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Journal articles on the topic 'Management of organizational forms'

Author: Grafiati

Published: 5 October 2024

Last updated: 31 July 2025

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1

Кадырова, П. Р. "Improving organizational forms of production management." Экономика и предпринимательство, no. 2(115) (May 6, 2020): 1020–22. http://dx.doi.org/10.34925/eip.2020.115.2.207.

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В статье обосновывается необходимость совершенствования методов управления проектами, что повышает эффективность внедрения организационных форм управления строительством, а также соблюдение заданных затрат и качества при полной ответственности перед заказчиком за своевременную реализацию инвестиционно-строительного проекта. Опыт отечественного и зарубежного строительства показывает, что организационные формы строительства оказывают существенное влияние на эффективность капитального строительства. В то же время к основным направлениям можно отнести специализацию строительства. The article subst

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IVANOVA, T. Y., та L. R. MINGACHEVA. "ОРГАНИЗАЦИОННО-ПРАВОВЫЕ ФОРМЫ УПРАВЛЕНЧЕСКОГО КОНСУЛЬТИРОВАНИЯ". Экономика и предпринимательство, № 7(156) (20 вересня 2023): 144–47. http://dx.doi.org/10.34925/eip.2023.156.7.022.

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This article presents a theoretical analysis of the current organizational and legal forms of management that have developed at the present stage of socio-economic development. В настоящей статье представлен теоретический анализ актуальных организационно-правовых форм хозяйствования, которые сложились на современном этапе социально-экономического развития.

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Sanchez‐Bueno, Maria J., and Isabel Suarez‐Gonzalez. "Towards new organizational forms." International Journal of Organizational Analysis 18, no. 3 (2010): 340–57. http://dx.doi.org/10.1108/19348831011062166.

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4

HEYDEBRAND, WOLF V. "New Organizational Forms." Work and Occupations 16, no. 3 (1989): 323–57. http://dx.doi.org/10.1177/0730888489016003004.

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Драница, М. В., Р. Р. Вахитов, А. С. Согоян, А. С. Михайлова, and С. Я. Лимонова. "Improvement of organizational forms of construction management." Экономика и предпринимательство, no. 10(123) (November 15, 2020): 1342–45. http://dx.doi.org/10.34925/eip.2020.123.10.269.

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Рационализация методов управления строительным процессом невозможна без поиска наиболее эффективных форм управления продвижением продукции конечному потребителю, оптимальной организационной структуры производственно -технологических систем, а также разработки экономического механизма распределения результатов совместной деятельности. В статье обосновывается необходимость совершенствования методов проектного управления, что повышает эффективность внедрения организационных форм управления строительством, а также соблюдение заданных затрат и качества при полной ответственности заказчика за своевр

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6

Hsu, Greta, and Michael T. Hannan. "Identities, Genres, and Organizational Forms." Organization Science 16, no. 5 (2005): 474–90. http://dx.doi.org/10.1287/orsc.1050.0151.

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7

Li, Dely, and Vladimir Ostanin. "Collaborative Theory of Integrated Organizational Forms of Management." Bulletin of Baikal State University 30, no. 2 (2020): 273–80. http://dx.doi.org/10.17150/2500-2759.2020.30(2).273-280.

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Any economic system develops in the direction from a simple form of organization to a complex one. Integrated forms of organization make it possible to limit the harmful forms of competition for the business community. Analysis of contemporary science literature allowed the authors to reveal the lack of explanation of the essential reason for the existence of the nature of a firm. In integrated organizational forms, there is a partial replacement of competition relations with collaboration relations. The latter allow one to get additional synergistic effects. The successful implementation of t

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8

Lewin, Arie Y., Chris P. Long, and Timothy N. Carroll. "The Coevolution of New Organizational Forms." Organization Science 10, no. 5 (1999): 535–50. http://dx.doi.org/10.1287/orsc.10.5.535.

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9

Osterloh, Margit, and Bruno S. Frey. "Motivation, Knowledge Transfer, and Organizational Forms." Organization Science 11, no. 5 (2000): 538–50. http://dx.doi.org/10.1287/orsc.11.5.538.15204.

