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Thematische Bibliographien / Organisational reality / Bücher

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Bücher zum Thema „Organisational reality“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 19. Februar 2022

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1

Ogbonna, Emmanuel. Managing organisational culture: Fantasy or reality?. London: Industrial Relations Services, 1998.

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2

Kilduff, Martin. "The social destruction of reality: Organisational conflict as social drama". Fontainbleau: INSEAD, 1986.

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3

Ben, Lewis. The reality of now: How the social process drives organisational behaviour. London: NEF, 2014.

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4

1957-, Liu Kecheng, Hrsg. Virtual, distributed, and flexible organisations: Studies in organisational semiotics. Dordrecht: Boston, 2004.

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5

Otunnu, Chua Mony-Oruma. The rise of the learning organisational theory and practice: Fad or reality. Oxford: Oxford Brookes University, 2003.

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6

1967-, Pollock Neil, Hrsg. Putting the university online: Information, technology, and organisational change. Phildelphia, Pa: Society for Research into Higher Education & Open University, 2003.

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7

Stewart, Rosemary. The Reality of organisations. London: Pan Books, 1985.

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8

Taylor, Brian. Learning organisations: Concepts to reality. Birmingham: University of Central England in Birmingham, 2000.

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9

Ismail, Johari. Enigma politik Anwar: Igauan atau realiti? Kuala Lumpur: R&S Founder Vision, 1999.

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10

La gestion des nouvelles organisation virtuelles: Un sport extrême. Saint-Nicolas, QC: Presses de l'Université Laval, 2005.

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11

Turner, Colin. The perception of threat and the reality of decline in organisations. Bristol: The Staff Collage, 1991.

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12

Ibrahim, Daud. UMNO, PAS: Realiti & maruah wartawan politik. Kuala Lumpur, Malaysia: Daud Ibrahim Enterprise, 1991.

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13

Sono, Themba. Black economic empowerment: Reality or illusion in South African organisations? : political science perspective. Mmbatho: Institute of African Studies, University of Bophuthatswana, 1993.

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14

Wrege, Charles D. Frederick W. Taylor, the father of scientific management: Myth and reality. Homewood, Ill: Business One Irwin, 1991.

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15

Dunkley, Graham. Free trade: Myth, reality, and alternatives. Black Point, N.S: Fernwood, 2003.

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16

Free trade: Myth, reality and alternatives. Dhaka: University Press, 2004.

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17

Sharpe, A. Organisation change and the psychological contract: The rhetoric of employability, the potential reality of reciprocal brutalism. Leicester: De Montfort University, 2003.

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18

Sharpe, Annette. Organisation change and the psychological contract: The rhetoric of employability, the potential reality of reciprocal brutalism. Leicester: De Montfort University, 2003.

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19

The ecology of information work: A case study of bridging archaeological work and virtual reality based knowledge organisation. Åbo: Åbo Akademis Förlag, 2006.

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20

John, Jane. From theory to reality: A case study and analysis of the practical implementation of equal opportunities in a voluntary sector organisation. Birmingham: University of Central England in Birmingham, Department of Education, 1995.

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21

Busacca, Maurizio, und Roberto Paladini. Collaboration Age. Venice: Fondazione Università Ca’ Foscari, 2020. http://dx.doi.org/10.30687/978-88-6969-424-0.

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Annotation:

