiently. This selection methodology supports top management to maintain their proposed projects with optimum resource allocations and maximum productivity.
11
Ivory, Chris, and Neil Alderman. "Can Project Management Learn Anything from Studies of Failure in Complex Systems?" Project Management Journal 36, no. 3 (September 2005): 5–16. http://dx.doi.org/10.1177/875697280503600302.
Full textAbstract:
Studies of failure in complex technology systems point to the role of non-linear interactions, “emergence,” conflicting objectives, overly centralized management and “multi-nodality” in precipitating this failure. At the same time, studies of technology failure and safety in high-reliability organizations point to the benefits of what might be termed an “interventionist” approach to managing. Drawing on the insights of these studies, we explore three case studies of complex projects to show the importance of ongoing management “interventions” in preventing project failure. We conclude that “interventionism,” as a balance to overreliance on centralized project management systems, may be a fruitful approach to project management in the context of complex projects.
12
Roumani, Ali M., Nathan McNeill, Lalit Patil, Mourad Ouzzani, and Edwin Daniel Hirleman. "GlobalHUB." International Journal of Web Portals 6, no. 2 (April 2014): 1–13. http://dx.doi.org/10.4018/ijwp.2014040101.
Full textAbstract:
Recently, sustainability of virtual organizations has been receiving increasing attention in the literature. Most of suggested sustainability pieces have been theoretical in nature or based on case studies. The essence of such articles is: build it, and they will come. However, as the authors have discovered in their experience with a virtual organization called GlobalHUB, putting all of the suggested building blocks into place does not necessarily lead, by itself, to sustainability of a virtual organization. The authors argue that sustainability has many complex and dynamic dimensions that need to be addressed in existing models of sustainability for virtual organizations. In this paper the auhtors provide our key learnings in the process of building GlobalHUB as a sustainable online community.
13
Nold, Herbert, and Lukas Michel. "The performance triangle: a model for corporate agility." Leadership & Organization Development Journal 37, no. 3 (May 3, 2016): 341–56. http://dx.doi.org/10.1108/lodj-07-2014-0123.
Full textAbstract:
Purpose – The purpose of this paper is to synthesize ten years of case studies and data analysis from which emerged an organizational design that facilitates adaptability, agility, and resilience. The resulting triangular model of culture, leadership, and systems is proposed. Design/methodology/approach – Analysis of over 100 case studies over ten years along with statistical analysis of survey data from 50 of those companies resulted in the emergence the triangular model and provides quantitative support for validity. Findings – People drive a complex and dynamic system with culture, leadership, and systems as key factors driving organizational success in a rapidly changing environment. The critical factor in adapting to change is designing organizations to maximize the vast tacit knowledge base within organizations. Diagnostic tools are necessary to identify underlying strengths and weaknesses to initiate targeted discussions and provide a baseline for measurement. Research limitations/implications – All of the organizations were from Europe, Africa, or the Middle East. Practical implications – The emergent people-centric triangular model with culture, leadership, and systems at the points along with the development of a diagnostic tool offers a methodology for executives to gain valuable insight into critical elements of their organizations from which to initiate constructive dialogue leading to effective action. Originality/value – Many authors have offered theories on developing agile organizations. The emergent people-centric performance triangle and evolving diagnostic instrument add to the body of existing literature and lays the groundwork for practical tools and methods to yield practical results.
14
Moore, Jerry D. "The Archaeology of Dual Organization in Andean South America: A Theoretical Review and Case Study." Latin American Antiquity 6, no. 2 (June 1995): 165–81. http://dx.doi.org/10.2307/972150.
Full textAbstract:
The concept of dualism has become a major theme in archaeological, ethnohistoric, and ethnographic studies of native South American societies. This article reviews use of the concept by archaeologists and ethnohistorians in the Andes, and considers an ethnohistoric and archaeological case from the Nepeña Valley of the Peruvian North Coast. The review shows that various ideas have been described by the terms “dualism” or “dual organization,” and that archaeologists have interpreted paired sets of remains as the material expressions of dualism. The Nepeña Valley data document a paradoxical case in which the power of local lords, who shared rule, was based on dual organizations, and yet the settlement pattern is clearly hierarchical. This suggests that although dual principles may have formed the social syntax of authority, political power—particularly access to labor—was asymmetric, suggesting, in turn, the need to reconsider the relationship between material remains and complex social principles such as dualism in archaeological approaches to prehistoric social and political organizations.
15
Hoss, Osni, Vanderlei Bromberger, Claudio Antonio Rojo, and Almir Ferreira De Sousa. "Simulation of Scenarios: Case Study in the Funding Sources of the Foundation of Support for Education, Research and Scientific and Technological Development of the Federal Technological University of Paraná – Campus Pato Branco." Revista Ibero-Americana de Estratégia 11, no. 3 (December 1, 2012): 172–204. http://dx.doi.org/10.5585/ijsm.v11i3.1895.
Full textAbstract:
Running a business in the current context is a complex task. Changes and market requirements are becoming more dynamic. Given this reality it is necessary to simulate possible scenarios. Studies of scenario simulation have emerged to enable organizations a guidance on this new reality. Using a methodology based on critical variables, the simulation of scenarios extends the capability of organizations visualize their future strategic actions in order to achieve their goals. Through the theoretical framework, this study aimed to study this methodology, gathering information and presenting the main concepts related to the subject to, in the case study, apply them in the fund sources of FUNTEF-PR, Campus Pato Branco. The study found that a scenario rarely happens exactly as it was simulated, but it reduces the future organizational uncertainties. It is shown as a tool able to assist the organization in defining its strategy, at the same time,allowing a more flexible and appropriate position to deal with the uncertainty and the new, making the future less doubtful.
16
Vohra, Veena. "Organizational environments and adaptive response mechanisms in India." Journal of Indian Business Research 7, no. 1 (March 16, 2015): 21–44. http://dx.doi.org/10.1108/jibr-01-2014-0001.
Full textAbstract:
Purpose – The purpose of this paper is to investigate the nature of the organizational environments of Indian business organizations and to identify the adaptive response mechanisms that organizations use to cope with their environments. This paper also examines in detail the causal texture of the organizational environments and attempts to build a conceptual model mapping adaptive responses of organizations to different types of organizational environments. Design/methodology/approach – A constructivist stance was adopted in this exploratory study to capture the perceptions of the organizational leaders through the multiple case study design to capture the features of the organizational environments and their causal texture. The multiple case study design used an embedded mixed-methods approach to collect data. Within-case analysis and cross-case analysis were conducted to draw out prominent themes across cases ordered for particular organizational environment types. The study was conducted by following construct validity, internal reliability and external validity guidelines. Findings – The study highlights and describes in detail the characteristics of the different organizational environment types in India. It is revealed that a majority of Indian organizations exist in turbulent environments. There are differences in the adaptive response mechanisms of organizations in the environment types studied. The study specially focuses on the strategies adopted by Indian organizations to adapt to turbulent environments. Practical implications – This study maps the causal texture of organizational environments in India and maps the organizational adaptive responses to the environment for greater effectiveness. This study offers various strategies to cope with turbulent organizational environments and adds to the research focus on causal texture and adaptive capacities of organizations across different types of environments. Originality/value – This study contributes to an ignored subject area of organizational environments. Managing organizations in uncertain and turbulent environments is complex, and this study provides an understanding about the various types of adaptive mechanism that are used to cope with environmental turbulence. This study also attempts to answer several questions that previous research works have raised about strategies that organizations use when they fail to cope with environmental turbulence.