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10

Fulk, Janet, and Gerardine DeSanctis. "Electronic Communication and Changing Organizational Forms." Organization Science 6, no. 4 (1995): 337–49. http://dx.doi.org/10.1287/orsc.6.4.337.

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11

Moll, Jodie, and Zahirul Hoque. "New organizational forms and accounting innovations." Journal of Accounting & Organizational Change 4, no. 3 (2008): 243–69. http://dx.doi.org/10.1108/18325910810898052.

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12

Scelles, Nicolas, Jean-François Mignot, Benjamin Cabaud, and Aurélien François. "Temporary organizational forms and coopetition in cycling." Team Performance Management: An International Journal 24, no. 3/4 (2018): 122–34. http://dx.doi.org/10.1108/tpm-03-2017-0012.

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Purpose The purpose of this study is to investigate the determinants of breakaway success in road cycling races. Design/methodology/approach Descriptive statistics were computed, and a logit model of breakaway success was estimated based on a new kind of statistical data describing the development of each of the 268 breakaways that occurred in the 76 regular stages of the Tour de France 2013 to 2016. Findings Breakaway success partly depends on the physics of cycling: breakaways are more successful when the stage is hilly or in mountain than flat. In addition, the likelihood of breakaway succe

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13

Torpman, Jan. "The differentiating function of modern forms of leadership." Management Decision 42, no. 7 (2004): 892–906. http://dx.doi.org/10.1108/00251740410550952.

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According to recent developments in decision‐making theory organizational decisions are governed by organizational values and identities according to a logic of appropriateness rather than calculative and preference‐driven rationality. Similarly, leadership theory has developed from ideas about leadership as an exchange between superiors and subordinates (transactional leadership) to ideas about symbolic manipulation of organizational values and identities (transformational leadership). In this paper, it is shown how the combination of organizational and personal identities in decision‐making

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14

Leblebici, Huseyin. "Transactions and Organizational Forms: A Re-analysis." Organization Studies 6, no. 2 (1985): 97–115. http://dx.doi.org/10.1177/017084068500600201.

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This paper is an attempt to extend and amplify the concept of transaction and its relation to alternative organizational forms. Based on the institutional economics tradition of Commons (1924), the economics of internal organizations (Williamson 1975), and recent developments in organization theory (Ouchi 1980), it proposes a conceptual scheme to explain what distinguishes organizational forms and the transformation of these forms under the condition of future uncertainty. The implications of this framework for organization theory and design are also discussed.

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15

Palmer, Ian, Jodie Benveniste, and Richard Dunford. "New Organizational Forms: Towards a Generative Dialogue." Organization Studies 28, no. 12 (2007): 1829–47. http://dx.doi.org/10.1177/0170840607079531.

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16

Rouleau, Linda, Mark de Rond, and Geneviève Musca. "From the ethnographic turn to new forms of organizational ethnography." Journal of Organizational Ethnography 3, no. 1 (2014): 2–9. http://dx.doi.org/10.1108/joe-02-2014-0006.

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Purpose – The purpose of this paper is to outline the context and the content of the six papers that follow in this special issue on “New Forms of Organizational Ethnography”. Design/methodology/approach – This editorial explains the burgeoning interest in organizational ethnography over the last decade in terms of several favourable conditions that have supported this resurgence. It also offers a general view of the nature and diversity of new forms of organizational ethnography in studies of management and organization. Findings – New forms of organizational ethnography have emerged in respo

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17

Banshchikov, V. M. "Organizational forms of educational and methodological guidance." Kazan medical journal 32, no. 5-6 (2021): 389–92. http://dx.doi.org/10.17816/kazmj81409.

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The question of how to organize educational and methodological work in Meduniversities, what organizational forms, what cells to create to guide this work is a serious issue that is of no small importance. At the same time, speaking about the organizational forms of management of educational and methodological work, one cannot limit ourselves to indicating these forms only at the local level, in Meduniversities, it is also necessary to indicate the organizational forms of this leadership in the center, in NKZdrav.

