Academic literature on the topic 'Intra-organisational relationships'

This paper examines data collected during an intra-organisational meeting in a Japanese company. It illustrates how, in a situation involving potential conflicts, some Japanese managers switch between different linguistic codes in order to construct situational meaning. The interlocutors’ code-switch indicates constant vertical and horizontal change of their footing by sometimes strengthening solidarity with subordinates and mitigating potential face threatening acts (FTAs). This finding indicates that the use of honorifics and other social indexical forms in Japanese is not pre-determined by existing social conventions; but rather it is subject to situational evaluation of the fluid local context where relationships are constructed and negotiated.

Purpose – The purpose of this paper is to ascertain the level of social capital in environmental community organisations (ECOs) in Perth, Western Australia. On a general level, social capital in ECOs is understood as intra-organisational and inter-organisational relationships that organisations maintain through interactions. Design/methodology/approach – This paper utilises quantitative (i.e. survey) as well as qualitative (i.e. interviews) approaches to data collection and analysis. It proposes a methodological framework to measure the level of social capital, and explores the association between the ascertained level of social capital and organisational capabilities. Findings – The results of the survey and interviews reveal that while the level of social capital is needs based, maintaining a higher intensity of organisational relationships puts ECOs in a better position to do more with less. Research limitations/implications – The findings advance the task of ascertaining the level of social capital in ECOs from organisational interactions perspective. Originality/value – This paper captures a community organisation-specific methodological framework to measure and analyse social capital.

Ontologies are widely used to represent knowledge explicitly but it is impractical to expect all individuals and organisations to agree on using one or a small subset of ontologies. The adoption of multiple ontologies causes ontology mismatches which make their inherent vocabularies and relationships become inconsistent, resulting in difficulty for one system to understand and reuse these ontologies. To achieve knowledge sharing and reuse, ontology mediation is required to reconcile mismatches between heterogeneous ontologies. In this paper, we investigate the application of ontology in knowledge management (KM). Many KM approaches have been developed with the purpose of managing organisational knowledge. However, these approaches only focus on managing intra-organisational knowledge, which is inadequate in current business environment because users are often required to access inter-organisational knowledge to complete their tasks. These approaches also fail to collaborate with each other as their designs are based on their own business and KM requirement in managing organisational knowledge. We argue that ontology and its mediation methods can be used to overcome limitation of non-collaborative problem in which individual organisation is unable to reuse inter-organisational knowledge. An ontology-based inter-organisational KM network is therefore proposed to allow organisations accessing and retrieving inter-organisational knowledge of common domain.

PurposeThe purpose of this paper is to explore how different determinants impact specific information quality (IQ) dimensions of shared demand-related information in dyadic supply chain relationships.Design/methodology/approachThrough a qualitative case study of three manufacturer–supplier dyads in the European automotive industry, a range of methods are used to collect data about 168 possible IQ deficiency situations. IQ deficiencies are identified in 50 situations and determinants thereof are explored.FindingsFindings show how inter-organisational collaboration, intra-organisational process support and composite information sharing directly impact five pragmatic IQ dimensions (relevance, accessibility, credibility, understandability and ease of operation) – at times beneficially, detrimentally, varyingly and conflictingly. Furthermore, the findings show how the determinant impact on ease of use-related IQ dimensions is moderated by information sharing facets.Research limitations/implicationsThe paper extends previous research by showing how information sharing acts as both a determinant and moderator of pragmatic IQ. It furthermore details previous research by showing how previously examined determinants of IQ impact specific IQ dimensions.Practical implicationsThe generated propositions of how determinants impact pragmatic IQ can guide managers to identify key drivers of successful information sharing.Originality/valueSince IQ mediates the linkage between information sharing and performance, this research helps explaining conflicting results regarding the value of information sharing. It also guides several strands of future research, such as hypothesis testing and exploratory and conceptualising studies.

