Journal articles: '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.

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Kavanagh, Donncha. "James March in Irvine: A history of the ahistorical in organisation theory." Management Learning 51, no. 1 (September 16, 2019): 35–54. http://dx.doi.org/10.1177/1350507619869680.

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James G. March, one of organisation theory’s most influential scholars, died in September 2018. From 1963 to 1969, he was the founding Dean of UC-Irvine’s School of Social Sciences where he led a unique and influential experiment in organisation, pedagogy and social scientific inquiry. This article gives an account of that experiment and also reflects on March’s memory and legacy. In line with contemporary enthusiasms, March believed that social phenomena could be modelled using sophisticated mathematical techniques, and that this should inform both research and pedagogy. These techniques were necessarily ahistorical. He also celebrated innovation and interdisciplinarity, and so assembled a heterogeneous group, many of whom were not mathematical modellers. In retrospect, the School was an important node in the development of new and influential streams of research, such as situated learning, ethnomethodology and conversation analysis. Significantly, these approaches were also ahistorical. The experiment provides an important historical setting for understanding how, where, and when these fields emerged and illustrates the contextual nature of knowledge in organisation theory. It also helps explicate how history and theory have come to be differentiated from one another in organisation studies and contextualises attempts to integrate the two domains.

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Agnihotri, Arpita, and Saurabh Bhattacharya. "Impact of female executives’ fraudulent behaviour on other women employees." International Journal of Organizational Analysis 28, no. 4 (December 19, 2019): 793–815. http://dx.doi.org/10.1108/ijoa-06-2019-1785.

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Purpose The purpose of this paper is to discuss the adverse impact of a female executive’s fraudulent behaviour on other female employees working in the same organisation. Design/methodology/approach This developmental study uses a comprehensive literature review and a set of propositions to identify the consequences of a female’s fraudulent activity on other female employees working in the focal organisation. It develops a conceptual framework for the same. Propositions are further supported by five focus group interviews. Findings Leveraging stigma-by-association theory, the paper asserts that fraud committed by one female executive in an organisation enhances discriminatory practices against other female employees in the organisation. The level of adverse impact is contingent on the seniority of the female executive committing the fraud, severity of the fraud, gender of the other female employees’ managers and diversity in culture in the organisation. Research limitations/implications This paper extends the stigma-by-association theory. In its original spirit, the theory describes how individuals who keep company with stigmatised individuals are also stigmatised. This study asserts that for this effect to take place, especially under fraudulent conditions, mere group affiliation, such as working in the same organisation, may cause an adverse effect on other women. Originality/value The paper is based on a rich conceptual and theoretical discussion that identifies the key consequences of a female executive’s fraudulent activity in an organisation. The study also conceptually establishes the moderating relationship between a female executive’s fraudulent activity and several key organisation-level variables.

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Gilbert, Ross G. "Task Organisation and Management in Secondary Music Classrooms." British Journal of Music Education 5, no. 2 (July 1988): 165–72. http://dx.doi.org/10.1017/s0265051700006501.

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Recent research and theory in the area of classroom management indicates that there is a relationship between the task organisation of the classroom and teacher management behaviours. That is, classroom settings such as seatwork and recitation are related to different kinds of pupil behaviour and different kinds of teacher response. A review of related literature and a study of music student teachers in secondary classrooms indicates that music teachers spend considerably more time in recitation-type settings than do teachers of other subjects and are thus required to be more constantly alert and more authoritarian in their behaviour. The implications of these data for teachers, teacher educators and administrations are discussed.

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van Calster, Geert. "The World Trade Organisation Panel Report on Brazil Tyres – Advanced Waste Management Theory Entering the Organisation?" European Energy and Environmental Law Review 16, Issue 11 (November 1, 2007): 304–8. http://dx.doi.org/10.54648/eelr2007035.

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Summary: At first glimpse the appeal by the European Union against the World Trade Organisation’s Panel ruling in the Brazil Tyres case, may appear puzzling. The Panel had found against Brazil re its ban on the import of retreaded tyres (and accompanying measures). The EU have previously appealed their own victory in the Asbestos panel, seeking to correct the “toxic reasoning” which led that Panel to dismiss Canadian allegations against the French (and now EU-wide) ban on chrysotile asbestos fibres. Similarly, the EU’s aim with current appeal is to ensure sound Panel judgments on regulatory autonomy. This contribution reviews the most striking parts of the Panel’s reasoning.