17
Singh, Rajesh Kumar, and Pravin Kumar. "Measuring the flexibility index for a supply chain using graph theory matrix approach." Journal of Global Operations and Strategic Sourcing 13, no. 1 (September 12, 2019): 56–69. http://dx.doi.org/10.1108/jgoss-04-2019-0027.
Full textAbstract:
Purpose In complex business environment of today, organizations are trying to be flexible and agile for meeting dynamic demands of customers in terms of product variety, cost cutting and decreasing product life cycle. The main purpose of this paper is to identify different attributes of flexibility and to propose an approach for evaluating flexibility index of a supply chain. Design/methodology/approach Total 33 factors are identified from the literature and further clustered into six major groups. They are top management commitment, organizational factors, mutual understanding, flow of information, relationship and decision-making and responsiveness. On the basis of these factors, an index has been developed by using graph theory matrix approach to evaluate the flexibility intensity of the supply chain for the firm in consideration. Findings The proposed approach has been illustrated in context to an Indian automobile organization, and value of the flexibility index has been evaluated. Framework proposed will help the supply chain managers to evaluate the flexibility index of their respective organizations. Research limitations/implications As values taken for different flexibility sub-factors are based on inputs given by managers of case organization, chances of bias may be there. Therefore, a study may be validated with more case studies to validate the proposed framework. Based on the flexibility index, organizations can find their strong and weak areas for strategy development. Originality/value A firm can also compare the flexibility index of its own supply chain with other’s supply chain or with the best in the industry for benchmarking purpose. Benchmarking of flexibility will help organizations in developing strategies to compete in dynamic market scenario.
18
Green, Rodney. "Funding and Capacity Building Fuel Cooperation: A Case Study of Counter-Force Networks Fighting Sexual Exploitation and Trafficking in India." Slavery Today Journal 1, no. 2 (July 2014): 53–71. http://dx.doi.org/10.22150/stj/awfk7537.
Full textAbstract:
Historically, organizations combatting trafficking for sexual exploitation in India have struggled to cooperate. Due to the multifaceted demands of protecting vulnerable populations and confronting criminal networks, a lack of cooperation can lead to interventions that are ineffective or detrimental. Multiple case studies have indicated that there are three interrelated challenges that hinder cooperation: complex political landscapes, limited vision and funding dedicated to inter-organizational relationships, and a lack of expertise in particular disciplines. One case study indicated that coordinated funding and capacity building fueled sustainable cooperation to form a counter-force that can more effectively combat sexual exploitation and trafficking in India.
19
Pandey, Satyendra C., Andrew Dutta, and Amar KJR Nayak. "Organizational capabilities and knowledge management success: a quartet of case studies." Kybernetes 47, no. 1 (January 8, 2018): 222–38. http://dx.doi.org/10.1108/k-01-2017-0041.
Full textAbstract:
Purpose The aim of this paper is to understand the role of organizational capabilities in knowledge management (KM) success pattern and how KM initiatives can be designed for organizational success. Design/methodology/approach The authors adopted a qualitative, descriptive case study research design to study the complex contextual issue of organizational capabilities and its role in KM success of information technology companies. Findings Findings of the study indicate that success of KM is not only bound by its processes but also by key infrastructure which can either promote or inhibit KM. To realize KM success, infrastructure capabilities have to be supported by knowledge process capabilities and vice versa. Research limitations/implications Future research can continue to examine organizational capabilities from the perspective of teams or business units in contrast to the organization. Originality/value This paper adds valuable empirical insights from Indian standpoint to the existing KM literature concerning preconditions of success and failure of KM initiatives in companies.
20
Benschop, Yvonne. "Grand Challenges, Feminist Answers." Organization Theory 2, no. 3 (June 7, 2021): 263178772110203. http://dx.doi.org/10.1177/26317877211020323.
Full textAbstract:
Feminist organization theories develop knowledge about how organizations and processes of organizing shape and are shaped by gender, in intersection with race, class and other forms of social inequality. The politics of knowledge within management and organization studies tend to marginalize and silence feminist theorizing on organizations, and so the field misses out on the interdisciplinary, sophisticated conceptualizations and reflexive modes of situated knowledge production provided by feminist work. To highlight the contributions of feminist organization theories, I discuss the feminist answers to three of the grand challenges that contemporary organizations face: inequality, technology and climate change. These answers entail a systematic critique of dominant capitalist and patriarchal forms of organizing that perpetuate complex intersectional inequalities. Importantly, feminist theorizing goes beyond mere critique, offering alternative value systems and unorthodox approaches to organizational change, and providing the radically different ways of knowing that are necessary to tackle the grand challenges. The paper develops an aspirational ideal by sketching the contours of how we can organize for intersectional equality, develop emancipatory technologies and enact a feminist ethics of care for the human and the natural world.
21
Lewis, Howard B., Andrew S. Imada, and Michelle M. Robertson. "Xerox Leadership through Quality: Merging Human Factors and Safety through Employee Participation." Proceedings of the Human Factors Society Annual Meeting 32, no. 13 (October 1988): 756–59. http://dx.doi.org/10.1518/107118188786762315.
Full textAbstract:
Organizations are addressing problems resulting from increasing international competition and complex technologies by implementing participative management techniques. Recent evidence suggests that participatory ergonomics can be an effective, cost-efficient method for solving a variety of production, human factors, and safety related problems. This paper presents an example of how participative management has been used effectively in introducing human factors, sociotechnical, and safety change in a large international organization. Case studies such as this one demonstrate how participation can reduce costs, training requirements, injuries, and absenteeism.
22
Pless, Sam, Geert Van Hootegem, and Ezra Dessers. "Making care organizations great again? A comparison of Care Pathways, Lean Thinking, Relational Coordination, and Modern Sociotechnical Design." International Journal of Care Coordination 20, no. 3 (August 16, 2017): 64–75. http://dx.doi.org/10.1177/2053434517725529.
Full textAbstract:
Introduction Care organizations are often not well equipped to the increasing complexity and chronicity of diseases. Several organizational redesign models propose interventions that may help organizations adapt to this new reality. The objective of this study is to describe the redesign models in a uniform manner and to offer conceptual clarity. Methods This study presents a systematic comparison of the problem definition and proposed interventions of four redesign models: Care Pathways, Lean Thinking, Relational Coordination, and Modern Sociotechnical Design. Data were collected through a critical and thematic review of selected literature. Data were analyzed using a priori deducted coding derived from a theoretical framework based on Mintzberg. The COREQ checklist was used to minimize bias. Results Twenty conceptual documents and practical guidelines were included for data analysis. The problem definition of the four redesign models is largely similar and suggests that fragmented task division and centralized coordination hinder the delivery of complex and chronic care. The proposed interventions differ between the redesign models, but in general more attention is given to the coordination of tasks than to task division, and interventions are mainly situated at the micro (workplace) and meso (work unit) levels of the organization. Discussion The systematic comparison clarifies the similarities and differences between the analyzed redesign models, which can be useful for improving studies on redesign model effectiveness. Additionally, systematic comparison supports care organizations in selecting appropriate redesign models. Future studies may involve a larger selection of redesign models as well as the redesign of inter-organizational networks.
23
Rock, Joeva, and Rachel Schurman. "The complex choreography of agricultural biotechnology in Africa." African Affairs 119, no. 477 (July 29, 2020): 499–525. http://dx.doi.org/10.1093/afraf/adaa021.
Full textAbstract:
Abstract In spite of impressive efforts from public and private organizations over the last 25 years, agricultural biotechnology has gained relatively little ground in Africa. Using ethnographic research and case studies from across the continent, we argue that a complex choreography of socio-political, regulatory, and business conditions is required for agricultural biotechnology projects to ‘succeed’ in Africa. While this choreography is rarely achieved, efforts to bring agricultural biotechnology to the continent have resulted in significant reconfigurations of political, legal, and media landscapes in many African countries. These shifts cry out for more scholarly attention, which we attempt to give here.
