Academic literature on the topic '150310 Organisation and Management Theory'
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Journal articles on the topic "150310 Organisation and Management Theory"
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Raye, Janna. "Fractal Organisation Theory." Journal of Organisational Transformation & Social Change 11, no. 1 (March 11, 2014): 50–68. http://dx.doi.org/10.1179/1477963313z.00000000025.
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Sims, David, and Hari Das. "Organisation Theory with Canadian Applications." Journal of the Operational Research Society 44, no. 2 (February 1993): 204. http://dx.doi.org/10.2307/2584375.
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Sims, David. "Organisation Theory with Canadian Applications." Journal of the Operational Research Society 44, no. 2 (February 1993): 204. http://dx.doi.org/10.1057/jors.1993.39.
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Jorgensen, Kenneth, Anete Strand, and David Boje. "Towards a Postcolonial-storytelling Theory of Management and Organisation." Philosophy of Management 12, no. 1 (2013): 43–66. http://dx.doi.org/10.5840/pom20131214.
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Andersen, Jon Aarum. "How organisation theory supports corporate governance scholarship." Corporate Governance 15, no. 4 (August 3, 2015): 530–45. http://dx.doi.org/10.1108/cg-02-2014-0016.
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Purpose – This paper aims to show how organisation theory can be used to understand the controversy between the shareholder and the stakeholder perspectives. Rationalistic and open system theories may enhance research on corporate governance by offering well-defined concepts and by specifying core relationships. Design/methodology/approach – This paper applies descriptions of the two perspectives in organisation theory as a “method” for illustrating how they are linked to and support the shareholder versus the stakeholder perspectives. Findings – The controversy stems from the fact that the shareholder and the stakeholder perspectives address different relationships. The shareholder perspective captures two relationships that accord with rationalistic organisation theory: shareholders are managing the managers and the organisation, and managers are managing the corporation on behalf of the owners. The stakeholder perspective focuses on three relationships that are not concordant with system theory: managers are managing the shareholders (i.e. the symbolic management of stockholders), managers are managing the corporation (i.e. general management theory) and managers are managing the stakeholders. Research limitations/implications – Organisation theory provides suggestions for more fruitful definitions of the often-used concepts of direction, control, administration and influence. These terms may be substituted with the well-defined concepts of management, power and control. Practical implications – Proponents of organisation theory find it theoretically difficult to deal with the topic of corporate governance, if they do at all. When they do, they do it only perfunctorily. Originality/value – Organisation theory may strengthen research on corporate governance if we insist on both theoretical clarifications of major relationships and on the use of more strictly defined concepts.
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Schumacher, E. F. "Towards a Theory of Large‐Scale Organisation." Management Decision 25, no. 2 (February 1987): 49–53. http://dx.doi.org/10.1108/eb001444.
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ANDRIANI, PIERPAOLO. "DIVERSITY, KNOWLEDGE AND COMPLEXITY THEORY: SOME INTRODUCTORY ISSUES." International Journal of Innovation Management 05, no. 02 (June 2001): 257–74. http://dx.doi.org/10.1142/s1363919601000336.
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This paper will discuss some introductory issues related to the role and importance of microdiversity of agents in the context of business networks. Traditional views emphasise the importance of connectivity in the making of industrial clusters, but neglect the crucial role of microdiversity. Microdiversity is important to achieve adaptive behaviour in the presence of environmental uncertainty. Diversity acts as a reservoir of potential strategies against unpredictable environments. Secondly, the formation of business networks is explained in terms of mechanisms generating diversity. Networks emerge as the organisational form in which the diversity of agents can self-organise. This paper suggests that the issue of diversity can be used to discriminate between the model of organisation based on rational allocation of resources — the firm — and the model of organisation based on emergence and self-organisation — the network. The paper concludes that the former is a diversity-reducing mechanism, whereas the latter is a diversity-enhancing mechanism
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Santa, Mijalce. "Learning organisation review – a “good” theory perspective." Learning Organization 22, no. 5 (July 13, 2015): 242–70. http://dx.doi.org/10.1108/tlo-12-2014-0067.
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Purpose – The purpose of this paper is to perform integrative literature review of the learning organisation (LO) concept, on the basis of the results of the literature review to assess the concept on the principles of “good” theory, and provide future avenues for LO concept clarification and development. Design/methodology/approach – The “good” theory properties approach is used to present, synthesise and discuss studies that focus on the LO. The paper reviews in more detail the definitions (Who? and What?), the domain (When? and Where?), the relationships (How? and Why?) and the predictions by the LO theory (Would? Should? and Could?). Findings – The review revealed that the LO violates the properties of the “good” theory, especially the definitions’ and relationships’ properties. As a result, it is suggested for the research in the future to be focused on creation of formal conceptual definitions, development of ontology as a base for clarification of the relationship property and improve the instruments for measurement of the LO. Originality/value – Previously published literature reviews have advanced the clarification of the LO concept. However, there remains a need for evaluation of the concept in light of approach to concept formation. By using the “good” theory approach, this paper identified the shortcomings and laid down the ground for future research that will improve the LO concept.