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Scapens, Robert W. "Institutional Theory and Management Accounting Research." Maandblad Voor Accountancy en Bedrijfseconomie 86, no. 10 (October 1, 2012): 401–9. http://dx.doi.org/10.5117/mab.86.11893.

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This article discusses the use of institutional theory in management accounting research. Three different types of institutional theory are described and their use in studying management accounting change is explained: new institutional economics (NIE), new institutional sociology (NIS) and old institutional economics (OIE). Whereas NIE and NIS study how external economic and institutional (i.e., social and political) pressures influence the way organisations are structured and the nature of their management accounting and control practices, OIE focuses on the institutions (ways of thinking) within organisations and the internal pressures and constraints that shape management accounting practices. It is recognised that management accounting change is a complex and multi-dimensional process, and it is shown that institutional theory can highlight the different aspects of the ‘mish-mash’ of inter-related influences. Furthermore, it is explained how taken-for-granted ways of thinking within an organisation can have a direct and important impact on the success (or failure) of a programme of management accounting change.

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ter Bogt, Henk J., and Robert W. Scapens. "Institutions, situated rationality and agency in management accounting." Accounting, Auditing & Accountability Journal 32, no. 6 (August 23, 2019): 1801–25. http://dx.doi.org/10.1108/aaaj-05-2016-2578.

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Purpose Drawing on recent research, which recognises the situated nature of accounting practices, the purpose of this paper is to extend the Burns and Scapens (B&S) framework and to illustrate its potential for studying the situated nature of management accounting practices. The extended framework distinguishes field-level institutions (which the authors term broader institutions) and institutions within the organisation (which the authors term local institutions). To extend the B&S framework the authors draw on recent debates in institutional theory, both new institutional sociology, where the focus is now on the institutional logics perspective, and old institutional economics, where there has been debate about the relationship between institutions and actions. Design/methodology/approach While the B&S framework focussed on institutions within the organisation, the extended framework explicitly recognises institutions which extend beyond the boundaries of the organisation. It also recognises the way in which rationality and deliberation are related to human agency, as well as the power of specific individuals and/or groups to impose new rules. To illustrate the usefulness of the extended framework the research note draws on a recent study of performance measurement in the Accounting and Finance Groups of the Universities of Groningen and Manchester. Findings It is argued that local institutions within the organisation combine with the broader institutions to shape the forms of situated rationality which are applied by individuals and groups within the organisation. Different groups within an organisation (e.g. engineers and accountants) can have different forms of situated rationality, and contradictions in these forms of rationality can be a source of institutional change or resistance to change within the organisation, and can explain why accounting changes can by implemented in different ways in different organisations and also in different parts of the same organisation. Originality/value The extended framework will be useful for studying: (1) how situated rationalities evolve within an organisation, more specifically how they are shaped by both local and broader institutions; and (2) how prevailing situated rationalities shape the responses to accounting change.

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Manning, Jennifer. "Decolonial Feminist Theory: Embracing the Gendered Colonial Difference in Management & Organisation." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 14517. http://dx.doi.org/10.5465/ambpp.2019.14517abstract.

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Frączkiewicz-Wronka, Aldona, and Karolina Szymaniec. "Resource based view and resource dependence theory in decision making process of public organisation - research fi ndings." Management 16, no. 2 (December 1, 2012): 16–29. http://dx.doi.org/10.2478/v10286-012-0052-2.

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AbstractResource based view and resource dependence theory in decision making process of public organisation - research findings One of the premises which build relationships between stakeholder and a public organisation are stakeholder’s resources which public organisation would like to possess and use. The other one is configuration of resources possessed by the public organisation that should allow the unit in question to realize stakeholder’s expectations.Above observations lead scientific inquiries to the two management theories - resource-based view (RBV) and resource dependence theory (RDT). The first one is orientated at resources owned by the organisation, the second one is orientated at the resources obtained from environment. The objective of this article is identification which orientation, RBV or RDT, dominates in decision making process in public organisations.

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Bjorvatn, Torbjørn. "Internal projects as strategic tools: an organisation-level perspective and a research agenda." International Journal of Managing Projects in Business 15, no. 1 (November 23, 2021): 216–40. http://dx.doi.org/10.1108/ijmpb-05-2021-0118.