Recently, public policies of urban regeneration have intensified and multiplied. They are being promoted with the aim to start social and economic dynamics within the local context which is subject to intervention. From the empirical analysis, we realise that such activities are mainly implemented by three subjects or by mixed coalitions (public institutions, actors of the third sector and companies). Within them, each player is moved by a multiplicity of interests and goals that go beyond their own nature – public interest, market and mutualism – and tend to redefine themselves, thus becoming hybrid forms of production of value (social, economic, cultural). By studying a number Italian and Catalan cases, this essay deals with the theory that, under specific conditions and configurations, a collaborative direction – of organization, production and design – would give life to successful procedures, even without the identification of a one-best-way. The collaboration is not simply a choice of operation, but a real production method which mobilises social resources to create hybrid solutions – between state, market and society – to complex issues that could not be faced solely with the use of the rationale of action of one among the three actors. In this framework, the systems of relations and interactions between players and shared capital become an essential condition for the success of every initiative of urban redevelopment, or failure thereof. Such initiatives are brought to life by the strategic role of individuals who foster connections as well as the dissemination of non-redundant information between social networks, and collective and individual actors which would otherwise be separated and barely able to communicate and collaborate with each other. In addition to the functions carried out by knowledge brokers, that have been extensively described in organisational studies and economic sociology, the aforementioned figures act as real social enzymes, that is to say, they handle the available information and function as catalysts of social processes of production of knowledge. Moreover, they increase the reaction speed, working on mechanisms which control the spontaneity.

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22

James, Martin. Cybercorp: The new business revolution. New York: Amacom, 1996.

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23

Grieco, Joseph M. Cooperation among nations: Europe, America, and non-tariff barriers to trade. Ithaca: Cornell University Press, 1990.

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24

Dimensions of Change: Conceptualising Reality in Organisational Research. Copenhagen Business School Press, 2004.

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25

Liu, Kecheng. Virtual, Distributed and Flexible Organisations: Studies in Organisational Semiotics. Springer, 2004.

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26

Liu, Kecheng. Virtual, Distributed and Flexible Organisations: Studies in Organisational Semiotics. Liu Kecheng, 2011.

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27

The Trousers of Reality: Find your balance in life, work and play: Why things like Agile, Lean, NLP, Systems Thinking & Theory of Constraints are essential for effective project management. Code Green Publishing, 2009.

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28

Ackroyd, S. Realist Perspectives on Management and Organisations (Critical Realism--Interventions). Routledge, 2001.

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29

Ackroyd, S. Realist Perspectives on Management and Organisations (Critical Realism--Interventions). Routledge, 2001.

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30

Vilain, Michael, Hrsg. Wege in die digitale Zukunft. Nomos Verlagsgesellschaft mbH & Co. KG, 2020. http://dx.doi.org/10.5771/9783748907008.

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Annotation:

Digitisation and mechanisation, in conjunction with network phenomena, are fundamentally changing the working and organisational world. They are both a complexity driver and a facilitator. The results of this for the social sector are accordingly multifaceted: new technology-based fields of work are emerging, powerful market players are appearing in changed value creation structures, and both management paradigms and specific requirements for employees and management are changing. Theory and practice are trying to conceptually grasp this new reality from a solution-oriented management perspective: exploration instead of exploitation, disruption instead of evolution or the contradictory concept of organisational ambidexterity. The contributions in this conference volume approach the facets of this complex phenomenon in an interdisciplinary manner, whereby theory and practice can meet on an equal footing, with the result that theoretical and empirical findings alternate with practical tests and findings. With contributions by Michael Vilain, Matthias Heuberger und Michael Vilain, Michael Beier und Sebastian Früh, René Linek, Thomas Klauß, Helmut Kreidenweis, Hartmut Kopf, Jens Runkehl, Christoph Minnig, Max Pascher, Andreas Schmidt, Philipp Köhler

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31

Ackroyd, Stephen, und Steve Fleetwood, Hrsg. Realist Perspectives on Management and Organisations. Routledge, 2003. http://dx.doi.org/10.4324/9780203164433.

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32

J, Jackson Paul, und Wielen Jos van der, Hrsg. Teleworking: International perspectives : from telecommuting to the virtual organisation. London: Routledge, 1998.

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33

1955-, Fleetwood Steve, und Ackroyd Stephen, Hrsg. Critical realist applications in organisation and management studies. London: Routledge, 2004.

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34

Ackroyd, Stephen. Critical Realist Applications in Organisation and Management Studies. Routledge, 2005. http://dx.doi.org/10.4324/9780203537077.

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35

Liu, Kecheng. Virtual, Distributed and Flexible Organisations. Springer, 2008.

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36

Understanding the Virtual Organisation in a Week (Successful Business in a Week). Hodder Arnold H&S, 1996.