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Jarvis, Wade, Robyn Ouschan, Henry J. Burton, Geoffrey Soutar, and Ingrid M. O’Brien. "Customer engagement in CSR: a utility theory model with moderating variables." Journal of Service Theory and Practice 27, no. 4 (July 10, 2017): 833–53. http://dx.doi.org/10.1108/jstp-04-2016-0081.
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Purpose Both customer engagement (CE) and corporate social responsibility (CSR) have been linked to customer loyalty. Past studies use service dominant logic and customer value co-creation to explain this relationship. The purpose of this paper is to apply utility theory to develop and test a new theoretical model based on CSR initiative preference to understand the relationship between CE and customer loyalty to the organisation in a CSR platform. Design/methodology/approach This empirical study uses choice theory in the form of best-worst scaling, and structural equation modelling, to measure the impact of sports club members’ choice preferences for a range of CSR initiatives on their intention to engage with the initiative and subsequent loyalty to the club. Findings This study highlights the importance of engaging members in the CSR strategy they prefer as it enhances not only the extra value to the organisation via customer loyalty to the organisation, but also CE with the organisation. Furthermore, the study reveals age and gender impact on the relationship between CE in CSR initiatives and customer loyalty. Originality/value This study extends CE to CSR behaviours and provides empirical evidence for a unique theoretical framework of CE based on utility theory. It also highlights the need to take into account moderating variables such as customer demographics.
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Tomaževič, Nina, Metka Tekavčič, and Darja Peljhan. "Towards excellence in public administration: organisation theory-based performance management model." Total Quality Management & Business Excellence 28, no. 5-6 (October 23, 2015): 578–99. http://dx.doi.org/10.1080/14783363.2015.1102048.
Full textDissertations / Theses on the topic "150310 Organisation and Management Theory"
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Marshall, Amber. "Sensemaking in virtual settings: a practice based approach." Thesis, Business School, University of Queensland, 2016. https://eprints.qut.edu.au/130843/1/s41808469_phd_resubmission.pdf.
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Since the mainstream uptake of computers and the internet, our world has become
increasingly virtualised. Modern organisations are deeply reliant on virtual technologies to carry out
their business across time and distance. Indeed, virtual technologies are now implicated in almost
all organisational activities, from (virtual) meetings to (online) collaboration. Many scholars have
been drawn to investigate the new organisational phenomena that have resulted from the
virtualisation of our world, such a virtual learning, virtual leadership and virtual decision making.
My research, however, tackles a more fundamental question about how organising more generally
is accomplished in the virtual age. Namely, the research question is, “How does sensemaking, as the
basis of organising, take place in virtual settings?” To explain, sensemaking – a foundational
concept in Organisation Studies – underpins all organisational activities. Therefore understanding
how sensemaking takes place in virtual settings will necessarily illuminate how organising more
generally is accomplished virtually.
To date, how sensemaking takes place in virtual settings has hardly been studied. Further,
the studies that do exist impose Weick’s (1969, 1979, 1995) theory of sensemaking (which was
developed at a time pre-dating virtual technologies) on to the new context. As a result, existing
studies do not illuminate what is new, unique and interesting about how we make sense in virtual
settings. In this thesis I develop an alternative, practice-based conception of sensemaking (which
serves as the theoretical framework for the study) that sensitises me to previously overlooked but
critical concepts, namely materiality, embodiment and ongoing accomplishment. First, materiality
describes how things, which in virtual settings are often digital, are implicated in sensemaking.
Second, embodiment describes how physical bodies, and their digital representations in virtual
settings, are involved in accomplishment of activities. Finally, ongoing accomplishment describes
how sensemaking takes place in the flow of activities as they are carried out in the physical world,
the virtual world, or combination of both. This framework also enables me to position activities as
the unit of analysis for sensemaking. Taken together, this is a novel approach that reveals new
facets of the phenomenon of sensemaking in virtual settings.
This theoretical framework is applied in three different fieldsites (of varying levels of
virtuality) which are selected using a virtuality continuum developed within the thesis. These
fieldsites are Yammer (a social media platform), telepresence (a video-based collaboration
platform), and Second Life (a three-dimensional virtual world). The methodology is a hybrid
traditional-virtual ethnography in which data is collected through participant observation,
complemented by interviews. Empirical data are presented in the form of accounts that exemplify
the key activities of practitioners in each fieldsite. The analysis reveals how sensemaking is
enabled, constrained and altered owing to activities being carried out virtually (rather than in
traditional settings). Further, various unique features of sensemaking as it takes place in each
fieldsite are articulated, which become the subject of a cross-fieldsite comparison.
By overlaying the results from each fieldsite on to the virtuality continuum, the question of
how sensemaking takes place in virtual settings is answered in two ways. First, features of
sensemaking that are common across all fieldsites, and therefore levels of virtuality, are identified.
Second, I identify features of sensemaking that are specific to particular fieldsites and make
inferences about how sensemaking features change depending on the level of virtuality of the
setting. Some anomalies arising from this analysis are resolved by suggesting an alternative matrix
model of virtuality which has potential to be included in future research.