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PurposeThe purpose of this conceptual paper is to describe and explain how organisations use internal projects to implement organisation-level strategy objectives.Design/methodology/approachTheory development with an emphasis on explaining key constructs and their mutual relationships. The theoretical contribution is represented in a diagram along with a detailed verbal account.FindingsThe paper develops a dynamic, cross-level framework to illustrate the organisational processes and outcomes that determine project-based strategy implementation within a single organisation. The interplay between the base organisation and the project, and benefits realisation were singled out as key future research areas. The proposed framework engages with central discourses in the fields of project management, strategic management, innovation studies, knowledge management and organisation studies.Research limitations/implicationsOnly the contours of an organisation-level theory of strategically motivated internal projects are outlined. Future research must elaborate on the complexities, the non-linear relationships and the boundary conditions that follow from the proposed framework.Practical implicationsManagers are alerted to the strategic role of internal projects, how these projects help connect strategy and performance and what the accompanying organisational processes and outcomes look like.Originality/valueThe paper constitutes an early conceptual treatment of strategy-driven internal projects as a distinct project category, thus addressing a major knowledge gap in project studies. Organisational project-management theory is extended with suggestions for future research.

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Taniman, Christian A., and Timothy F. O’Shannassy. "Exploring the influence of chief executive officer professional development and work context on organisation performance: A multi-theoretic perspective." Journal of Management & Organization 21, no. 5 (June 26, 2015): 675–94. http://dx.doi.org/10.1017/jmo.2015.18.

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AbstractUnderstanding the value the right chief executive officer selection and tenure choices can bring to an organisation is under researched in legal jurisdictions such as Australia where there is strong separation of the role of the chief executive officer and chairperson. The chief executive officer is the key organisation strategist and plays an important role in formulating and implementing strategy as well as keeping the board of directors informed of the work of the executive team. This paper reviews and synthesises the corporate governance literature to develop the argument that a chief executive officer’s professional development background and work context will impact his or her ability to favourably influence organisation performance. A series of research propositions of interest to a range of stakeholders inside and outside the organisation are developed drawing on a number of corporate governance theories (e.g., agency theory, stewardship theory). This conceptual paper develops a substantial future empirical research agenda.

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Ikehara, Hideo T. "Implications of gestalt theory and practice for the learning organisation." Learning Organization 6, no. 2 (May 1999): 63–69. http://dx.doi.org/10.1108/09696479910262587.

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Glinkowska, Beata, and Bogusław Kaczmarek. "Classical and modern concepts of corporate governance (Stewardship Theory and Agency Theory)." Management 19, no. 2 (December 1, 2015): 84–92. http://dx.doi.org/10.1515/manment-2015-0015.

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Summary The main issues in efficiency of a company as an organisation are relations between the Supervisory Board and the Management Board of a company, and the methods of functioning of Supervisory Boards in governance systems of a company. The classical and modern approach to the role, place, and importance of corporate governance presented in this article, is yet another prompt to continue searching for the optimum in the organisational, economical, and social meaning.

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Manning, Jennifer. "Decolonial feminist theory: Embracing the gendered colonial difference in management and organisation studies." Gender, Work & Organization 28, no. 4 (May 3, 2021): 1203–19. http://dx.doi.org/10.1111/gwao.12673.

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Kaplan, Sarah, David Stark, Jean-Pascal Gond, and Bernard Leca. "What can Organisation and Management Theory Learn from the Economies of Worth Framework?" Academy of Management Proceedings 2012, no. 1 (July 2012): 17262. http://dx.doi.org/10.5465/ambpp.2012.17262symposium.

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N. Garavan, Thomas, and Ronan Carbery. "Advancing HRD theory." European Journal of Training and Development 38, no. 4 (April 29, 2014): 262–64. http://dx.doi.org/10.1108/ejtd-03-2014-0028.

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Purpose – The purpose of this paper is to set the context for the five papers in this issue that propose new perspectives and/or address the current state of specific sub-fields within Human Resource Development (HRD). Design/methodology/approach – The approach consists of an overview of the development of the field from the perspective of research topics, theoretical perspectives and methodological approaches. Findings – HRD as an academic discipline continues to evolve and gain a foothold within the broader fields of Human Resource Management (HRM), Education and Organisation Behaviour. Originality/value – The five papers presented in this issue identify interesting research questions and challenges for HRD as a field of research and practice.

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Gitau, Julie Gathoni, and Stella Jerop Chebii. "Prioritising employee-organisation relationships in non-profit organisations in Kenya: Antecedents, queries and contradictions." Journal of Development and Communication Studies 7, no. 1-2 (July 14, 2020): 110–23. http://dx.doi.org/10.4314/jdcs.v7i1-2.7.