24
Zhao, Wu, Wei Liu, and Yun Chen. "Internal Fission Strategies in Corporate Entrepreneurship: A Case Study in China." Sustainability 11, no. 19 (September 25, 2019): 5275. http://dx.doi.org/10.3390/su11195275.
Full textAbstract:
Although the research of corporate entrepreneurship has continued to advance, few studies investigate corporate entrepreneurial activities within existing organizations in emerging market firms based on a case study approach. Building on a case study of PHNIX, a Chinese manufacturing firm, we draw on the literature on corporate entrepreneurship to develop a framework for understanding the occurrence, development and management of corporate entrepreneurial activities in organizational settings, and present a typology of some of the strategies that can be used in the process of corporate entrepreneurship. The findings considered the elements of entrepreneurial insight, pro-entrepreneurial organizational antecedents, knowledge sharing activities and internal incubation represent the core work in the fission process of corporate entrepreneurship. As such, we conclude with a discussion of theoretical and practical implications for further understanding the essence of corporate entrepreneurship in a complex organizational context. In addition, managers seeking to corporate entrepreneurship could benefit from the findings enabling them to understand and even adopt some of the principles and fission strategies used by PHNIX.
25
Wilson, Michael, Adrian Guta, Kerry Waddell, John Lavis, Robert Reid, and Cara Evans. "The impacts of accountable care organizations on patient experience, health outcomes and costs: a rapid review." Journal of Health Services Research & Policy 25, no. 2 (April 2020): 130–38. http://dx.doi.org/10.1177/1355819620913141.
Full textAbstract:
Objectives Accountable care organizations were implemented as a system-level approach to address quality differences and curb increasing healthcare costs in the United States of America, and have garnered the interest of policy makers in other countries to support better management of patients. The objectives of this paper are to: (1) identify the impacts of accountable care organizations on improving the quadruple aim goals of improving patient experience of care, enhancing population health outcomes, reducing the per capita cost of health care and ensuring positive provider experiences and (2) determine how and why such impacts have been achieved through accountable care organizations. Methods We used a rapid review approach, searching Health Systems Evidence (for systematic reviews) and PubMed (for reviews and studies). Results were reviewed for inclusion independently by two researchers. Data were extracted by one reviewer and checked for consistency by another. Results We identified one recent systematic review and 59 primary studies that addressed the first objective ( n = 54), the second objective ( n = 4) or both objectives ( n = 1). The reviewed studies suggest that accountable care organizations reduce costs without reducing quality. Key findings related to objective 1 include: (1) there are positive trends across the quadruple–aim outcomes for accountable care organizations as compared to Medicare fee-for-service or group physician fee-for-service models; (2) accountable care organizations produced modest cost savings, which are largely attributable to savings in outpatient expenses among the most medically complex patients and reductions in the delivery of low-value services; (3) accountable care organization models met the majority of quality measures and perform better than their fee-for-service counterparts and (4) there is relatively little evidence about the impact of accountable care organizations on provider experience. Qualitative studies related to objective 2 highlighted mechanisms that were important for enabling accountable care organizations, including supplemental staff to enhance coordination and accountable care organization-wide electronic health records. Conclusions General trends and increased adoption of models similar to accountable care organizations outside of the USA suggest that these models outperform traditional fee-for-service models across the quadruple aim goals, although with mixed evidence about health outcomes.
26
Pellinen, Jukka, Toni Mättö, Kari Sippola, and Antti Rautiainen. "Blame game or dialogue? Financial, professional and democratic accountabilities in a complex health care setting." Accounting, Auditing & Accountability Journal 31, no. 2 (February 19, 2018): 626–50. http://dx.doi.org/10.1108/aaaj-03-2016-2449.
Full textAbstract:
Purpose The purpose of this paper is to investigate how the complexity of the network governance setting affects accountability practices. The authors pay particular attention to the organizational characteristics that may enable a common understanding of multiple accountability relationships, or lead to problems in reconciling competing forms of accountability, thereby appearing as blame game-type behavior. Design/methodology/approach The authors conducted a case study with 31 semi-structured interviews in a Finnish health care organization (FHC) that offers basic public health care services. The organization represents a co-operative arrangement with the main city and three smaller municipalities. The FHC has faced difficulties in balancing budget constraints with the provision of statutory care to citizens. This case is analyzed with the help of theories relating to accountability, the blame game, and dialogue. Findings The authors found that in the FHC operating under austerity constraints, attempts to reconcile financial, professional, and democratic accountability were made but, instead of dialogue and consensus, the different stakeholder groups resorted to defensive tactics in order to protect their resources, position, or sense of professional obligation. The authors suggest that in a context of network governance, accompanied by an increasing emphasis on financial accountability, organizational practices are susceptible to conflicting accountabilities and behavior characterized in this paper as a blame game. Originality/value The study contributes to the empirical studies on accountability in the new public governance context by analyzing the complex accountability relations between stakeholder groups with different agendas. The authors suggest organizational characteristics that may exacerbate conflicts between different stakeholder groups and prevent constructive dialogue. Furthermore, the study analyzes the composition of democratic accountability within the studied organization.
27
Stephens, Matt, Kathryn Denhardt, James Flynn, Robert Lyons, and James Swasey. "THE NAUTURE OF CONFLICT IN PUBLIC GARDENS." HortScience 41, no. 3 (June 2006): 492A—492. http://dx.doi.org/10.21273/hortsci.41.3.492a.
Full textAbstract:
Public gardens are complex, multi-faceted, diverse organizations that execute a broad scope of tasks including fundraising, educational programming, marketing, public relations, and horticultural research. This broad scope of work creates numerous challenges for these institutions. One of which is conflict between front-line and administrative staffs. The goal of this research is to help explain why conflict between front-line and administrative staffs exists in public gardens. The research found no existing research on the topic of conflict in botanic gardens, but some in other industries. The research was a mixed methods design, including two case studies at separate public gardens and an online questionnaire. Both case studies consisted of separate focus groups and individual interviews with staff at different levels of the organization. Questionnaire results also came from various personnel levels (front-line and administrative) of public gardens. Once final data collection occurred, they were coded into similar categories outlined by the Malcolm Baldridge Standards, an internationally recognized assessment tool for excellence. Early analysis of the data indicates that conflict occurs due to a lack of: a clear mission and vision, effective communication, and empowerment within the organization.
28
Shulekina, Julia, Diana Novikova, and Madina Abayeva. "Culture of an inclusive educational organization as an indicator of the quality of education in a contemporary metropolis." SHS Web of Conferences 98 (2021): 01020. http://dx.doi.org/10.1051/shsconf/20219801020.
Full textAbstract:
In modern realities, the design of conceptual aspects of educational inclusion is the actual research problem. The key concept for the formation of an inclusive platform of an educational organization is “organizational culture” which is understood as the result of the complex integrative interaction of the educational process participants and various learning environments created in the space of educational organizations of megacities. The purpose of the present study is to substantiate the need to support and develop organizational culture by different participants, including pupils with health limitations. This naturally removes the restrictions on any kind of support, care, and accompaniment that children with developmental disabilities can receive in an inclusive educational organization to achieve social and academic success. The review presented in the article is based on the analysis of several significant scientific and practical studies on the concerned problem. Following this goal, the article reveals the conditions for building, as well as trends in the development of an inclusive culture in educational organizations, which is necessary for the effective inclusion of the latter in a broader inclusive educational environment. The article emphasizes that different actors need different training to implement organizational culture, which significantly affects the involvement of different learning environments as an incubator in such training. The authors carried out the analysis of the Russian and Western models of organizational culture. Based on the data of foreign studies, the authors show the characteristic features of the European model of an organizational inclusive culture, as well as list the basic principles necessary to form an organizational culture included in the inclusive practice of an educational organization in the Russian Federation.