The findings culminate in articulation of a practice-based theoretical account of “virtual
sensemaking”. This virtual sensemaking is then compared to traditional sensemaking, further
illuminating the uniqueness of how sensemaking takes place in virtual settings. I then articulate
contributions to the fields of sensemaking and organising as follows. This is the first study to
articulate an account of sensemaking as it takes place specifically in virtual settings. Moreover, the
account of virtual sensemaking broadens our understanding of sensemaking generally by opening
up previously under-theorised aspects of how we accomplish (virtual) organisational activities.
Contributions to broader organising include reconsideration of how we define quintessential
organising activities, such as meetings. Practical implications pertain to creators, administrators and
users of virtual technologies who may use this knowledge of virtual sensemaking to inform more
effective and efficient design, implementation, management and application of virtual technologies
in organisations.
Finally, exciting avenues for future research are suggested, including opportunities to
reconceptualise the theoretical, empirical and analytical landscape for investigating organising in
the modern virtual age. Namely, we may let go of notions of organising that are rooted in traditional
settings and embrace new conceptions of virtual organising. Organising is no longer place-specific
or linear, nor does it require our physical presence or real-time participation. Instead, modern virtual
organising is a complex, multi-dimensional blending of the physical and virtual. As technologies
evolve and our activities become ever more integrated with them, understanding how we achieve
this blending will be paramount to progressing the field of Organisation Studies generally.
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Cathcart, Abigail. "Directing Democracy : The Case of the John Lewis Partnership." Thesis, University of Leicester, 2009. https://eprints.qut.edu.au/44149/1/CathcartThesis.pdf.
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The John Lewis Partnership was founded in 1929 as an “experiment in industrial democracy” (Lewis, 1948). This thesis explores the meaning of democracy in the Partnership and examines the wider implications of the case. It argues that democracy in work should be viewed as something which is intrinsically valuable because of its connection to furthering justice, equality, freedom and the rights and interests of all workers.
The thesis makes three main contributions. Firstly, the production of a historically situated exploration of democratic participation in the John Lewis Partnership – the largest co-owned business in the UK. Secondly, an analysis of power relations in the organisation and an examination of the ways in which disciplinary power and regimes of truth both constrain democratic practice and offer the potential for resistance and challenge. Thirdly, the thesis challenges critics of the Partnership who have dismissed it as a form of “pseudo democracy” (Pateman, 1970: 73) and “suffocatingly paternalistic” (Ramsay, 1980: 52).
Despite the constant threat of degeneration and dilution of the value framework laid down by the founder, the Partnership’s continued commitment to democratic participation provides an important contribution to our understanding of co-ownership and democratically organised forms of work. The analysis shows that management have attempted to direct and define democracy in a highly constrained way, assigning it an instrumental purpose, and privileging the ‘business case’ for democratic engagement. However, the study emphasises that the meaning of democracy is heavily contested and fraught with contradictions and paradoxes. This creates a space in which understandings of equality, solidarity and democracy are debated by the 69,000 employees who are co-owners of the business.
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Bilandzic, Ana. "New approaches to developing and commercialising IP from research in universities using open innovation." Thesis, Philipps-Universität Marburg, Germany, 2016. https://eprints.qut.edu.au/98400/1/thesis_ana.pdf.
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There has been increasing interest in open innovation in academic research as well as industry application since the concept was introduced in 2003. The concept got much attention because of its economic benefits and novel means for facilitating innovation. This thesis aims to adapt the concept of open innovation to the university environment, in order to foster innovation in the development process for intellectual property (IP) derived from academic research activities. It contributes to the literature on open innovation adapted to the university context, i.e. open collaboration on the development of intellectual property towards a commercial ready stage. In order to investigate the potential of open innovation in the university environment, a focus group was conducted. In addition, the business process of Quirky Inc. was analysed as an example to better understand how open innovation works in the business context. The results of the study’s data analyses inform new opportunities for interventions in universities towards fostering different approaches to IP development as research outcomes. Further, it reveals interventions that can promote open innovation approaches in the university’s context more generally.
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Rossiter, P. G. "Organisational improvement through learning organisation theory." Thesis, University of Salford, 2007. http://usir.salford.ac.uk/2256/.
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A research study was conducted of the management theories and quality philosophies that have been expounded throughout the twentieth century. This study included the modem thinking for quality improvement and business excellence to include the modem concept of Learning Organisations. This research project was undertaken with the aim of producing a framework based on the culture of Learning Organisation Theory and including within it the external influences on such a culture. The framework consisted on a core of human values, divided into five areas that are deemed important to learning organisations. These were surrounded by the basic values of Trust, Honesty and Openness thus protecting the core from outside influence. Elements from traditional management systems theory provided the outer casing for the framework, these elements influencing the core for both good and bad. The contents of the framework were then studied in three organisations of differing background with a view to firmly establishing the elements and areas within the framework for validity in these three organisations. The common theme between all the organisations chosen was that they had all in the recent past been involved in major management and internal change. One study involved the development of a questionnaire and supporting matrices in order to identify the areas and elements of the framework, thus establishing their existence. Active research techniques were used in the other studies in order to establish both 'why' the elements are important and any interrelationship between the areas. As a result of these studies suggestions for modification to the framework were established in order to strengthen the thinking and these were encompassed in to the framework. Probably the most significant of these changes was the inclusion of 'Leadership' as being a major factor in the filtering of undesirable elements. The outcome from the research is that the aim was achieved and a framework was developed that, for the first time, was drawn up in such a way that the elements and areas can easily be recognised and an understanding of what they represent is clearly shown. The reasons as to why these elements are important are also established. This is regarded as an advancement in this field of study.