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Although employees are the most critical of organisation publics, it is unclear whether employee-organisation relationships (EORs) in non-profit organisations (NPOs) in Kenya are prioritised. To investigate this question further, the study explored relationship antecedents in two non-profit organisations. The study was informed by relationship management theory and the symmetrical communication framework. Semi-structured, indepth interviews were carried out among 24 purposively sampled management and nonmanagement employees. The data was manually analysed and requisite a priori and in vivo codes and themes identified. The study findings suggest a lack of understanding about the strategic role of public relations in the organisation. Further, technician oriented PRdepartments mediate the perceptions of and effort expended on internal relationships. Managing employee-organisation relationships was perceived more as a human resource rather than a PR function which precludes more robust forms of PR practice. The researchers recommend a clear demarcation between the public relations and human resource function and to build strategic PR departments that embrace internal relationship management. Keywords: Relationship management, employee-organisation relationships, public relations, organisation-public relationships, relationship antecedents

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(Onno) Omta, S., Jacques Trienekens, and George Beers. "A Research and Management Agenda for Chain and Network Science." Journal on Chain and Network Science 2, no. 1 (June 1, 2002): 1–5. http://dx.doi.org/10.3920/jcns2002.x013.

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In the present editorial we address key issues and research questions in the field of chain and network science. Theoretical approaches discussed in this editorial include Network Theory, Supply Chain Management and Industrial Organisation Theory. Major research themes derived from these approaches are formulated in the conclusions. The editorial ends with the management implications of the different articles in this issue.

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Reed, Michael. "Scripting Scenarios for a New Organisation Theory and Practice." Work, Employment and Society 5, no. 1 (March 1991): 119–32. http://dx.doi.org/10.1177/0950017091005001008.

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Sentosa, Ilham, Obsatar Sinaga, Zaimie Zainal, and Arry Hutomo Mustika Djaya. "DEVELOPING ISLAMIC SMART CITY MANAGEMENT USING ORGANISATION PUBLIC RELATIONSHIP (OPR) EFFECTIVENESS: A STRUCTURAL EQUATION MODELING (SEM) PARTIAL LEAST SQUARE APPROACH." Humanities & Social Sciences Reviews 7, no. 1 (April 15, 2019): 99–107. http://dx.doi.org/10.18510/hssr.2019.7112.

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Purpose of Study: This study revaluates the interrelationships between relationship-building and bottom-line consequences to the public sector organisation and development of Islamic smart city management projects to confirmatory investigate the results of relationship measures on the internal customer satisfaction and behavioral intentions. Methodology: In general, by connecting organisation-public relationship (OPRs) components and behavioral intentions outcomes may fortify and support the relationship marketing theory. The previous result of the linear regression analysis supports the proposed model based on the empirically validated organisation-public relationship (OPRs) components, which were reliable and valid. Main Findings: The results of reliability, correlation, regression analysis, and Mahalanobis Distance analysis using PLS technique data analysis were presented. Outcomes from structural equation modeling show that customer satisfaction mediated the connection between organisation-public relationship (OPRs) dimensions and behavioral intentions consequences. In the same meaning, customer satisfaction is a predictor and exogenous variable in the model. The results revealed that public sector managers perceived the development of Islamic smart city management within the public sector organisation as trustworthy would more likely to say positive things of the current organisation.

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Whyte, Merryl, and Suzanne Zyngier. "Applied Intellectual Capital Management." Journal of Intellectual Capital 15, no. 2 (April 8, 2014): 227–48. http://dx.doi.org/10.1108/jic-08-2013-0090.

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Purpose – The purpose of this paper is to describe outcomes from a trial of the Danish Intellectual Capital Statement (ICS) within the Australian public sector. Design/methodology/approach – Two work teams within the Department of Primary Industries, Farm Services Victoria (FSV) participated in the trial over a six-month period. Data were collected and triangulated from structured focus groups, researcher guided workshops and individual project record journals kept by participants and observers. Findings – This trial has tested and confirmed existing European Intellectual Capital Management (ICM) theory in a new context, confirmed the strategic management and communication utility of the Danish ICS. It also revealed the utility of this method: to assist the organisation articulate its knowledge-related needs; in developing knowledge management (KM) strategy, in planning and reviewing KM initiatives, in developing clarity and shared context and in navigating change. Research limitations/implications – This research focuses on a single in-depth case study and concurrent organisational restructuring impacted on team focus. Practical implications – The strategic management and communication utility of the Danish ICS was confirmed. The paper demonstrates new insights for practitioners using this ICM method as a useful tool to assist an organisation to articulate KM needs. Originality/value – The primary research gap in the ICM field is examination of the practical application of methods in a real-life context (particularly outside Europe). This work has tested and confirmed existing theory in a new and different context – the Australian public sector.