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18

Pearce, Craig L., Julia Elisabeth Hoch, Hans Jeppe Jeppesen, and Jürgen Wegge. "New Forms of Management." Journal of Personnel Psychology 9, no. 4 (2010): 151–53. http://dx.doi.org/10.1027/1866-5888/a000022.

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19

Chandra Balodi, Krishna. "Strategic orientation and organizational forms: an integrative framework." European Business Review 26, no. 2 (2014): 188–203. http://dx.doi.org/10.1108/ebr-08-2013-0106.

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Purpose – This paper aims to bring together strategic orientation (SO) and organizational forms literatures by proposing refined SO typologies based on various combinations of entrepreneurial orientation (EO) and market orientation (MO); and postulating typical organizational forms (configurations) for proposed SO types relative to each other in terms of parameters identified from organizational forms literature. Design/methodology/approach – This conceptual paper employs selective-intensive review of literature dealing with: both EO and MO to identify extant SO typologies, relevant strategic

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20

Chen, Hsing Hung, and Chuan Pang. "Organizational forms for knowledge management in photovoltaic solar energy industry." Knowledge-Based Systems 23, no. 8 (2010): 924–33. http://dx.doi.org/10.1016/j.knosys.2010.06.008.

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21

HIRZHEVA, Olha. "Organizational forms for improvement of sales management at agricultural enterprises." Actual problems of innovative economy, no. 2020/2 (May 28, 2020): 67–72. http://dx.doi.org/10.36887/2524-0455-2020-2-12.

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Introduction. Reserves for increasing price competitiveness are limited by production and technological capabilities and the situation in the resource segments of the agricultural market. This makes it secondary to increase the economic effi-ciency of agricultural enterprises by increasing production compared to increasing the efficiency of sales. There is a need to find additional ways to provide opportunities institutionally for effective marketing activities. The purpose of the article is to develop ways to improve the marketing activities of agricultural enterprises based on the developmen

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Bilokon, A. I., and L. V. Kyslytsia. "ORGANIZATION OF REAL ESTATE DEVELOPMENT PROJECTS." Ukrainian Journal of Civil Engineering and Architecture, no. 1 (019) (April 20, 2024): 45–55. http://dx.doi.org/10.30838/j.bpsacea.2312.270224.45.1022.

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The considers the field of development, specifically focusing on the organization of project management in development. It is demonstrated that real estate development possesses certain characteristics that directly impact the activities of developers and the organization of development management. The presence of these characteristics creates a unique environment in which developers operate, influencing various approaches, schemes, forms, and models of project development management organization. The purpose of the article is to formulate systematic concepts regarding the forms of organizatio

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23

Voskobiinyk, Solomiia. "Personnel management at agricultural enterprises of different organizational and legal forms of management." Ekonomika APK, no. 9 (September 28, 2018): 86–92. http://dx.doi.org/10.32317/2221-1055.201809086.

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24

Negru, Andrei, and Aurica Doina. "Managerial forms of contemporary justice." Studia Universitatis Moldaviae. Seria Stiinte Sociale, no. 3(183) (June 2025): 105–13. https://doi.org/10.59295/sum3(183)2025_14.

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The current article introduces trends and developments in the current research on justice. It identifies the main managerial forms in contemporary justice, such as: strategic management, operational management, human resources management, digitalization of justice, monitoring and evaluation, quality management, inter-institutional cooperation, transparency and public communication. As a result, current research on the managerial forms of contemporary justice only identifies a wide diversity of research on: operational management, monitoring and evaluation processes as a whole; the organization

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25

Zhang, Jianjun, and Hean Tat Keh. "Interorganizational Exchanges in China: Organizational Forms and Governance Mechanisms." Management and Organization Review 6, no. 1 (2010): 123–47. http://dx.doi.org/10.1111/j.1740-8784.2009.00148.x.

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AbstractThis article discusses how organizations exchange with one another in China, focusing on the type of organizational ownership and the form of governance mechanism. The theoretical foundation builds on institutional theory, resource dependence theory, agency theory, and evolutionary theory. Given the three main forms of organizations in China – state-owned enterprises, privately owned enterprises, and foreign-invested enterprises - we show how these organizations choose between two types of governance mechanisms, contracts and guanxi, to manage interorganizational exchanges. We then ana

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Babkin, A. V., and E. A. Baykov. "Specific Aspects of Strategic Management in Innovative Geographically Distributed Organizational and Economic Systems." Economics and Management, no. 7 (September 15, 2019): 15–23. http://dx.doi.org/10.35854/1998-1627-2019-7-15-23.