29
Jarnkvist, Karin. "Using Intersectional Perspectives in the Studies of Non-Religion Ritualization." Religions 12, no. 1 (December 22, 2020): 2. http://dx.doi.org/10.3390/rel12010002.
Full textAbstract:
In the 21st century, the Church of Sweden has lost its dominant position regarding the ritualization of births, marriages, and deaths in Sweden. Above all, name giving ceremonies, civil weddings, and civil funerals have become more common. The purpose of this article is to illustrate how intersectional perspectives can improve the understanding of the construction of non-religion in life-cycle ritualization, such as name giving ceremonies and civil funerals, performed beyond religious or non-religious organizations. This article presents the intersectional analyses of two non-religion ritual narratives as examples of how intersectional analyses could be conducted. The analysis clarifies the impact of power in non-religion ritualization, and how non-religion is constructed in relation to other discursive categories, in this case gender, sexuality, social class and nationality. The conclusion is that the use of intersectional perspectives is relevant for gaining a complex understanding of the construction of non-religion as well as knowledge of ritualization beyond religious or non-religious organizations nowadays.
30
Lurie, S. G. "Global Health Equity and Advocacy: The roles of international Non-Governmental Organizations." Health, Culture and Society 2, no. 1 (April 18, 2012): 103–14. http://dx.doi.org/10.5195/hcs.2012.41.
Full textAbstract:
International health equity and community empowerment are promoted through local and global collaborations with non-governmental organizations (NGO’s). Civil society organizations and inter-agency partnerships assume central roles in addressing global health inequity, within the context of national health and social systems, local realities and priorities. Community health promotion through public-private collaboration by NGO’s on health needs assessments and fund-raising is designed to increase support for local programs in the United States. This paper compares health promotion and advocacy roles of an international non-governmental organization in global and local arenas, based on community case studies by the author in rural Hungary and North Texas from 2009 to 2011, using ethnographic and qualitative research methods. Findings confirm the need for systematic evaluation of the effects of complex socioeconomic, political and multi-ethnic contexts, and the impacts of prevention programs and healthcare on health equity.
31
Svoboda, Ondřej. "Klaus Dingwerth, Antonia Witt, Ina Lehmann, Ellen Reichel and Tobias Weise: International Organisations under Pressure: Legitimating Global Governance in Challenging Times." Mezinárodní vztahy 56, no. 1 (March 1, 2021): 117–23. http://dx.doi.org/10.32422/mv-cjir.1755.
Full textAbstract:
The book reconstructs how the normative yardsticks that underpin evaluations of international organizations have changed since 1970. Based on in-depth case studies of normative change in five international organizations over a period of five decades, the authors argue that, these days, international organizations confront a longer and more heterogeneous list of normative expectations than in previous periods. Two changes are particularly noteworthy. First, international organizations need to demonstrate not only what they do for their member states, but also for the individuals in member states. Second, while international organizations continue to be evaluated in terms of what they achieve, they are increasingly also measured by how they operate. As the case studies reveal, the more pluralist patchwork of legitimacy principles today’s international organizations confront has multiple origins. It includes the politicization of expanding international authority, but also a range of other driving forces such as individual leadership or normative path dependence. Despite variation in the sources, however, the consequences of the normative shift are similar. Notably, a longer and more heterogenous list of normative expectations renders the legitimation of international organizations more complex. Strikingly, then, at a time when many feel international cooperation is needed more than ever, legitimating the forms in which such cooperation takes place has become most difficult. International organizations have come under pressure.
32
I Mäkinen, Elina. "Complexity Leadership Theory and the Leaders of Transdisciplinary Science." Informing Science: The International Journal of an Emerging Transdiscipline 21 (2018): 133–55. http://dx.doi.org/10.28945/4009.
Full textAbstract:
Aim/Purpose: Given that leadership has been shown to play a key role in knowledge-producing organizations, leaders of transdisciplinary science have received surprisingly little empirical attention. This study addresses the research gap by examining leadership in the context of a new transdisciplinary research organization. Background: Drawing on complexity leadership theory—a framework developed for identifying behaviors that facilitate creativity, learning, and adaptability in complex adaptive systems—this study examines leadership roles and practices that affect the generation of adaptive dynamics in transdisciplinary science. Methodology: The study is based on a longitudinal, qualitative in-depth case study on a newly formed transdisciplinary research center and its leadership team. The data includes ethnographic observations from leadership meetings and interviews with leaders. Contribution: This unique empirical case contributes to the study of transdisciplinary science by shedding light on the actions of academic leaders as they try to support transdisciplinary conversation, learning, and collaboration in a new center. Findings: The analysis shows that the leaders relied on both enabling and administrative leadership practices in a way that made them the focal point of transdisciplinary knowledge integration and thus jeopardized the creation of adaptive dynamics throughout the organization. Recommendations for Practitioners: The study highlights the importance of having knowledge brokers and hybrid scholars in strategic positions at different levels of the transdisciplinary research organization already in its early stages. Recommendation for Researchers: Longitudinal qualitative case studies that rely on different types of data provide rich information on how new leadership conceptualizations are implemented in organizations and the complex ways in which they relate to knowledge creation processes and outcomes. Impact on Society: Transdisciplinary science has the potential to find cures to complex diseases. Understanding leadership in transdisciplinary science can help in maintaining transdisciplinary research activities in the long run and thus make it more impactful. Future Research: The use of leadership roles and practices will be examined at different developmental stages in the transdisciplinary research process.
33
HALONEN, RAIJA. "RESISTING TECHNICAL CHANGE — THREE CASE STUDIES." International Journal of Innovation and Technology Management 01, no. 03 (September 2004): 325–39. http://dx.doi.org/10.1142/s0219877004000222.
Full textAbstract:
This article investigates the form and nature of resistance to technical change in implementing information systems. The data come from three different case studies in different environment. The first case comes from a factory where work is done to support technological development but the development is not seen in direct throughout this process. The second case comes from an environment where the nature of work is highly human and social; technology is serving only as a tool. The third case is directly connected with technological development and change and the workers are the developers. Each environment has its special technology and relation. A human being is a part of an organization and tends toward inertia and stability. Resistance to change is always related to the angle of view that is used. The information system with its required technology is a part of the organization where it is used. The implementation of an information system influences on the functions in the organization and any changes in the organization result in some resistance. The resistance can be known or unknown and the influences of the resistance can be dramatic on the success of the implementation. In every case in this article the new information system is more technical and more complex than its predecessor. One purpose of this article is to consider the nature of resistance to technical change in different environments and to consider its influence on the implementation in that culture. It seems that there will be resistance to change and it is independent of the branch and culture of the environment. Another purpose of this article is to find out, how to affect on the possible resistance to technical change. This article consists of a literature review, a review of three different information system implementations, and the phenomena of resistance to change in the implementations. The user role is emphasized in the paper. At the end of this article there is a discussion about how the resistance to technical change was managed in the implementations in their very different working cultures and how it was seen in the success of the implementations.
34
Donnelly, Mike, and Wayne Graham. "Co-leadership: public sector case studies using reciprocal expectations." Development and Learning in Organizations: An International Journal 32, no. 2 (March 5, 2018): 13–15. http://dx.doi.org/10.1108/dlo-04-2017-0041.