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Antonacopoulou, Elena P., Christian Moldjord, Trygve J. Steiro, and Christina Stokkeland. "The New Learning Organisation." Learning Organization 26, no. 3 (April 8, 2019): 304–18. http://dx.doi.org/10.1108/tlo-10-2018-0159.

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Purpose This paper aims to revive the old idea of the Learning Organisation by providing a fresh conceptualisation and illustration. The New Learning Organisation is conceptualised, focussing on the common good through responsible action. It is positioned as responding to the VUCA (Volatility, Uncertainty, Complexity and Ambiguity, Bennett and Lemoine, 2014) conditions with a VUCA approach to Learning Leadership fostering Institutional Reflexivity and High Agility Organising . Design/methodology/approach The paper presents a new organisational learning framework – the 8As – Sensuous Organisational Learning framework. It illustrates the operationalisation of this framework in PART II through the educational practices and learning culture of the Norwegian Defence University College, Royal Norwegian Air Force Academy’s (RNoAFA) approach to growing (Military) leaders. Findings The Sensuous Organisational Learning – 8As – framework illustrates how attentiveness, alertness, awareness, appreciation, anticipation, alignment, activation and agility form an integral part of the New Learning Organisation. Their unique contribution as aspect of a Sensuous Organisational Learning framework is that they explicate how the three principles of Institutional Reflexivity, High Agility Organising and Learning Leadership can be operationalised to serve the common good. Research limitations/implications The paper presents a novel way of reviving the Learning Organisation beyond an ideology as a practical approach to responding to VUCA conditions. It introduces a new learning theory and injects a fresh perspective in our understanding of the role and impact of learning in the workplace. Practical implications By focussing on Learning Leadership practices that extend previous Organisational Learning frameworks, The New Learning Organisation promoted here focuses on responsible action to serve the common good through Institutional Reflexivity and High Agility Organising. Social implications By focussing on how the common good can be better served, the New Learning Organisation becomes a mantra for social change to identify the higher purpose that social actions must serve. Originality/value The need for fresh contributions in the Organisational Learning debate is long overdue. This paper marks a new chapter in Organisational Learning research and practice by demonstrating the value of sensousness as a foundation for improving the practical judgements across professional practices.

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Cornelis, Thomas, Patrice Dubois, Jean-François Omhover, and Alain Fercoq. "Organisation Design Seen through Systematic Design." Proceedings of the Design Society: International Conference on Engineering Design 1, no. 1 (July 2019): 1553–62. http://dx.doi.org/10.1017/dsi.2019.161.

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AbstractOrganizations seeking to improve their performance, like Corporate Social Responsibility targets, face a key organisational design challenge. Designing the key components of the organization and their layout will have major impact on performances, and needs thus a robust design process. Organisation theory provides several models and methods to answer that need. Yet this design process has not been confronted to design methods literature, such as systematic design. The aim of this paper is to provide a synthesis of multiple theoretical elements coming from organization sciences, confronted with a classical engineering design model, to reveal similarities, differences and lacks of current literature on organization design. Our analysis of the available literature on organisation theory, organisation design and change management showed that this design process is close to systematic design, but we also highlighted several breaks in the design process, such as the lack of functional approach.

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van den Beemt-Tjeerdsma, Annette, and Jan Veuger. "Towards a more professionalised municipal real estate management." Journal of Corporate Real Estate 18, no. 2 (May 9, 2016): 132–44. http://dx.doi.org/10.1108/jcre-11-2015-0041.

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Purpose The purpose of this study is to see how a more developed discipline – corporate real estate management (CREM) – can add value to a less developed discipline – municipal real estate management (MREM) – to contribute to their professionalisation. Design/methodology/approach Every year since 2008 (except for 2013), municipalities have been asked to complete a questionnaire on how they manage their real estate. With these results, it is possible to perform quantitative analyses on both trends and the current situation. In addition, municipalities’ descriptions of their real estate management have been analysed in a qualitative way. Findings Municipalities are concentrating their real estate tasks in the municipal organisation to link their real estate, their policies and the citizens/tenants. Remarkable is the diversity of the functions and the broad definition of “the real estate employee” (organisational structure). Municipalities make strategic and organisational changes that aim to improve both the real estate portfolio and the municipal organisation (operations). The next years, municipalities will focus in particular on vacancy rates, organisation design, collaboration, ownership and the sustainability of the portfolio (direction). Originality/value Qualitative and quantitative research are combined to compare theory with practice on CREM and MREM. The results contribute to the professionalisation of Dutch municipalities.