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37

Nigeria and the Organisation of African Unity: In search of an African reality. Lagos, Nigeria: Third Press Publishers, 1991.

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38

Stephen, Ackroyd, und Fleetwood Steve 1955-, Hrsg. Realist perspectives on management and organizations. London: Routledge, 2000.

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39

Rondot, Pierre, und Marie-Helene Collion. Partnerships Between Agricultural Services Institutions and Producers' Organisations: Myth or Reality? (Agricultural Research and Extension Network (AgREN) Paper). Overseas Development Institute, 1998.

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40

Gray, Kevin, und Susan Francis Gray. 1. Fundamental concepts. Oxford University Press, 2013. http://dx.doi.org/10.1093/he/9780199603794.003.0001.

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Titles in the Core Text series take the reader straight to the heart of the subject, providing focused, concise, and reliable guides for students at all levels. This chapter introduces a number of concepts that are fundamental to an understanding of the contemporary law of land in England and Wales. It discusses: definition of ‘land’ as physical reality; the notion of abstract ‘estates’ in land as the medium of ownership; the relationship between law and equity; the meaning of ‘property’ in land; the impact of human rights on property concepts; the ambivalence of common law perspectives on ‘land’; the statutory organisation of proprietary rights in land; and the underlying policy motivations that drive the contemporary law of land.

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41

New forms of work organisation: Can Europe realise its potential? : results of a survey of direct participation in Europe. Loughlinstown, Co. Dublin, Ireland: European Foundation for the Improvement of Living and Working Conditions, 1998.

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42

Group, EPOC Research, und European Foundation for the Improvement of Living and Working Conditions., Hrsg. New forms of work organisation: Can Europe realise its potential? : results of a survey of direct employee participation in Europe. Dublin, Ireland: European Foundation for the Improvement of Living and Working Conditions, 1997.

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43

New forms of work organisation: Can Europe realise its potential? Results of a survey of direct employee participation in Europe. European Communities / Union (EUR-OP/OOPEC/OPOCE), 1997.

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44

Cork, Steven, Hrsg. Resilience and Transformation. CSIRO Publishing, 2010. http://dx.doi.org/10.1071/9780643098138.

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Resilience and Transformation explores what factors contribute to Australia’s resilience, what trends are apparent, and what actions are required to better prepare us for the immediate and longer term future. Resilience is a word used more and more across societies worldwide as decision makers realise that predicting and controlling the future does not work and that preparing for uncertainty and surprise is vital. Many viewpoints have emerged on how to assess and achieve resilience of individuals, organisations, communities and ecosystems, but rarely has the resilience of a nation been considered. As Australia moves into a millennium that promises major economic, social, technological and environmental change, Australia21 has assembled some of Australia’s leading thinkers to give their perspectives on the extent and direction of resilience across our nation’s social, economic, ecological and disaster management systems.

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45

Courtenay Botterill, Linda, und Melanie Fisher, Hrsg. Beyond Drought. CSIRO Publishing, 2003. http://dx.doi.org/10.1071/9780643090972.

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The unpredictability of Australia’s climate poses real challenges for practices that were developed based on the relative predictability of a European climate. More recently, policy has been moving towards accepting drought as a reality, rejecting the notion that it is a natural disaster in favour of an approach based on risk management. However, the level of public debate during a drought event suggests that this policy approach has not been widely understood or accepted. Media reporting of drought rapidly adopts disaster-related language and the organisation of relief appeals reinforces the impression that drought is an aberration rather than a normal part of Australia’s climate patterns. Beyond Drought provides a multi-disciplinary discussion aimed at increasing the level of understanding of drought’s many facets and its impact on the environment, communities and the economy. It introduces a range of perspectives in order to emphasise the complexity of drought policy. The book cuts through the often emotional debate that occurs during a drought event, aiming to stimulate reasoned discussion about the best way that Australian farmers and the broader community can live with the vagaries of an uncertain climate.

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46

Advances in Networked Enterprises: Virtual Organisations, Balanced Automation, and Systems Integration (IFIP International Federation for Information Processing). Springer, 2000.

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