Full textAbstract:
Purpose The paper aims to introduce the reciprocal expectations (RE) approach to co-leadership and outlines the complex environments within which public services operate. Design/methodology/approach A case study of two government departments is undertaken to apply the RE approach within a public services context. Findings The application of the RE approach to co-leadership resulted in the mending of broken relationships, thereby providing the basis for stable, effective government, and restoring Ministerial confidence in the government departments. Practical implications Strong and effective co-leadership can be achieved when attributes of trust, honesty, and clear expectations are facilitated and mutually adopted. Originality/value The organizational context of elected and professional leaders in government is complex, unique, and requires special attention. The RE approach is original, and the case studies contribute to the knowledge of co-leadership and the benefits of the RE approach to good governance practice.
35
Andersen, Torben Juul. "Corporate responsible behavior in multinational enterprise." International Journal of Organizational Analysis 25, no. 3 (July 10, 2017): 485–505. http://dx.doi.org/10.1108/ijoa-12-2016-1098.
Full textAbstract:
Purpose This study aims to analyze how leadership influenced corporate responsible behavior in a complex multinational organization with ethical principles imposed by concrete actions on regulatory, environmental and international labor issues. Increasing functional specialization, multinational diversity and business acquisitions challenged the core values and called for more formal enforcement. Core values executed through investment in positive economic externalities enhanced the reputation and facilitated sustainable collaborative solutions. Design/methodology/approach This single-case study collects evidence from experienced multinational executives for practitioner-based theory building. The information is interpreted against prevailing theory to gain deeper insights for practice. Observed phenomena are discussed in various managerial audiences and cross-checked against documents, news articles, books and involved external stakeholders. The case material and executive narratives are further assessed from storytelling and retrospective sense-making perspectives. Findings The study illustrates how core values were enforced through concrete executive decisions driving corporate reputation and good stakeholder relationships. It provides evidence of positive outcomes as future conflicts are reduced while levering the reputation to deal more effectively with emergent risks. The core values influenced corporate responsible behavior and supported long-term adaptability, but increasing diversification and global expansion also diluted those values. Originality/value Corporate responsible behavior is a significant challenge in large organizations with many and diverse multinational stakeholders. Ethical conduct derives from executive morality, but the role of leaders as instigators of responsible behavior has not been studied in the context of multinational enterprise. Hence, this article fills a need for more granular longitudinal studies of complex internationalizing organizations.
36
Ulbrich, Frank, and Veit Schulz. "Seven challenges management must overcome when implementing IT-shared services." Strategic Outsourcing: An International Journal 7, no. 2 (June 10, 2014): 94–106. http://dx.doi.org/10.1108/so-12-2013-0024.
Full textAbstract:
Purpose – The purpose of this study is to empirically explore management challenges that management must overcome in the early phase of adopting IT-shared services. Organizations to an increasing extent adopt IT-shared services as a means to providing organization-wide IT services. Design/methodology/approach – Qualitative data from 20 case studies were analysed. The data were originally collected in a variety of predominantly large-size organizations from the public and private sectors in six different countries. The data used were collected between 2002 and 2010. Findings – Our research identifies seven reoccurring themes in the collected data, all being common management challenges. These challenges are evident within the whole organization – including their service-consuming business units – as well as their service-providing IT units. The seven challenges are related to the ability to deliver IT services, communication between IT and non-IT staff, IT-service portfolios, nature of IT services, power and control, pricing and service-level agreements. Research limitations/implications – Gaining a deeper understanding of the seven common challenges is essential for further research on how to manage the successful transition towards organization-wide shared-services arrangements. Originality/value – This study provides fundamental insights into the complex endeavour of adopting IT-shared services in organizations. It furthers the understanding of common management challenges, which management needs to consider in the early stage of an organization-wide adoption of IT-shared services.
37
Vveinhardt, Jolita, and Regina Andriukaitienė. "PREVENTION OF MOBBING / BULLYING AS A PSYCHOSOCIAL STRESSOR." Laisvalaikio tyrimai 2, no. 8 (2016): 1–18. http://dx.doi.org/10.33607/elt.v2i8.235.
Full textAbstract:
Relevance of the research.The problem of workplace mobbing incorporating bullying as an intensepsychosocial stressor has been examined in foreign countries for three decades, at the same time searching foranswers on how to reduce the harm of the phenomenon to organizations and their members. Single studies of thisphenomenon in Lithuania started only about a decade ago and remain sparse, thus, both organizations and thegeneral public lack knowledge about the measures of prevention of the phenomenon. Research shows that mobbingand bullying remain a topical problem in the management of organizations, which is influenced by individualmembers of organizations, factors of organizational management and the social and cultural processes in thesocieties that can lead to different consequences in each country. Therefore, in this case it is important to evaluatethe level of exploration of the phenomenon, that is, what data can be available when choosing preventiveinstruments. The significance of research carried out internationally andthe recommendations provided isundeniable, but when analysing the scenarios of prevention of mobbing and bullying it is necessary to evaluate theprevention measures proposed on the basis of research on the negative relationships between employees in aparticular country.Theresearch problemis posed by the question of what are the factors of mobbing/bullying as apsychosocial stressor, and how to reduce the effect of these stressors to employees by preventive measures.Research subject:prevention of mobbing / bullying as a psychosocial stressor.Research purposewas todefine preventive measures of mobbing/bullying as a psychosocial stressor.The followingobjectiveswere formulated to achieve the purpose:1.To discuss prevention measures of mobbing/bullying as a psychosocial stressor.2.To evaluate the state of exploration of mobbing/bullying prevention in the studies carried out inLithuania.3.To distinguish the external factors that help to ensure the prevention of mobbing and bullying inorganizations.Research methods.The article is prepared applying the methods of systemic analysis of academicliterature, logical analysis and synthesis of theoretical research carried out. Organizational factors of risk ofmobbing/bullying are distinguished on the basisof the studies carried out abroad in the last two decades.Outcomes and conclusions.Most scientific research on prevention of mobbing and bullying is focussedon restoration of functionality of organizational management. That is, the emphasis is on the models oforganizational management that proved to be correct and ensure a clear and accurate distribution of tasks, wisdomof leadership, formation of a healthy climate of the organization, development of the system of prevention ofbullying in general, training of managers and employees. Studies show that in order to reduce the damage ofbullying and mobbing in organizations, both internal and external resources are not fully used. However, it mustbe recognised that the societal norms, values, aspects ofmoral and law are directly reflected in organizations.Though it is fair, but it is not fully rational to require from organizations something which has not become thenorm in the society, the members of which form organizations. The studies of mobbing/bullying in Lithuanianorganizations are carried out for a relatively short time and are not abundant. Most empirical research focuses onthe analysis of the situation (occurrence of mobbing in the organization, effect on health) in individual areas ofprofessional activities and provides recommendations only in a few narrow aspects of the management oforganizations in formulating prevention policies. It is therefore difficult not only to evaluate the extent of thephenomenon, but also the capacity of organizations to solve the problem, the more so as the country lackscomprehensive and complex research on mobbing/bullying prevention policies in organizations. After evaluationof the results of studies carried out by various authors and the insights, four keyexternal factors that have asignificant influence on prevention of mobbing and bullying in the organization can be distinguished:epidemiology of bullying in the society; capacity of the education system to deal with the problem of bullying andmobbing inorganizations and develop effective training programs; legal regulation of bullying and mobbing;development of the policy of publicity and openness, encouraging to accept the existing problems and stimulatingdiscussions of various groups in the society.In this respect, active work of academic community in developing thetraining programmes and presenting data of scientific research to the general public would be significant. In furtherresearch it would make sense to expand the empirical research, analysing the practically applied means ofprevention of mobbing/bullying in organizations and their effectiveness.Keywords:mobbing, bullying, psychosocial stressor, prevention.