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The presented study analyzes the modern models of geographically distributed organizational and economic systems and specific aspects of strategic management of these systems.Aim. The study aims to examine the specific aspects of strategic management of such modern forms of geographically distributed organizational and economic systems as clusters and special economic zones.Tasks. The authors examine the nature and features of the major modern forms of geographically distributed organizational and economic systems, namely, clusters and special economic zones; identify innovative models within

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Gena, E. E. "Legal forms of the organizational basis for the activities of the innovation science and technology center." Ser-11_2023-1 64, no. 1, 2023 (2023): 88–100. http://dx.doi.org/10.55959/msu0130-0113-11-64-1-6.

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The article is about the organizational basis of the innovative scientific and technological centers activity (ISTC) and its legal forms: 1) the organizational structure of the ISTC established in the law; 2) organizational relationship between persons involved in the project implementation, defining as a person’s special legal status depending on the ISTC management company’s decision (either on granting the status of a project participant to a legal entity, or on concluding an agreement on the implementation of scientific and technological activities with a person without the project partici

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Adriani, Zulfina, Shofia Amin, and Sry Rosita. "PEMBELAJARAN MODEL METODE KASUS (CASE METHOD) UNTUK MENINGKATKAN PEMBELAJARAN INOVASI MAHASISWA MATA KULIAH MANAJEMEN STRATEGIK." Indonesian Educational Administration and Leadership Journal (IDEAL) 5, no. 2 (2023): 61–69. http://dx.doi.org/10.22437/ideal.v5i2.30969.

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Strategic management is very important in managing an organization, because it can differentiate how well an organization achieves its performance, can face all forms of change and every decision provides benefits for various forms and types of profit-oriented organizations, government institutions, health and other organizations. other non-profits. Strategy is a process of implementing planning to achieve the organization's long-term goals by involving various existing resources. The Strategic Management course is a course designed to provide students with an understanding so they can impleme

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Oktariana, Oktariana, and Loly Nadila Putri. "The Role of the Principal in Strengthening Teacher Compliance and Discipline at Al-Azhar IT High School Jambi." Educational Leadership and Management Journal 1, no. 2 (2024): 19–29. https://doi.org/10.22437/element.v2i1.34807.

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Strategic management is very important in managing an organization, because it can differentiate how well an organization achieves its performance, can face all forms of change and every decision provides benefits for various forms and types of profit-oriented organizations, government institutions, health and other organizations. other non-profits. Strategy is a process of implementing planning to achieve the organization's long-term goals by involving various existing resources. The Strategic Management course is a course designed to provide students with an understanding so they can impleme

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Gusmanov, Rasul Uzbekovich, Guzel Anasovna Salimova, and Vsevolod Valerevich Skvortsov. "ANALYSIS OF ORGANIZATIONAL AND LEGAL FORMS OF MANAGEMENT IN POULTRY FARMING." Economy, labor, management in agriculture, no. 2 (February 1, 2025): 161–73. https://doi.org/10.33938/252-161.

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Huybrechts, Benjamin, and Helen Haugh. "The Roles of Networks in Institutionalizing New Hybrid Organizational Forms: Insights from the European Renewable Energy Cooperative Network." Organization Studies 39, no. 8 (2017): 1085–108. http://dx.doi.org/10.1177/0170840617717097.

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Hybrid organizational forms combine values and practices from different institutional domains, rendering them difficult to fit neatly into the structures of extant organizational forms. Since the work required to institutionalize a new hybrid organizational form may be beyond the resources and capabilities of individual organizations acting alone, we shift the focus to inter-organizational collective action. Using empirical data from a study of a European network of renewable energy cooperatives, we find that, in order to institutionalize the new hybrid organizational form, the network can con

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Gersick, Kelin E. "Ethnicity and Organizational Forms: An Interview with William Ouchi." Family Business Review 5, no. 4 (1992): 417–36. http://dx.doi.org/10.1111/j.1741-6248.1992.00417.x.