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Kopp, Tobias, Steffen Kinkel, Teresa Schäfer, Barbara Kieslinger, and Alan John Brown. "Measuring the impact of learning at the workplace on organisational performance." International Journal of Productivity and Performance Management 69, no. 7 (February 10, 2020): 1455–74. http://dx.doi.org/10.1108/ijppm-12-2018-0443.

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PurposeThe purpose of this article is to explore the importance of workplace learning in the context of performance measurement on an organisational level. It shows how workplace learning analytics can be grounded on professional identity transformation theory and integrated into performance measurement approaches to understand its organisation-wide impact.Design/methodology/approachIn a conceptual approach, a framework to measure the organisation-wide impact of workplace learning interventions has been developed. As a basis for the description of the framework, related research on relevant concepts in the field of performance measurement approaches, workplace learning, professional identity transformation, workplace and social learning analytics are discussed. A case study in a European Public Employment Service is presented. The framework is validated by qualitative evaluation data from three case studies. Finally, theoretical as well as practical implications are discussed.FindingsProfessional identity transformation theory provides a suitable theoretical framework to gain new insights into various dimensions of workplace learning. Workplace learning analytics can reasonably be combined with classical performance management approaches to demonstrate its organisation-wide impact. A holistic and streamlined framework is perceived as beneficial by practitioners from several European Public Employment Services.Research limitations/implicationsEmpirical data originates from three case studies in the non-profit sector only. The presented framework needs to be further evaluated in different organisations and settings.Practical implicationsThe presented framework enables non-profit organisations to integrate workplace learning analytics in their organisation-wide performance measurement, which raises awareness for the importance of social learning at the workplace.Originality/valueThe paper enriches the scarce research base about workplace learning analytics and its potential links to organisation-wide performance measurement approaches. In contrast to most previous literature, a thorough conceptualisation of workplace learning as a process of professional identity transformation is used.

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Serfontein-Jordaan, Muriel, and Dawie Bornman. "Dialogic communication management theory and engagement with investors." Communicare Journal for Communication Sciences in Southern Africa 41, no. 1 (August 5, 2022): 63–76. http://dx.doi.org/10.36615/jcsa.v41i1.1396.

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Considering the recent corporate scandals faced by the South African capital market, stakeholders are understandably more sceptical about the accuracy and transparency of information being communicated to them. An integral stakeholder group which forms part of the success of an organisation is its investors. Since investors have increasing demands and specific information needs, it is essential that organisations communicate relevant and useful information by means of investor relations. However, despite its importance, academic research in the field of investor relations, specifically in terms of communication, is lacking and does not correlate with the importance of the function in corporate practice. The aim of this study was to critically evaluate the current IR practices of JSE listed organisations; to determine whether these aforementioned organisations participate in dialogic engagement with investors. This was done by investigating investor relations theory within the broader context of dialogic theory. The research design employed in this study was an interpretive multiple case study qualitative inquiry. The findings are the culmination and outcome of a synthesis of an in-depth literature review, a content analysis of communicative products- and semi-structured interviews with the investor relations officers of the case organisations.

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Ibrahim, Tasha, and Chandana Gamage. "THE IMPACT OF CONTEMPORARY INNOVATION MANAGEMENT TRENDS TOWARDS THE ORGANIZATION OF IT PROJECTS." Journal on Innovation and Sustainability. RISUS ISSN 2179-3565 9, no. 2 (June 30, 2018): 78. http://dx.doi.org/10.24212/2179-3565.2018v9i2p78-93.