38
De Toni, Alberto Felice, Giovanni De Zan, and Cinzia Battistella. "Organisational capabilities for internal complexity: an exploration in the Coop stores." Business Process Management Journal 22, no. 1 (February 5, 2016): 196–230. http://dx.doi.org/10.1108/bpmj-06-2015-0089.
Full textAbstract:
Purpose – Managing organizations in complex environments is a major challenge. Complexity is not only due to the external environment (market and/or technological turbulence) but also to the internal configuration and specificities. A recent stream of studies in organizational literature suggested that organizations should develop and deploy specific capabilities for facing complexity, namely dynamic capabilities. This means becoming more flexible. The paper aims to discuss these issues. Design/methodology/approach – This paper proposes four main capabilities to face four dimensions of complexity. It then investigates if it is more appropriate to focus on a specific capability when facing higher levels of a specific dimension of complexity. The research methodology is a multiple case study in seven different organizational units of the same super-store corporate. Findings – Data showed some important results. First of all, internal complexity is unit specific rather than corporate or industry specific. Moreover, it can derive not only from unpredictability and rate of change, but also from variety of elements and their interactions. All these elements form complexity. Internal complexity is characterized by four main elements: uncertainty, dynamicity, diversity and interdependence. Finally, for each of these elements, different organizational strategies are used: in case of uncertainty, for example, a strategy used by the companies is the sharing of information and the development of redundancy. Originality/value – Originality lies in linking different capabilities with different dimensions of internal complexity.
39
Roehrich, Jens, and Mike Lewis. "Procuring complex performance: implications for exchange governance complexity." International Journal of Operations & Production Management 34, no. 2 (January 28, 2014): 221–41. http://dx.doi.org/10.1108/ijopm-01-2011-0024.
Full textAbstract:
Purpose – While previous studies explored the argument that allies the notion of complexity to the complex product-service offerings being procured, this paper aims to explore whether there is a corollary with exchange governance complexity. More specifically, the paper analyzes the relationship between systemic complexity and complexity of contractual and relational exchange governance in procuring complex performance (PCP) arrangements. Design/methodology/approach – A multiple, longitudinal case study method is used to examine the relationship between systemic complexity and exchange governance complexity. The study deploys rich data sets by combining government and company reports with 43 semi-structured interviews. Findings – Preliminary conclusions suggest that as a response to increasing systemic complexity, organizations respond with increasing contractual governance complexity. However, better performing PCP arrangements illustrate that the use of simplified contractual governance in form of working agreements in combination with relational governance such as inter-personal relationships may be more effective to counteract complexity. Practical implications – The paper questions whether organizations should respond with increasing exchange governance complexity to counteract systemic complexity. Managers must consider the manageability and enforceability of complex contracts in combination with the formation of inter-personal relationships and simplified working agreements. Originality/value – This study adds to the limited empirical understanding on the nature of long-term public-private interactions in PCP. It also contributes through a rare focus on the relationship between systemic complexity and exchange governance complexity in PCP arrangements.
40
Phillips, Jane L., John X. Rolley, and Patricia M. Davidson. "Developing Targeted Health Service Interventions Using the PRECEDE-PROCEED Model: Two Australian Case Studies." Nursing Research and Practice 2012 (2012): 1–8. http://dx.doi.org/10.1155/2012/279431.
Full textAbstract:
Aims and Objectives. This paper provides an overview of the applicability of the PRECEDE-PROCEED Model to the development of targeted nursing led chronic illness interventions.Background. Changing health care practice is a complex and dynamic process that requires consideration of social, political, economic, and organisational factors. An understanding of the characteristics of the target population, health professionals, and organizations plus identification of the determinants for change are also required. Synthesizing this data to guide the development of an effective intervention is a challenging process. The PRECEDE-PROCEED Model has been used in global health care settings to guide the identification, planning, implementation, and evaluation of various health improvement initiatives.Design. Using a reflective case study approach, this paper examines the applicability of the PRECEDE-PROCEED Model to the development of targeted chronic care improvement interventions for two distinct Australian populations: a rapidly expanding and aging rural population with unmet palliative care needs and a disadvantaged urban community at higher risk of cardiovascular disease.Results. The PRECEDE-PROCEED Model approach demonstrated utility across diverse health settings in a systematic planning process. In environments characterized by increasing health care needs, limited resources, and growing community expectations, adopting planning tools such as PRECEDE-PROCEED Model at a local level can facilitate the development of the most effective interventions.Relevance to Clinical Practice. The PRECEDE-PROCEED Model is a strong theoretical model that guides the development of realistic nursing led interventions with the best chance of being successful in existing health care environments.
41
Newkirk, Anthony Bolton. "The Rise of the Fusion-Intelligence Complex: A critique of political surveillance after 9/11." Surveillance & Society 8, no. 1 (July 22, 2010): 43–60. http://dx.doi.org/10.24908/ss.v8i1.3473.
Full textAbstract:
This paper argues that 'fusion centers' are byproducts of the privatization of state surveillance and assaults on civil liberties, at least in the United States, the nation on which the research is based, with special focus on the recent case of the Maryland State Police spying scandal. In fusion centers, members of local, state, and federal police and intelligence units, as well as private-sector organizations, share information with each other by means of computerized technology and store it in databases. While the official purpose is to protect public safety, the practice of 'data-mining' and unclear lines of authority lead to fusion centers being unaccountable to the public and, hence, a threat to the democratic process. These conditions are encapsulated in the case of official espionage in the state of Maryland at least between 2004 and 2006. Drawing on official documents, the history of 'homeland security' since World War II and the characteristics of fusion centers, the Department of Homeland Security, and events in Maryland are surveyed. Working within the contexts of social history, surveillance theory, and political economy, this paper is grounded in the work of Beck, Churchill and Wall, Donner, Fuchs, Graham, Lyon, McCulloch and Pickering, and Monahan.
42
Elsässer, Joshua Philipp. "Patz, Ronny and Goetz, Klaus H. (2019). Managing Money and Discord in the UN. Budgeting and Bureaucracy. New York, NY, USA: Oxford University Press. Hardback, 272 Seiten, ISBN: 9780198838333." dms – der moderne staat – Zeitschrift für Public Policy, Recht und Management 14, no. 1-2021 (June 15, 2021): 241–43. http://dx.doi.org/10.3224/dms.v14i1.15.
Full textAbstract:
How does budgeting work for international organizations within the United Nations system? What role do states as complex principals and international bureaucracies as complex agents play within budgeting processes? By providing four case studies on the UN, ILO, UNESCO, and WHO, the authors of “Managing Money and Discord in the UN – Budgeting and Bureaucracy” offer valuable insights on budgeting and its procedures in the UN System of organizations. Their findings demonstrate that despite global financial crisis and significant structural changes in global politics, the core budget routines of international organizations have remained relatively stable over the past decades. However, with vested interests of powerful member states, complementary financial arrangements outside the core organizations, diverging intraorganizational priorities, or the rise of philanthropy and voluntary contributions, complexities for both principals and agents have increased, which ultimately put the capacity of international bureaucracies to maintain budgetary routines at risk. By bridging the gap between related, but distinct disciplines within political science, the concept of budgeting put forward in this book is equally important for the study of International Relations, International Public Administrations, Political Economy, and Public Policy.
43
Lemieux, Victoria L., Chris Rowell, Marc-David L. Seidel, and Carson C. Woo. "Caught in the middle?" Records Management Journal 30, no. 3 (April 15, 2020): 301–24. http://dx.doi.org/10.1108/rmj-09-2019-0048.