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Professor William Ouchi, the author of Theory Z and The M-Form Society, is one of the country's most respected authorities on comparative international management and competitiveness. In this interview, he discusses the application of his concept of the organizational clan to family enterprise, and the critical importance of ethnicity in our experience of our social environment.

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Corro-Gómez, Gilberto José, Miguel Ángel Medina-Romero, José Manuel Camarena-Onofre, Hugo Mateo Escobar-Ribadeneira, and Gabriela Alexandra Guamanquispe-Lascano. "Tendencias del Management: estrategias de liderazgo y gestión organizacional." Multidisciplinary Latin American Journal (MLAJ) 3, no. 1 (2025): 246–57. https://doi.org/10.62131/mlaj-v3-n1-012.

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Trends in organizational management and leadership have evolved towards data-driven strategic approaches, driven by digitization and empirical analysis. The individualization of labor relations calls for personalized talent management strategies, while leadership, in its various forms, remains determinant in organizational culture. Through Natural Language Processing, five key areas were identified: scientific substantiation of leadership, organizational governance and security, knowledge management, organizational change and evolving business structures. Digital transformation, organizational

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Ojha, Abhoy K. "Organizational Forms in the Electronic Age." Vikalpa: The Journal for Decision Makers 29, no. 3 (2004): 83–96. http://dx.doi.org/10.1177/0256090920040307.

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There is a fundamental shift in economics of information due to emerging information and communication technologies (ICTs). This shift has resulted in what is popularly called the ‘information revolution.’ Most people are quite familiar with arguments that suggested the death of organizations as we know them. While a lot of such writing was hyped, there is a definite impact of the emerging ICTs on fundamental organizing principles leading to some real changes in organizations. This paper attempts to understand and explicate some of these influences by expanding the framework offered by Transac

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Iulia, Maria GANDEA (ROSOIU), and Mihai NITU Rares. "Academic Organizational Culture." International Journal of Innovative Science and Research Technology 8, no. 1 (2023): 872–74. https://doi.org/10.5281/zenodo.7592804.

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In the academic field, functional structures are the fundamental entities on the basis of which the current system is developed and reformed. In this case, we are dealing not with simple administrative structures representative of the other types of education system, but we are talking about official departments, which form the structure of the faculty. Generically, coordinators are appointed heads of department. Cumulatively, the totality of departments forms the structure of the faculty. Subsequently, the sum of all these sectors forms the academic ensemble. The management is formed by an ex

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Walsh, Ian J., Mamta Bhatt, and Jean M. Bartunek. "Organizational Knowledge Creation in the Chinese Context." Management and Organization Review 5, no. 2 (2009): 261–78. http://dx.doi.org/10.1111/j.1740-8784.2008.00121.x.

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This paper elaborates theories of organizational knowledge creation by exploring the implications of institutional change for organizational knowledge creation in Chinese organizations of different ownership forms. Using a dynamic institutional perspective, we discuss prominent characteristics of the Chinese context and develop propositions about knowledge creation patterns in different organizational forms. We also theorize about the effects of increasing institutionalization on patterns of organizational knowledge creation in China and the consequent implications for innovation. We conclude

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Arjoun, Aida, and Sami Boudabbous. "Innovation Practices and Organizational Learning." International Journal of Business and Management Review 12, no. 1 (2024): 52–80. http://dx.doi.org/10.37745/ijbmr.2013/vol12n15280.

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The organization's ability to innovate is a prerequisite for the successful use of inventive activity of resources and new technologies. Indeed, the introduction of new technologies presents complex opportunities and challenges for organizations, leading to changes in management practices and the emergence of new organizational forms. Thus, innovation is an important source of growth and a determinant of competitive advantage for many organizations. Indeed, achieving innovation requires coordinated efforts of many actors and the integration of activities across specialized functions, domains a

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Wang, Ya Ning, and Yi Hong Zhao. "Study on Organizational Design of Enterprise Project Management." Applied Mechanics and Materials 174-177 (May 2012): 2889–92. http://dx.doi.org/10.4028/www.scientific.net/amm.174-177.2889.