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Innovation failures when properly understood will support to improve the understanding of innovation success, which will help management improve their strategies. The objective of the research presented in this paper is to explore the efficiency in the organizing of innovative IT projects in the Sri Lankan context.Grounded Theory was used as the central methodology for this qualitative research study, where data was collected through open-ended questions based interviewing of corporate informants. An analytical tool, MAXQDA, which is a software that supports the analysis of qualitative data was used to electronically store, document and structure all interview transcripts.This research has found that the ordering of aspects of innovation management that influence the organisation of IT projects to be Reward Structure, Recruitment, Training and Development, Gamification, and Employee Empowerment; where Reward Structure had the highest code frequency per document and number of documents per code. For different innovation management methods, the ordering of the factors which influence the organisation of IT projects was further elaborated upon in this research. In the observation of 11 target organisations, it was found that there were no two identical innovation management implementations and each organisation provided a different experience. Data sources for the interviews were limited because the preliminary review of opportunities to study innovation management in the Sri Lankan context revealed that only a selected set of organisations would be relevant to the research. This research has important uses as only a small fraction of the existing literature attempted to establish any relationships between the variables Trend and Project Organisation. In order to introduce or improve innovation management in an organisation, the budget, needs of the organisation, how to introduce the implementation and investment evaluations need to be considered.

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Spillane, Robert M. "Book Reviews : In Defence of Organisation Theory: a Reply To the Critics." Journal of Industrial Relations 28, no. 3 (September 1986): 473–74. http://dx.doi.org/10.1177/002218568602800319.

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Crowley-Henry, Marian, Edward P. O'Connor, and Blanca Suarez-Bilbao. "What goes around comes around. Exploring how skilled migrant founder–managers of SMEs recruit and retain international talent." Journal of Global Mobility: The Home of Expatriate Management Research 9, no. 2 (May 4, 2021): 145–65. http://dx.doi.org/10.1108/jgm-01-2021-0003.

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PurposeThis micro-level study unpacks the recruitment and retention of international professionals to small and medium-sized enterprises (SMEs). The study highlights the influence of the founders' international experience when applying organisational-level (meso) policies and practices. With their insider experience as skilled migrants, we share how the founders in each of the SMEs mobilised career capital into human resource management (HRM) strategies.Design/methodology/approachCombining literature on SMEs and skilled migrants' careers, we draw upon intelligent career theory to illuminate the recruitment and retention of self-initiated expatriates and skilled migrants in SMEs. With three SME case studies as samples–one micro, one small and one medium-sized organisation in Ireland–we consider the influence of the founders' international experience in the design and application of formal and informal HRM strategies (at the organisational level) that are operationalised to recruit and retain international talent to/in these organisations.FindingsThe HRM practices in the three SME cases in this paper, each run by migrant founders, vary from formalised (for our medium-sized organisation), semi-formalised (for our small-sized organisation) to ad hoc and tailor-made (for our micro-sized organisation). These particular SMEs were often more receptive to hiring other migrants. The important role of the three SME case studies' skilled migrant founders and their own international career experiences was apparent in the particular HRM approaches they adopted. The relevance of intelligent career theory when applying micro-level findings at the meso-organisational level is shown.Originality/valueThe paper presents how the international experience of founder–managers, in turn, impacts on the HRM practices and policies that are implemented to recruit and retain international employees. The study highlights how both organisation size and founder-manager international experience influence the degree of customisation of HRM practices and policies in SMEs, specifically pertaining to the recruitment and retention of self-initiated expatriates and skilled migrant employees. The heterogeneity within the sub-categories encompassed under the umbrella label of SME is emphasised; validating our case study approach, where nuance and detail of the specific organisation can be shared.

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Law, Kris M. Y., and K. B. Chuah. "Project‐based action learning as learning approach in learning organisation: the theory and framework." Team Performance Management: An International Journal 10, no. 7/8 (October 2004): 178–86. http://dx.doi.org/10.1108/13527590410569904.

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Colebatch, H. K. "In Defence of Organisation Theory: A Reply to the Critics by Lex Donaldson." Australian Journal of Management 12, no. 2 (December 1987): 307–10. http://dx.doi.org/10.1177/031289628701200210.

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Mohd Sharip, Sharfizie, Marinah Awang, and Ramlee Ismail. "Conceptualizing the impact of Leader-member Exchange in non-profit and religious organisations: The case of waqf institutions in Malaysia." Journal of Emerging Economies and Islamic Research 7, no. 3 (September 30, 2019): 71. http://dx.doi.org/10.24191/jeeir.v7i3.6197.

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While a great discussion on past research done to investigate the impact on Leader-Member Exchange (LMX) in producing the positive outcome of the management, relatively little research has been done conducted to examine the link between LMX to the effectiveness of the management particularly in a religious based non-profit organization in a Malaysia setting. Meanwhile, a discussion on LMX of the non-profit organisation is not explicitly religious based as the discussion on Malaysia institution, and specifically among non-profit organisation religious based is lacking. Thus, the objective of this study to address the issue of communication among leader-member via LMX theory and to propose potential effect to the effectiveness of the management particularly in a religious based non-profit organisation, specifically in Waqf institutions in the Malaysian setting.