Full textAbstract:
Purpose Distributed trust technologies, such as blockchain, propose to permit peer-to-peer transactions without trusted third parties. Yet not all implementations of such technologies fully decentralize. Information professionals make strategic choices about the level of decentralization when implementing such solutions, and many organizations are taking a hybrid (i.e. partially decentralized) approach to the implementation of distributed trust technologies. This paper conjectures that while hybrid approaches may resolve some challenges of decentralizing information governance, they also introduce others. To better understand these challenges, this paper aims first to elaborate a framework that conceptualizes a centralized–decentralized information governance continuum along three distinct dimensions: custody, ownership and right to access data. This paper then applies this framework to two illustrative blockchain case studies – a pilot Brazilian land transfer recording solution and a Canadian health data consent sharing project – to exemplify how the current transition state of blockchain pilots straddles both the old (centralized) and new (decentralized) worlds. Finally, this paper outlines the novel challenges that hybrid approaches introduce for information governance and what information professionals should do to navigate this thorny transition period. Counterintuitively, it may be much better for information professionals to embrace decentralization when implementing distributed trust technologies, as hybrid models could offer the worst of both the centralized and future decentralized worlds when consideration is given to the balance between information governance risks and new strategic business opportunities. Design/methodology/approach This paper illustrates how blockchain is transforming organizations and societies by highlighting new strategic information governance challenges using our original analytic framework in two detailed blockchain case studies – a pilot solution in Brazil to record land transfers (Flores et al., 2018) and another in Canada to handle health data sharing consent (Hofman et al., 2018). The two case studies represent research output of the first phase of an ongoing multidisciplinary research project focused on gaining an understanding of how blockchain technology generates organizational, societal and data transformations and challenges. The analytic framework was developed inductively from a thematic synthesis of the findings of the case studies conducted under the auspices of this research project. Each case discussed in detail in this paper was chosen from among the project's case studies, as it represents a desire to move away from the old centralized world of information governance to a new decentralized one. However, each case study also represents and embodies a transition state between the old and new worlds and highlights many of the associated strategic information governance challenges. Findings Decentralization continues to disrupt organizations and societies. New emerging distributed trust technologies such as blockchain break the old rules with respect to the trust and authority structures of organizations and how records and data are created, managed and used. While governments and businesses around the world clearly see value in this technology to drive business efficiency, open up new market opportunities and create new forms of value, these advantages will not come without challenges. For information executives then, the question is not if they will be disrupted, but how. Understanding the how as will be discussed in this paper provides the business know how to leverage the incredible innovation and transformation that decentralized trust technology enables before being leapfrogged by another organization. It requires a change of mindset to consider an organization as one part of a broader ecosystem, and for those who successfully do so, this paper views this as a strategic opportunity for those responsible for strategic information governance to design the future instead of being disrupted by it. Research limitations/implications This paper presents a novel analytic framework for strategic information governance challenges as we transition from a traditional world of centralized records and information management to a new decentralized world. This paper analyzes these transitions and their implications for strategic information governance along three trajectories: custody, ownership and right to access records and data, illustrating with reference to our case studies. Practical implications This paper predicts a large number of organizations will miss the opportunities of the new decentralized trust world, resulting in a rather major churning of organizations, as those who successfully participate in building the new model will outcompete those stuck in the old world or the extremely problematic hybrid transition state. Counterintuitively, this paper argues that it may be much less complex for information executives to embrace decentralization as fast as they can, as in some ways the hybrid model seems to offer the worst of both the centralized and future decentralized worlds with respect to information governance risks. Social implications This paper anticipates broader societal consequences of the predicted organization churn, in particular with respect to uncertainty about the evidence that records provide for public accountability and contractual rights and entitlements. Originality/value Decentralized trust technologies, such as blockchain, permit peer-to-peer transactions without trusted third parties. Of course, such radical shifts do not happen overnight. The current transition state of blockchain pilots straddles both the old and new worlds. This paper presents a theoretical framework categorizing strategic information governance challenges on a spectrum of centralized to decentralized in three primary areas: custody, ownership and right to access records and data. To illustrate how decentralized trust is transforming organizations and societies, this paper presents these strategic information governance challenges in two blockchain case studies – a pilot Brazilian land transfer recording solution and a Canadian health data consent sharing project. Drawing on the theoretical framework and case studies, this paper outlines what information executives should do to navigate this thorny transition period.
44
Pereira, Ruben, Miguel Mira da Silva, and Luís Velez Lapão. "Business/IT Alignment through IT Governance Patterns in Portuguese Healthcare." International Journal of IT/Business Alignment and Governance 5, no. 1 (January 2014): 1–15. http://dx.doi.org/10.4018/ijitbag.2014010101.
Full textAbstract:
The pervasive use of technology in organizations to address the increased services complexity has created a critical dependency on information technology (IT) that calls to a specific focus on IT Governance (ITG). However, determining the right ITG mechanisms remains a complex endeavor. This paper uses Design Science Research and proposes an exploratory research by analyzing ITG case studies to elicit possible ITG mechanisms patterns. Six interviews were performed in Portuguese healthcare services organizations to assess the ITG practices. The goal of the authors is to build some theories (ITG mechanisms patterns), which will guide healthcare services organizations about the advisable ITG mechanisms given their specific context. The authors also intend to elicit conclusions regarding the most relevant ITG mechanisms for Portuguese healthcare services organizations. Additionally, a comparison is made with the financial industry to identify improvement opportunities. The authors finish the paper with limitations, contribution and future work.
45
Yang, Bao, Lujun Xiao, and Kun Chen. "The Ladder of Collaboration: Research on Joint Actions of Social Organizations against the COVID-19 Epidemic." China Nonprofit Review 12, no. 2 (February 19, 2021): 233–56. http://dx.doi.org/10.1163/18765149-12341378.
Full textAbstract:
Abstract Joint actions of social organizations have been frequently seen and continuously optimized since the outbreak of the COVID-19. This article is aimed to identify and explore the typical forms and development trends of collaborative networks of social organizations. Given the case studies on joint actions of social organizations, it builds an analysis framework based on actor-network theory (ANT). Research findings are as follows. First, there are, among social organizations in their joint actions against COVID-19, “loose”, “vertical”, “decentralized” and other typical forms of collaborative network, with “decentralized” collaboration showing quite a high degree of initiative. Second, “complex needs” and “political opportunities” that emerge in times of emergency response, “social entrepreneurship” and “bridging connective social capital” that accumulate in normal times, among other factors, have combined to drive vertical collaborative networks towards decentralization. The above three forms of collaboration, each with irreplaceable functions, together comprise an ecosystem of joint actions of social organizations. This article calls the landscape of dynamic practice of joint actions of social organizations a “ladder of collaboration”.
46
Alsharari, Nizar Mohammad. "Multilevel institutional analysis of accounting change in public management." International Journal of Organizational Analysis 26, no. 1 (March 12, 2018): 91–106. http://dx.doi.org/10.1108/ijoa-05-2017-1161.