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Enterprise project management (EPM) is a new enterprise managing pattern, which organizational design of enterprise needs to fit with. The characteristics of project organization and enterprise organization are analyzed, and organizational requirement of enterprise project management are discussed. Based on these analyses, the paper puts forward organization forms of enterprise project management, and discusses how to select the enterprise project management organization (EPM organization).

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Nantoi, Daria, and Vadim Nantoi. "ORGANIZATION MANAGEABILITY ENHANCED THROUGH TOPOLOGICAL MODULAR FORMS." Journal of Social Sciences 6, no. 2 (2023): 16–36. http://dx.doi.org/10.52326/jss.utm.2023.6(2).02.

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Organizational manageability is a crucial aspect of business management, requiring a combination of forecasting, planning, organizing, implementing, controlling and decision-making. Topological modular forms study the properties of objects that are invariant under certain types of transformations and the authors search for and identify a set of key factors that are essential to the organizational manageability (both stable and unstable) and create a framework that captures these factors. Organizational manageability is highly complex and multifaceted field that requires the integration of ment

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Gerster, Daniel, Christian Dremel, Walter Brenner, and Prashant Kelker. "How Enterprises Adopt Agile Forms of Organizational Design." ACM SIGMIS Database: the DATABASE for Advances in Information Systems 51, no. 1 (2020): 84–103. http://dx.doi.org/10.1145/3380799.3380807.

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Loncar, Dragan. "Postmodern organization and new forms of organizational control." Ekonomski anali 50, no. 165 (2005): 105–20. http://dx.doi.org/10.2298/eka0565105l.

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This article displays post bureaucratic organisational concept as an adequate representative of all emerging organizational forms which are natural result of persistent initiatives to flexibly and intensify working process. Under this term we assume all budding ?sub-representatives' such as Total Quality Management (TQM), Just-in-time concept (JIT), network systems and joint ventures, virtual organizations, teamwork and other related structures. The author concludes that main virtues of new organizational paradigm are flexibility, decentralization, higher employee empowerment, knowledge and in

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Giustiniano, Luca, and Chiara D'Alise. "Networks, Clusters, and Small Worlds: Are they related?" Journal of Organization Design 4, no. 2 (2015): 48. http://dx.doi.org/10.7146/jod.20478.

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In recent years, many industries have seen the rise of new inter-organizational forms. Among those new forms, organizational networks, clusters, and small worlds are attracting increasing interest, both in academic research and management practice. While economic theory considers such forms to be market failures, organization theory highlights their potential positive effects on the participating organizations. The organizational literature often uses the terms “networks”, “clusters”, and “small worlds” as synonymous even though there are differences between them. Moreover, given the sometimes

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Barron, David N. "Pathways to Legitimacy Among Consumer Loan Providers in New York City, 1914-1934." Organization Studies 19, no. 2 (1998): 207–33. http://dx.doi.org/10.1177/017084069801900203.

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In this paper, I study the early development of two organizational forms: credit unions and Morris Plan banks which, in the early twentieth century became socially acceptable money-lenders. Three forms of legitimacycognitive, moral, and pragmaticare important in understanding their evolution and social integration. Cognitive legitimacy corresponds to what is usually considered by organizational ecologists to be legitimacy as 'taken-for-grantedness'. Organizations have moral legitimacy in so far as they have the moral approval of most members of society. Pragmatic legitimacy 'rests on the self-

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Grisold, Thomas, Adrian Klammer, and Florian Kragulj. "Two forms of organizational unlearning: Insights from engaged scholarship research with change consultants." Management Learning 51, no. 5 (2020): 598–619. http://dx.doi.org/10.1177/1350507620916042.

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Following recent calls to extend our understanding of organizational unlearning, we gain empirical insights into how the process unfolds in practice. Based on the findings of a study with change consultants in Europe, we conceptualize two forms of organizational unlearning. First, open-ended unlearning refers to instances where organizational knowledge is intentionally discarded, but the outcomes of the change process are not known. Second, goal-directed unlearning refers to situations where organizations implement specified knowledge structures that are incompatible with established ones. We

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Životić, Ilija, Kristijan Ristić, Snežana Krstić, Srboljub Nikolić, and Bruno Đuran. "Management of organizational payment security." Oditor 8, no. 3 (2022): 72–95. http://dx.doi.org/10.5937/oditor2203072z.