Inköp av material i byggbranschen genomförs traditionellt med lägsta pris som främsta kriterium. Vidare sker inköpen ofta lokalt i respektive byggprojekt, vilket oftast leder till kortsiktiga relationer med leverantörer. Dock visar forskning på att kortsiktiga relationer inte alltid är mest gynnsamma. Det anses istället vara mer fördelaktigt att låta sig inspireras av andra industrier och upprätta långsiktiga relationer och leverantörssamarbeten som sträcker sig över flera byggprojekt. År 2014 förvärvade ett av Sveriges största byggföretag en fabrik som tillverkar prefabricerade produkter i fiber- och gråbetong. Uppköpet var en så kallad vertikal integration och en del i ett koncept för att industrialisera bostadsbyggandet. Förvärvet innebar inte bara ett upprättande av en långsiktig relation utan således även en integration av en leverantör i företagets värdekedja.  Syftet med det här examensarbetet är att bättre förstå hur en sådan intern långsiktig leverantörsrelation fungerar i byggbranschen. Syftet med studien är även att utveckla kunskap och komma med förbättringsförslag kring hur en långsiktig intern affärsrelation kan utvecklas.  Studien anses som kvalitativ och grundar sig på en litteraturstudie, semi-strukturerade intervjuer, interna dokument, platsbesök och observationer. En abduktiv forskningsansats har använts då teori och empiri varvats längs studiens gång. Undersökningen kan även ses som explorativ då slutmålet från början inte var känt.     Studien påvisar och konfirmerar att en intern långsiktig relation är komplex men fördelaktig då det bland annat möjliggör en ökad kontroll och utveckling av både den levererade produkten och relationen. Vidare visar studien att den levererade produktens komplexitet har stor betydelse. Undersökningen åskådliggör även att en kombination av ett externt och internt förhållningssätt till en relation kan vara mest fördelaktigt trots att leverantören definitionsmässigt är intern. Likväl som i externa långsiktiga relationer är även begrepp såsom tillit, engagemang, förväntningar och beroende centrala i interna relationer, men bör utifrån förutsättningarna ses på ett annat sätt. Byggbranschens projektorientering och traditionsenlighet visar sig också påverka en implementering av långsiktiga interna relationer. Vidare förekommer andra mötesforum och socialiseringsprocesser tillskillnad mot externa kortsiktiga relationer. Då den undersökta relationen är en del i ett större koncept visar det sig även möjliggöra förekomsten av fler än två parter, vilket får en påverkan på beslutsfattandet i relationen.     För att utveckla relationen anses tidigare nämnda begrepp som tillit, förväntningar, engagemang, kommunikation, beslutsfattande och beroende vara något som man tankemässigt bör ha med sig. Vidare bör beställare och leverantör tillsammans anpassa sig till varandras processer och arbetsstrukturer. Gemensamma långsiktiga mål bör även formuleras.  För att utveckla en långsiktig intern relation bör även institutionaliseringens fördelar utnyttjas. Detta innebär att kontaktmönster, kommunikationsverktyg och kontaktvägar bör vänjas in och utvecklas över tid. För att engagera och motivera individerna till att vara delaktiga i relationen rekommenderas även nya typer av mötesforum som komplement till de redan existerande.
Purchasing of material in the construction industry is traditionally carried out with lowest price as main criteria. In addition, purchasing often occurs separately in each project, which usually ends up with short-term relationships with suppliers. However, research shows that that short-term relationships are not always the most advantageous. It is considered as more advantageous to obtain inspiration from diverse industries and establish long-term relationships with suppliers that lasts over numerous projects.  In 2014 one of Sweden’s largest construction companies acquired a manufacturer that produces prefabricated concrete elements. The acquisition was a vertical integration and a part of an industrialized house building concept. Hence, the acquisition did not only establish a long-term relationship, it also integrated a supplier in the company’s supply chain.  The purpose with this thesis is to clarify and understand how an intra-organizational long-term supplier relationship is managed in the construction industry. The purpose is also to contribute with knowledge in how to develop such a relationship.  The study is considered as qualitative and is based on literature studies, semi-structured interviews, internal documents, site visits, and personal impressions from meetings. An abductive research approach has been conducted since empirics and theory have been alternated during the study. The survey can also be identified as an explorative study since there was not a clear objective when the study was initiated.  The study reveals and confirms that an internal long-term relationship is complex but advantageous. The long-term focus enables an increased control and development of the product as well as the relationship. The study also illustrated that a combination of an external and internal approach to the relationship is most advantageous, even though the relationship is defined as intra-organizational. In inter-organizational relationships, concepts such as trust, commitment, expectations, and dependence seems to be important in intra-organizational relationships as well, but should be viewed in a different way. The strong project orientation and traditionalism in the construction industry is also considered to affect an internal long-term relationship. Furthermore, in contrast to inter-organizational short-term relationships, other kinds of meeting forums and socialization processes exists. Since the studied relationship is part of a larger concept, more than two parties seem to be involved in the relationship. This, among other things, affect the decision-making process in the relationship.  To develop the relationship, stated concepts such as trust, expectation, commitment, communication, decision-making and dependence should be kept in mind. Furthermore, buyer and supplier should try to adapt to each other’s processes and work structures. To develop a long-term internal relationship, the benefits of institutionalization should also be used, enabling buyer and suppliers to develop and familiarize roles, communication tools and contact routes. To engage and motivate individuals to participate in the relationship, new types of meeting forums are also recommended to complement the ones that already exist.