Full textAbstract:
Purpose This paper aims to provide a multilevel institutional analysis of public sector accounting change. It seeks to explain the implementation of changes to state-sector budgeting systems, taking into account the complex of factors that drive and shape the cumulative processes of accounting change. Design/methodology/approach The study presents the results of an interpretive case study set in a Jordanian public organization, Jordan Customs. It uses triangulation of data collection methods including interviews, observations and documents and archival records. The study adopts a multilevel analysis of institutions to better understand the implications of public accounting changes for the re-engineering and improved delivery of public services in Jordan. Findings The paper concludes from its analysis of public sector organizations that change in their accounting systems has occurred on three institutional levels. New budgeting methodologies were produced and reproduced based on re-consideration and re-enacting of theoretical accounting bases and procedures. Through this process, accounting change was itself reformed and new accounting routines further embedded extant accounting institutions and norms. Budgeting change, as a fundamental accounting change, is in this conception generated by external pressures and institutionalized in accounting routines over time. Research limitations/implications The paper is subject to the limitations of the case study approach. The propositions presented from the case studied need to be confirmed in further research into accounting system changes in other public organizations. The authenticity of the conclusions of this study would be greatly enhanced if supported by findings from other studies. The study has significant implications for the ways in which the dynamics of accounting change emerge at three levels of institutional analysis. By explaining the interaction between the “external” sources of and “internal” responses to change, accounting practice is shown to be both formed by and formative of broader socioeconomic processes. This overall sensitivity to the nature of accounting has significant implications for how accounting change can be studied. Originality/value The paper presents an interpretive case study of the practical issues of organizational change in a multilevel analysis that considers the experience of institutional pressures from the perspective of organizational actors. The study contributes to both management accounting literature and institutional theory by providing further understanding of the dynamics of accounting change in a developing nation’s public sector.
47
Jong, Jaehee. "Racial Diversity and Task Performance: The Roles of Formalization and Goal Setting in Government Organizations." Public Personnel Management 48, no. 4 (February 4, 2019): 493–512. http://dx.doi.org/10.1177/0091026019826157.
Full textAbstract:
Previous studies on demographic diversity have yielded inconsistent results with respect to several individual and organizational outcomes. The current study proposes that structural characteristics can enhance the positive influence of racial diversity on employee outcomes. Specifically, this study examines the roles of formalization as a moderator and goal setting as a mediator in the relationship between racial diversity and employee task performance. Using a sample of New York state employees from 42 state agencies, this study found that (a) in organizations where tasks are formalized, the effects of racial diversity on employee perception of goal specificity and goal difficulty were positive and (b) some of the interaction effects between racial diversity and formalization were, in turn, positively related to task performance through perception of the goal difficulty. Overall, while the results confirm the complex nature of diversity effects mentioned in previous research, they contribute further evidence regarding the positive impact of racial diversity and the notion that the contextual environment of public organizations—in this case, formalization—contributes to positive performance in demographically diverse workforces.
48
Karassvidou, Eleonora, and Niki Glaveli. "Work-family balance through border theory lens: the case of a company “driving in the fast lane”." Equality, Diversity and Inclusion: An International Journal 34, no. 1 (February 9, 2015): 84–97. http://dx.doi.org/10.1108/edi-05-2014-0038.
Full textAbstract:
Purpose – The purpose of this paper is to seek to provide support and extend work-family Border Theory (BT) in order to investigate organizational and individual factors that determine the complex nature of work-family balance (WFB). Design/methodology/approach – Qualitative research was conducted in a company in Greece. In total, 20 in-depth interviews were conducted. Data analysis was guided by interpretative phenomenological analysis. Findings – The key findings illustrate that strong borders protect the investigated, powerful, work domain and expand only to accommodate its’ needs. In congruence with BT, employees choose to be central participants in the powerful, highly impermeable and inflexibly bordered, work domain. The deeply entrenched organizational culture, as well as leaders’ behavior and leadership style, support the development of an array of positive work attitudes which boost central participation in the work domain. Due to the strongly bordered work setting, employees were found to choose segmentation as a WFB cope strategy; however, shifts in the participants’ life phase, as well as unfulfilled expectations, lead them to reset priorities and reevaluate their central participation in the dominant work domain. Practical implications – The present study has implications for HR practitioners. Communication and open discussions on work-family themes reveal issues that can positively contribute to WFB. Further to this, organizations need to consider individual differences when they deal with WFB issues and frame interventions to facilitate this process. Originality/value – This paper adds to current thinking in BT by illustrating that organizational culture, leadership and work attitudes have a strong impact on the nature of the work domain and its borders, as well as on employees’ central participation in the work setting and the attained WFB.
49
Al-Shbail, Tariq, and Aini Aman. "E-government and accountability." Transforming Government: People, Process and Policy 12, no. 2 (May 21, 2018): 155–90. http://dx.doi.org/10.1108/tg-09-2017-0057.
Full textAbstract:
Purpose Electronic government (e-government) is perceived as an effective tool to enhance accountability in public organizations. However, e-government implementation to enhance accountability is still unclear and involves many complex processes because of the multiple accountabilities disorder. The e-government elements that contribute to mitigate the disorders and dysfunctions of accountability relationships are still underdeveloped in the current literature. This paper aims to provide understanding on how e-government enhances public organizations’ accountability by highlighting the key elements of e-government that mitigate the disorders and dysfunctions of accountability relationships. Design/methodology/approach This study adopts a qualitative case study approach by using the case of Jordan Customs. Data were collected using a triangulation approach that involved semi-structured interviews, document reviews and observation. Findings The findings revealed that the e-government elements that mitigate the disorders and dysfunctions of accountability relationships are classified into three contexts, namely, technological, environmental and organizational aspects. The technological elements include systems integration, single window and electronic connectivity. The environmental elements embrace public participation and partnership council. The organizational elements comprise having well-defined strategic plan and risk management approach. Research limitations/implications This study contributes and gives further insight into how to address the confusion, fuzziness and dysfunctions in accountability relationships existing in the literature by providing several success elements that mitigate the problematic of disorder between accountability relationships in public organizations. The paper highlights the need to investigate further elements, particularly, in the organizational context, to assist public organizations in improving their performance to enhance accountability in their operations. Practical implications This study provides guidelines for future e-government implementation strategy in public organizations, particularly, in the context of developing countries, as most of the recent studies of e-government in developing countries indicated that they are suffering from difficulty of managing e-government implementation to promote accountability successfully and are struggling with a lack of resources and experiences to handle this new trend of technology. Originality/value This study is of a significant value, as it is one of the preliminary studies that empirically extend the accountability dimensions suggested by Koppell (2005) with the key success elements of e-government that enhance accountability proposed by Heeks (1998b) and other current literature. This paper enriches the body of literature by providing some new key success elements of e-government that enhance accountability in public organizations. It also contributes to the expansion of the boundaries of knowledge by adding further interpretation on how these elements reduce the existing confusions and dysfunctions in accountability relationships.
50
Voisey, Christopher J. "When a Japanese subsidiary is not a Japanese subsidiary: Internationalization as changing organizational identity and capabilities." International Journal of Cross Cultural Management 10, no. 2 (August 2010): 211–39. http://dx.doi.org/10.1177/1470595810370915.
Full textAbstract:
As multinational corporations (MNCs) have increasingly expanded abroad to seek out new assets and capabilities from different specialized locations, so they have sought to become embedded in diverse local social and cultural contexts. Several streams of work have examined the managerial challenges of the integrated network MNC, as well as factors influencing the successful adoption or transfer of organizational practices within the MNC. In this work, however, the role and dynamics of organizational identity, of how the organization’s members and outside audiences perceive the organization, remain largely unexplored. In a longitudinal case study of the international expansion over a 15-year period of the business unit of a Japanese MNC into the United States, I find that the North American subsidiary’s members engaged in identity work to construct a hybrid identity for their organization. It was through this hybrid identity that the organization’s members enacted their environment, organizational capabilities at integrating knowledge, strategy, and structure. These, in turn, recursively interacted with the organization’s hybrid identity in complex ways, either reinforcing it or stressing it, leading to identity change and renewed efforts at identity construction by the organization’s members. The dynamics of the organization’s hybrid identity are different from how changes occur in these other constructs, with identity playing an influential, and perhaps the key role, in the evolution of the organization.