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Risk management in payment transactions includes identifying, measuring and managing risks. That is why it is necessary to establish its effective function in payment transactions. In the last ten years, the development of risk management in countries in transition is evident. Bearing these facts in mind, the aim of this research study is to analyze the risks in payment transactions, with special reference to the analysis of cash management. The results of this overview study show that each bank operates with a smaller or larger number of risks, positioning itself between two extremes: absolut

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Khoruzhy, Lyudmila Ivanovna, Yury Nikolaevich Katkov, Tatiana Nikolaevna Gupalova, and Anastasiya Alekseevna Romanova. "Establishment of a chart of accounts for management accounting for interorganizational cooperation among agribusiness enterprises." Buhuchet v sel'skom hozjajstve (Accounting in Agriculture), no. 1 (January 1, 2021): 9–19. http://dx.doi.org/10.33920/sel-11-2101-01.

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The article, based on theoretical analysis, gives definitions of inter-organizational cooperation, inter-organizational management accounting, inter-organizational management reporting. The composition of management reporting of agricultural organizations within the framework of business partnership was proposed, the advantages of using this type of reporting were identified, possible difficulties of implementing such a system of reporting forms were identified. The example of agricultural enterprises reveals the structure and content of management reporting for use in inter-organizational coo

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Ali, Muzaffar Ahmed, Sherwan Omar Omer, and Zana Majeed Sadiq. "The Role of Information System Efficiency Human Resources in the Strategic Practices of Human Resources Management." Iraqi Administrative Sciences Journal 2, no. 2 (2018): 219–33. http://dx.doi.org/10.33013/iqasj.v2n2y2018.pp219-233.

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The objective of the research is to analyze the relationship between organizational strength and functional entanglement and its impact on achieving strategic objectives at the level of the research sample. This is based on the model of default after taking into account the nature of the relations between the variables of research and their dimensions represented by the organizational force (structural strength, Emotional, cognitive and behavioral immersion in the achievement of strategic objectives that include their dimensions (innovation, productivity, social responsibility). Two main hypot

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Osterloh, Margit, Jetta Frost, and Bruno S. Frey. "The Dynamics of Motivation in New Organizational Forms." International Journal of the Economics of Business 9, no. 1 (2002): 61–77. http://dx.doi.org/10.1080/13571510110102976.

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Dentoni, Domenico, Jos Bijman, Marilia Bonzanini Bossle, et al. "New organizational forms in emerging economies: bridging the gap between agribusiness management and international development." Journal of Agribusiness in Developing and Emerging Economies 10, no. 1 (2020): 1–11. http://dx.doi.org/10.1108/jadee-10-2019-0176.

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PurposeThis editorial article introduces and analyzes a variety of new organizational forms that rapidly emerged in Africa, Asia, Latin America and Eastern Europe in the latest two decades. Among the others, these include: business model partnerships, business platforms, incubators and hubs, public–private partnerships, agribusiness companies' foundations and spin-offs, short supply chains, community-supported agriculture and other community self-organizing experiences. Building upon the recent literature and the five selected papers in this special issue, the authors discuss what is novel in

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Alekseev, O. B., A. S. Alekhin, D. V. Sanatov, and R. A. Baryshev. "Using the Organizational Balance Method for Transforming the Management of Scientific Activities in a University." University Management: Practice and Analysis 28, no. 1 (2024): 99–110. http://dx.doi.org/10.15826/umpa.2024.01.007.

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The main aim of this article is to describe the application of the organizational balance method to diagnose and evaluate the state of scientific research organization in contemporary Russian universities. Despite the widespread view of the modern university as a research-oriented institution, only a relatively small portion of universities have been able to organizationally embrace coherent forms of educational and research activities. In the majority of universities, not only the lack of resources for scientific research, but also the evident dominance of educational activities as resource-g

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