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Dale, Karen. "Under the knife : embodiment and organisation theory." Thesis, University of Warwick, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.272499.
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Houchin, Kathleen. "Applying complexity theory to the strategic development of an organisation." Thesis, University of Glasgow, 2003. http://theses.gla.ac.uk/1811/.
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How useful is complexity theory for describing the strategic development of an organisation? I begin by using Whittington’s framework to give an overview of mainstream strategy literature. I highlight some of the shortcomings in current approaches to strategy and suggest that a new approach is needed. Complexity theory is offered as a new approach. I examine the complexity theory literature. I discuss rules based and connectionist approaches to complexity theory and the use of complexity theory concepts as metaphors. The complexity theory concepts of sensitivity to initial conditions, disequilibrium, positive and negative feedback and emergence of order are identified. Shortcomings in using the theory to describe a social system are then given. I examine the research paradigms open to researchers and conclude that to apply complexity theory to a social system, research within a phenomenological paradigm is required. I present an three and a half year ethnographic study of AYTAG, a public sector regulatory organisation. I use narrative to describe its development in terms of complexity theory concepts. The organisation set out to become flexible and flat structured, with multiskilled professionals and a strong centre to drive it forward. What emerged was an hierarchical organisation with powerful operational departments, a weak centre and a traditionally skilled workforce. AYTAG retained its primary role of regulator but failed to promote its influencing role. I found that order emerged at the boundary between the organisation’s legitimate and shadow systems. The underlying dynamic which led to the order that emerged was the need to reduce anxiety. I examine the usefulness of each complexity theory concept to our understanding of the development of AYTAG. I describe the difficulties involved in determining the exact nature of initial conditions in social systems and the need to consider disequilibrium as a social state rather than a particular action or event. In particular I highlight the use of the concept of feedback as an interesting avenue for studying organisations. I examine the nature of feedback processes at the level of organisation and at individual system level. I describe the interplay between them and its effect on the order emerging in AYTAG. I draw attention to some of the difficulties I found in applying complexity theory concepts to a social system, such establishing precise definitions of the different concepts.
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Ludlow, Brian Alan. "Information systems strategy - theory and practice within a multi-divisional organisation." Thesis, Henley Business School, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.232937.
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Sheard, Stephen. "The myth of 'organisation' : towards a novel histographic perspective on socio-economic organisations." Thesis, University of Kent, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.297350.
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Gilge, Steffen. "Die Universität als lernende Organisation?" Doctoral thesis, Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2009. http://nbn-resolving.de/urn:nbn:de:bsz:14-ds-1240344451018-07164.
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Der anhaltende Misserfolg des politikgetriebenen Reformstakkatos verstärkt seit einer Dekade die Tendenz zu einem Reformmodus, der Universitäten höhere Autonomie zuspricht und auf deren Selbstorganisation gegen die teilweise dramatisch diskutierte Entfremdung von der Gesellschaft setzt. Mit Experimentierklauseln oder gar Hochschulfreiheitsgesetzen wird die Möglichkeit zur Selbstreferenz geschaffen – die Universität ist fortan für sich selbst verantwortlich. Diese Möglichkeit ist gleichwohl nur eine der notwendigen Bedingungen für erfolgreiche Selbstreferenz. Die Fähigkeit dazu liefert die „Entfesselung“ nicht. Dazu muss sich die Universität eingebettet in die sie umfassenden Zusammenhänge begreifen und mögliche Wechselwirkungen zwischen Organisation und Umwelt berücksichtigen können. Diesen voraussetzungsvollen Fall, dass eine Organisation die Auswirkungen ihrer Operationen auf ihre Umwelt sowie daraus entstehende Rückwirkungen auf sich selbst reflektiert, kann mit LUHMANN (1984, S.617) rationale Selbstreflexion genannt werden. Die Arbeit widmet sich dem Managementinstrument der Leitbildentwicklung und untersucht, wie es zur rationalen Selbstreflexion der Universität beitragen kann. Mit der Perspektive der Theorie sozialer Systeme werden drei Bedingungen herausgearbeitet, die im Prozess der Leitbildentwicklung zu berücksichtigen sind, um das orientierende und koordinierende Nutzenpotential dieses Managementinstruments zu entfaltenDue to the persisting failure of ever continuing reforms driven by politics a new mode of reform has been established during the last decade: Universities are granted higher autonomie with respect to decisionmaking aiming at strengthening their capability of self-organisation. With flexible clauses in new higher education laws the possibility for self-reference has been created - Universities are responsible for themselves. This possibility is nevertheless just one of the required conditions for sucessful self-reference. The second required condition, the ability for self-reference, is not fulfilled automatically by just "loosening the chains". In order to develop this ability Universities have to recognize themselves as embedded in a tight network of relationships and they have to be able to incorporate reciprocal effects between themselves and its environment into their decisionmaking. This case of an organisation being able to reflect on its impact on its environment as well as on the backlashes created by that, can be termed "rational reflexivity" with LUHMANN (1984, p.617). This paper adresses the management instrument of creating mission statements and analyses, how this instrument can contribute to the rational reflexivity of Universities. Using the theory of social systems three conditions are suggested that should be accounted for when aiming to unreveal the potential of the orienting and coordinating management instrument mission statements
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Watkins, M. S. "The internal stakeholder : management factors in the implementation of an environmental management system in a multi-site organisation." Thesis, University of Bath, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.341174.