Historically, many higher education institutions have been structurally and culturally compartmentalised and subunits such as continuing education have been marginalised, merged or divested. In response to a variety of external phenomena, some higher education institutions are re-examining their internal and external relationships, including the relationship between their academic and continuing education units. This research examines the efforts of a higher education institution in the United Arab Emirates to improve its overall effectiveness by changing the nature of the relationship between its academic and continuing education units. A review of theory- and practice-based higher education, organisational culture and inter-/intra-organisational relationship literature revealed significant support for each partner's goals for the new relationship and was used to provide the parties with a series of recommendations for successful formulation, actualisation and governance. These results add to the literature and practice of higher education and continuing higher education, particularly in the area of relationship-building among organisational subunits and subcultures.

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The proportion of skilled labour in subsidiaries is influenced by size and development of host country, and subsidiary role, the latter being connected to autonomy and intra-organisational relationships. In this paper, we conceptually explore subsidiary¿s proportion of skilled labour in relation to subsidiary role within the context of a small developed country. Specifically, we draw on the literature of strategic development of multinational corporations, and insights of inward foreign direct investments in small developed countries. This is presented in a unifying framework in order to predict diverse categorizations of subsidiary role¿s impact on the proportion of skilled labour in subsidiaries.

Employees globally are expected to flourish amidst the uncertainty, volatility, and complexities of the muddy waters of Industry 4.0. To identify changes in the perceived workplace relationships and consider initiatives that will improve interpersonal relationships at work in the 4IR. A review of literature will be conducted on the following key variables: 4IR. In the 4IR, provision of interpersonal other than digital means of communicating with employees, effectiveness in intra-organizational information sharing among employees, constant training on new and improved technological tools of working will be useful. Human resource practitioners should focus on designing strategies to improve IR at work, in order to minimize interpersonal conflicts, provide social support and improve organisational performance.

Employees globally are expected to flourish amidst the uncertainty, volatility, and complexities of the muddy waters of Industry 4.0. To identify changes in the perceived workplace relationships and consider initiatives that will improve interpersonal relationships at work in the 4IR. A review of literature will be conducted on the following key variables: 4IR. In the 4IR, provision of interpersonal other than digital means of communicating with employees, effectiveness in intra-organizational information sharing among employees, constant training on new and improved technological tools of working will be useful. Human resource practitioners should focus on designing strategies to improve IR at work, in order to minimize interpersonal conflicts, provide social support and improve organisational performance.

Organizational changes are required for the implementation of information and communication technologies (ICT) at firms operating in the textile industry. Technologies for a new way of doing things will not provide good results if applied to an old established process. ICT allows putting into action processes in a different way, which may result in many cases, in more efficient and convenient process from the perspective of customer value generation. Textile firms highly invest in digital transformation to get new business models that constitute a challenge for traditional ways to operate. For that, they must face organisational changes. Change management implies leaving a group of structures, procedures, and behaviours and the adoption of new ones. Organizations must be able to identify potential efficient processes as a consequence of the application of new technologies. An appropriate management of more tangible aspects—equipment, financial resources—and intangible ones—people, users, and perceptions—will have impact on change management results.