Full textBooks on the topic "150310 Organisation and Management Theory"
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John, Gray. Business organisation. Manchester: NCC Publications, 1987.
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Neil, Barnwell, ed. Organisation theory: Concepts and cases. 4th ed. French Forest, NSW: Prentice Hall, 2002.
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Organization theory with Canadian applications. Toronto: Gage Educational Pub. Co., 1990.
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Nonprofit organizations: Theory, management, policy. London: Routledge, 2005.
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Kitson, Alan. The ethical organisation: Ethical theory and corporate behaviour. Basingstoke: Macmillan Business, 1996.
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Organization theory: Tension and change. Boston: McGraw Hill, 2001.
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Butler, Gathorne V. Organization and management: Theory and practice. Englewood Cliffs, N.J: Prentice-Hall International in association with the Instituteof Personnel Management, 1986.
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Erhard, Oeser, Bauer Leonhard Dkfm, and Matis Herbert, eds. Evolution, Organisation, Management: Zur Entwicklung und Selbststeuerung komplexer Systeme. Berlin: Duncker & Humblot, 1989.
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Robbins, Stephen P. Organization theory: Structure, design and applications. 3rd ed. Englewood Cliffs: Prentice-Hall, 1990.
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Organization theory: Structure, design, and applications. 2nd ed. Englewood Cliffs, N.J: Prentice-Hall, 1987.
Find full textBook chapters on the topic "150310 Organisation and Management Theory"
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Leach, Steve, John Stewart, and Kieron Walsh. "The Contribution of Organisation Theory." In The Changing Organisation and Management of Local Government, 45–68. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23589-6_3.
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Senge, Konstanze, and Simon Dombrowski. "Das Management von Unsicherheit in Organisationen: Können Organisationen im Umgang mit Unsicherheit von den Erkenntnissen der High Reliability Theory lernen?" In Organisation und Unsicherheit, 87–102. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-531-19237-6_6.
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Pizzolitto, Elia, and Ida Verna. "Resource Orchestration Theory and the Configuration of Electronic Human Resources Management." In Lecture Notes in Information Systems and Organisation, 29–40. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-10902-7_3.
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Braithwaite, Jeffrey, Louise A. Ellis, Kate Churruca, Janet C. Long, Peter Hibbert, and Robyn Clay-Williams. "Complexity Science as a Frame for Understanding the Management and Delivery of High Quality and Safer Care." In Textbook of Patient Safety and Clinical Risk Management, 375–91. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-59403-9_27.
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AbstractOver the past two decades, prominent researchers such as Greenhalgh [1], Plsek [2], Leykum [3], Lanham [4], Petticrew [5] and Hawe [6, 7] and their colleagues and teams have promoted using complexity theory to describe and analyse the various dimensions of healthcare organisation [8–12]. Internationally, in parallel, governments have recognised the need to ‘think differently’ about healthcare policy and service delivery, but without much traction on how that might be done and what it might mean. Nevertheless, it has now become more common—but by no means universal—to apply a complexity lens to understanding healthcare services and to improving them. This involves greater appreciation of elaborate, intricate, multi-faceted care networks, healthcare ecosystems, layered parts in composite settings, contextual differences across care settings, clinical cultures, multi-agent environments, and the convoluted, challenging, wicked problems [13] these systems throw up. However, with some relatively limited exceptions, the quality and safety fields’ interest in complexity has, to date, been largely superficial, both theoretically and empirically [1].
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Salameh, Abdallah, and Julian M. Bass. "Spotify Tailoring for Architectural Governance." In Agile Processes in Software Engineering and Extreme Programming – Workshops, 236–44. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-58858-8_24.
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Abstract Organisations usually tailor Agile methods to fit their needs best. Spotify has developed its own Agile culture to facilitate software development for hundreds of developers across multiple cities. The Spotify model has become influential among agile proponents and hence formed the basis of methods used in other organisations. We have identified a lack of research into agile architecture using the Spotify model. To explore How can architectural governance increase the autonomy of teams when using the Spotify model?, an intervention embedded case study was conducted in a multinational FinTech organisation, using the Spotify model. New processes were introduced by developing and evaluating an approach to Agile architectural governance. This approach incorporates a structural change and a change management process. We conducted 6 semi-structured open-ended interviews and direct observations of Agile practices. The collected data was analysed using Thematic Analysis and informed by some Grounded Theory techniques. The practitioners in our study report benefits of this evaluated approach. These benefits include transforming architectural based decision into decentralised based decision-making, strengthening the autonomy of squads through aligning architectural based decisions, sharing the architectural knowledge among the squads, and other benefits. We identify the characteristics and benefits of our evaluated approach to Agile architectural governance using the Spotify model. Also, we identify guidelines and challenges for those wishing to adopt this approach.
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Renzi, Pietro, and Alberto Franci. "EGIPSS model for the evaluation of performance in healthcare." In Proceedings e report, 167–72. Florence: Firenze University Press, 2021. http://dx.doi.org/10.36253/978-88-5518-461-8.32.
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The need to improve performance in the Italian healthcare sector and thereby optimise the availability and delivery of related services has long been recognised. The associated reforms and developmental programmes have meant that the focus of health services has moved from a means-based approach to a results-based approach; which was an essential step to enabling real performance improvements according to the new public management paradigm. What is essential is a means of measuring and evaluating changes in healthcare sector performance which will support policy-makers to provide transparency and accountability, in accordance with the Tallinn Charter. This is particularly relevant in the healthcare sector, where outcomes are critical. This paper examines the concept of performance and performance assessment in the healthcare sector; acknowledging the inherent difficulties caused by the complexity of the systems and the multiplicity of performance-related definitions involved. This latter point is illustrated by the fact that many international organisations, such as the WHO and the OECD, have used varying models to assess and compare the performance of health systems in different countries. The authors have compared and evaluated a wide range of models and have determined the merits of the EGIPSS (Évaluation Globale et Intégrée de la Performance des Systèmes de Santé) integrative model. This is based on Parson's theory of social action which specifies four functions necessary for an organisation to survive. EGIPSS takes into consideration the conceptual contributions of different organisations, and covers a comparatively large number of performance measurements. A detailed illustration of the methodology is presented, together with some healthcare-related results for the Republic of San Marino and parts of the Marche Region in Italy.
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"Pioneers of management theory." In Business Organisation for Construction, 16–39. Routledge, 2009. http://dx.doi.org/10.4324/9780203928028-7.
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Parent, Milena, and Danny O’Brien. "Organisation theory and sport management." In Managing Sport Business, 179–205. Routledge, 2018. http://dx.doi.org/10.4324/9781315265476-10.
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Piekarczyk, Anna. "Organisation Culture From Systems Theory of Organisation Perspective." In Advances in Human Resources Management and Organizational Development, 39–52. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-2480-9.ch003.
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The article deals with organisation culture from the viewpoint of systems theory of organisation. Organisations are presented as autopoietic systems, relations between organisation and individual are discussed as well. The author attempts to define to what extent values and rules characteristic for a given culture can and should be changed.
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Szczepańska-Woszczyna, Katarzyna. "Introduction." In Management Theory, Innovation and Organisation, 1–7. Routledge, 2020. http://dx.doi.org/10.4324/9781003057123-1.
Full textConference papers on the topic "150310 Organisation and Management Theory"
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GOWSIGA, M., and H. S. JAYASENA. "DIFFUSION OF PROFESSION IN SRI LANKAN ORGANISATIONS: FACILITIES MANAGEMENT." In 13th International Research Conference - FARU 2020. Faculty of Architecture Research Unit (FARU), University of Moratuwa, 2020. http://dx.doi.org/10.31705/faru.2020.4.
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Facilities Management (FM) is the integrated management of the workplace to enhance the performance of the organization. It is obvious that competent FM will arouse effective working performance and the value of the organisation by increased employee productivity. Diffusion of Innovation (DOI) theory helps to explain the adoption process of innovation by modelling its entire life cycle according to the aspects of communications and human information interactions. Thus, this research aims to identify the influencing factors and nature of their effect on FM diffusion in Sri Lankan organisations, FM as a sample for the profession. A qualitative research approach was selected to conduct the research. A comprehensive literature synthesis was carried out at first to determine the existing data and also to develop the questionnaire survey which was designed for top management of FM adopted organisations in Sri Lanka. The questionnaire respondents were selected randomly with the available information. Collected data were analysed using manual content analysis and which was validated using a 95% confidence interval test. Research findings revealed that majority of FM adoption decision was taken in the Sri Lankan organisations by Board of Directors/ Managing Director which is authority type organizational innovation-decision and there is nothing which belongs to collective categories such as the decision of the government or any corporation or councils or board. Moreover, the Rogers generalizations regarding internal characteristics for the innovative organizations are most appropriate with the Sri Lankan FM adopted organizations.
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Stones, Simon, and iSMART Research Group. "AB1411-HPR THE SELF- AND SHARED-MANAGEMENT OF PAEDIATRIC-ONSET RHEUMATIC AND MUSCULOSKELETAL DISEASES BY CHILDREN, YOUNG PEOPLE AND THEIR FAMILIES: INITIAL FINDINGS FROM A THEORY-GLEANING PROCESS WITH PATIENT ORGANISATION REPRESENTATIVES." In Annual European Congress of Rheumatology, EULAR 2019, Madrid, 12–15 June 2019. BMJ Publishing Group Ltd and European League Against Rheumatism, 2019. http://dx.doi.org/10.1136/annrheumdis-2019-eular.6363.
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Ancius, Darius, Rimantas Krenevicius, Saulius Kutas, and Michel Chouha. "Progress in Decommissioning of Ignalina NPP Unit 1." In 10th International Conference on Nuclear Engineering. ASMEDC, 2002. http://dx.doi.org/10.1115/icone10-22057.
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The aim of the paper is to present the Lithuanian legal framework regarding the nuclear safety in Decommissioning and Waste Management, and the progress in the Decommissioning Programme of the unit 1 of Ignalina Nuclear Power Plant (INPP). INPP is the only nuclear plant in Lithuania. It comprises two RBMK-1500 reactors. After Lithuania has restored its independence, responsibility for Ignalina NPP was transferred to the Republic of Lithuania. To ensure the control of the Nuclear Safety in Lithuania, The State Nuclear Power Safety Inspectorate (VATESI) was created on 18 October 1991, by a resolution of the Lithuanian Government. Significant work has been performed over the last decade, aiming at upgrading the safety level of the Ignalina NPP with reference to the International standards. On 5 October 1999 the Seimas (Parliament) adopted the National Energy Strategy: • It has been decided that unit 1 of Ignalina NPP will be closed down before 2005, • The conditions and precise final date of the decommissioning of Unit 2 will be stated in the updated National Energy strategy in 2004. On 20–21 June 2000, the International Donors’ Conference for the Decommissioning of Ignalina NPP took place in Vilnius. More than 200 Millions Euro were pledged of which 165 M€ funded directly from the European Union’s budget, as financial support to the Decommissioning projects. The Decommissioning Program encompasses legal, organizational, financial and technical means including the social and economical impacts in the region of Ignalina. The Program is financed from International Support Fund, State budget, National Decommissioning Fund of Ignalina NPP and other funds. Decommissioning of Ignalina NPP is subject to VATESI license according to the Law on Nuclear Energy. The Government established the licensing procedure in the so-called “Procedure for licensing of Nuclear Activities”; and the document “General Requirements for Decommissioning of the Ignalina NPP” has been issued by VATESI. A very important issue is the technical support to VATESI and the Lithuanian TSO’s (Technical Support Organisations) in their activities within the licensing process related to the Decommissioning of INPP. This includes regulatory assistance in the preparation of decommissioning and radioactive waste management regulatory documents, and technical assistance in the review of the safety case presented by the operator. The Institute for Radioprotection and Nuclear Safety (IRSN, France) and the French Nuclear Safety Authority (DSIN) as well as Swedish International Project (SIP) are providing their support to VATESI in these areas.
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MIKUŠOVÁ, Beáta, Nikoleta JAKUŠ, and Marián HOLÚBEK. "Voluntary cooperation of citizens in the community model of public service delivery." In Current Trends in Public Sector Research. Brno: Masaryk University Press, 2020. http://dx.doi.org/10.5817/cz.muni.p210-9646-2020-9.
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Most of the developed countries have implemented new principles of public sector reform – new approaches to the management of the public sector. A major feature of the new public management (NPM) is the introduction of market type mechanisms (MTM) to the running of public service organizations: the marketization of the public service. The marketization of public services aims at a continuous increase in public expenditure efficiency, continual improvements in public services quality, the implementation of the professional management tools in the public sector, and last but not least, charge for public services. Price of public services in mainstream economics theory is connected with preference revelation problem. Economic models explain the relationship between consumer behavior (revealed preferences) and the value of public goods, and thus determine the value of the goods themselves. The aim of the paper is to determine the success of the community model of public service delivery based on the demonstrated preferences of individuals in the consumption of public services / public goods. The direct way of determining the preferences of individuals was used in this paper (willigness to pay and willigness to accept). These preferences will be identified based on the crowdfunding campaign as an example of community model of public goods provision by using survey experiment method. The willingness of individuals to pay is dependent on the individual's relationship with the organisation, the organisation's employees, or sympathise with those for whom the collection is, for whom the project is designed.
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Kvelde, Anna, and Indra Odina. "The Notion of Sustainable Team in Educational Institution." In 80th International Scientific Conference of the University of Latvia. University of Latvia Press, 2022. http://dx.doi.org/10.22364/htqe.2022.57.
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Sustainability has been a topical issue for more than 20 years not only dealing with environmental/ecological, social/cultural and economic issues. Combining social, economic, and environmental initiatives in education is a complex process that should result in a completely new vision of educational institutions. It raises the necessity for a management structure to encourage and support the sustainability initiatives within the organisation. The article deals with one aspect of a larger scale and long-term grounded theory research to explore and define the concept of a sustainable team in educational institution. This article answers the research questions on how students are seen and perceived in the education management hierarchy of an educational institution, and what fosters the development of sustainable team in an educational institution. The data were collected by the content analysis of the education management hierarchy structure reflected on 33 homepages of educational institutions; content analysis of 62 students’ teaching practice assignments on the education management hierarchy structure; 12 interviews with school administration on the state of the art of sustainable team. Research sample was 107 educational institutions: 23 primary schools, 66 secondary schools, and 18 state gymnasiums with broad geographical representation – the schools in the capital, cities, small towns, and countryside. Sustainable team achieves institutional goals and cultivates a culture where collaboration, appreciation, and teamwork are valued. According to the data of the study, there is a misunderstanding of the notion of a sustainable team in educational institutions in Latvia. There is also a lack of evidence of students as meaningful players in how the education management hierarchy is seen and interpreted which slows down the implementation of the sustainability initiatives.
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Stojiljković, Danica. "The Concept of Synthesis in Yugoslav Socialist Society – Synthurbanism of Vjenceslav Richter." In SPACE International Conferences April 2021. SPACE Studies Publications, 2022. http://dx.doi.org/10.51596/cbp2021.gkjs9365.
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Abstract The avant-garde inclinations in the socio-political and cultural milieu of Yugoslav socialism postulated the concept of synthesis as the central theme in architecture and visual arts. This was facilitated by the critique of functionalist and formal concepts and by promoting ideas of organic systems that balance natural and built environments and are unsustainable outside the context of integrity. Vjenceslav Richter was probably the most persistent in developing the concept of synthesis among Yugoslav architects, proposing a global, holistic and systematic approach. In the early 1960s, Richter used experimental models to explore spatial-plastic relations, which led to the development of the concept that provided synthetic solutions for urban functions – synthurbanism. Richter’s theory of the organisation of living synthesis was rooted in the key concepts of socialist society – harmonious relations between individuals and the collective and human as an integrated biological and social being. The premise of this study is that the original ideological agenda of Yugoslav Socialism based on the values of Marxist humanism provided a comprehensive social and philosophical context for the concept of synthesis.This study aims to describe a broader context of synthetic thought in Yugoslav society through the architectural and urbanistic ideas of Vjenceslav Richter. His utopian model is based on the premise that the environment represents a system of intertwined functions and that living space and humans are integrated into interactive processes, which show functional correlativeness in achieving sustainable urban living. Keywords: synthesis, synthurbanism, Vjenceslav Richter, Marxism, self-management socialism
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Paul Kawalek, John. "Pedagogy and Process in 'Organisational Problem-Solving'." In InSITE 2006: Informing Science + IT Education Conference. Informing Science Institute, 2006. http://dx.doi.org/10.28945/2984.
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This paper outlines a case study in which a management development learning process was tightly coupled to organisational change and development objectives. The case discusses how a research and consulting team came together to develop highly reflexive pedagogy to support the work of internal managers who were organised into teams (‘learning sets’ of sorts, but which came to be known as 'ThinkTanks'). These were to undertake ‘organisational problem solving’, which involved the integration of various inquiring activities. These learning sets had as their objective, to help members become catalysts of organisational change and performance improvement within a large organisation, applying the inquiring principles. In order to structure the discourse amongst learning set members, a range of principles and constructs were used. Central to these was a form of process modelling, (termed ‘models of teleological human process’). These were carefully introduced to learning set members, and were used to provide a ‘basis for a discourse’ amongst set members about problematic organisational processes and how to change them. These were based on system theory, in a particular form, in which models were used as a component of inquiry into current and future processes, rather than to 'specify' a given process, in an absolute sense. The inquiring activities were facilitated by 'Set Advisers', whose role it was to keep the set focused on learning outcomes, and to encourage critical reflexivity in the process. Thus members were encouraged to 'think about the way they were thinking about action', which gave a much more dynamic intellectual basis for the learning set's activities. It also enabled a rich analytical discourse, in which members were expected to justify their perceptions rather than make assertions, or 'defend assertions'. The researchers were genuinely surprised by the way the set members were able to undertake this, and indeed, on reflection, how set members felt 'liberated' by the approach taken.
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Lovén, Eva. "Modelling and Simulation Used to Understand Learning of New Computer-Based Tools - In Cooperative and Competitive Engineering Context." In ASME 2001 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2001. http://dx.doi.org/10.1115/imece2001/ts-23417.
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Abstract There is a growing belief that computer-based tools can and should be used to improve quality and productivity. But studies show there is a wide gap between theory and practice. Few investments in computerisation resulted in a measured improvement in profit. Companies have difficulties in integrating technology, organization and people especially when initiating and implementing new computer-based tools for engineering design work. Few studies have simulated social behaviour and used the engineers’ language to understand complex social phenomenon. A question raised in this paper is if a competitive context is more productive than a co-operative context when learning new computer-based tools? The paper discusses theoretical more closely what competition and co-operation does to us and presents the results from modelling and simulation of two individuals/groups that learn new tools in cooperative — compared to competitive — engineering context. When mathematical tools are used, people implicitly assume a great deal of accuracy from the tool. A lot of the criticism when mathematical modelling is used in new areas stem from the fact that the area is to be considered to complex to be analysed with the accuracy expected from mathematical tools. This criticism does not, however, take into account that verbal mental model are nevertheless used which are no more accurate than a mathematical model is. In this paper it is illustrated how learning new tools in co-operative compared to competitive environment is better for productivity. The results show the importance of an external stabilising loop to handle a potentially competitive context and transform it into a co-operative one. Management must handle the looses in a competitive context. Deming supports our results and he wrote that one of the manager’s roles is to understand the benefits of co-operation and the losses from competition between people and between groups. Our simulations show this clearly. Co-operative and competitive systems are defined in mathematical terms. Two kinds of competitive systems are identified; under-critical and over-critical, where the over-critical competitive system is destructive in the sense that it leads to collapse of some of the participants. The presented example shows that simulation can be used to enhance and illuminate the reasoning of organisation and behaviour of groups. Furthermore, it ensures that the reasoning and description is stringent and sharpened because of the fact that it must be translated into mathematical terms. On the other hand it must be emphasised that the result is no more valid than the underlying assumptions, but this is true for all analysis being mathematical or purely verbal.