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Boyle, Emily, Paul Humphreys, and Ronan McIvor. "Reducing supply chain environmental uncertainty through e-intermediation: An organisation theory perspective." International Journal of Production Economics 114, no. 1 (July 2008): 347–62. http://dx.doi.org/10.1016/j.ijpe.2008.01.010.

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Wacięga, Sebastian, and Anna Miodyńska. "Facylitacja zespołowego diagnozowania i planowania strategicznego w lokalnych organizacjach kultury." Zarządzanie w Kulturze 19, no. 4 (2018): 415–36. http://dx.doi.org/10.4467/20843976zk.18.024.10518.

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The goal of the paper is to describe the process of a team-based (participatory) strategic diagnosis and planning in a local cultural organisation. The team-based method involves the participation of as many organisation’s staff members and stakeholders as possible in strategic diagnosis and planning. The scope of such participation principally covers the management; however, it can be expanded to include a workgroup of selected employees, all the employees, and representatives of the organisation’s environment. The selection of the scope of participation in strategic diagnosis and planning is conditioned by the objectives set by the entity responsible for the organisation (e.g. the management or a supervisory body), the effectiveness of the planning process (decision-making dilemmas: participation – effectiveness), the needs of the local environment, and the selected model of the organisation. A crucial role in supporting the team-based (participatory) process of strategic diagnosis and planning is played by a facilitator. The facilitator’s task is to create optimal teamwork conditions, so as to reveal various perspectives and use the participants’ experiences, knowledge, and ideas in diagnostic and planning work. Preparing the organisation for change, so the process of strategic diagnosis and planning, should factor in the key forces in the organisation and the environment, as presented in the Kurt Lewin’s field theory. These forces have an inhibiting or supporting impact on the strategic management process in the organisation. The paper presents a preliminary analysis of these forces based on the perspectives of the organisation’s management, local self-government (the most common supervisory body of a local cultural organisation), and the organisation’s staff.

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Belfrage, Claes Axel, and Felix Hauf. "Operationalizing cultural political economy: towards critical grounded theory." Journal of Organizational Ethnography 4, no. 3 (October 12, 2015): 324–40. http://dx.doi.org/10.1108/joe-01-2015-0002.

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Purpose – The purpose of this paper is to take conceptual and methodological steps towards the elaboration of the critical grounded theory (CGT) method. Design/methodology/approach – Starting from conceptual issues with mapping everyday discourses and practices in their broader societal context in organisational ethnography, cultural political economy (CPE) is proposed as a suitable theoretical framework for integrating the cultural dimension of discourses and imaginaries into political-economic analyses of organisation and management. The CGT method is introduced for empirical operationalisation. Findings – Grounded theory tools for working with ethnographic data can be employed within critical approaches such as CPE although they originate from positivist social science. The need to combine ethnographic fieldwork with substantial theoretical work and/or critical discourse analysis may be met by CGT, which affords the ethnographic strengths of grounded theory without, however, bracketing the critical-theoretical insights of CPE. Research limitations/implications – The usefulness of CGT has been tentatively tested, but requires thorough meta-theoretical and methodological development, which is what is undertaken here. Social implications – CGT expects and takes account of the social implications of its employment in the field. Originality/value – First steps towards a new critical method for organisation and management studies are taken. Although originating from concern with CPE, the CGT method may appeal to a wider audience of critical scholars across the social sciences.

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Devraj-Kizuk, Sayeed. "A Science of Evil: An Exploration into Terror Management Theory, and a Psychoanalytic Theory of Extremism." Eureka 4, no. 1 (July 28, 2014): 57–66. http://dx.doi.org/10.29173/eureka17850.

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Terror Management theory is a refinement on Psychoanalytic theory that places the knowledge and resulting fear of mortality as the primary motivating factor in human behaviour. Based largely on the work of cultural anthropologist Ernest Becker, the theory seeks to examine human nature from an existential standpoint, and use psychoanalytic observation to create a comprehensive theory of the subconcious factors that comprise human behaviour. This paper seeks to provide an introduction and general explanation of the essential premise of Terror Management Theory, and explain in detail one of the most integral aspects of the theory, the projection of death-anxiety from an individual onto a person, object, or abstraction, known in TMT as transference. The ideas developed in the first part of the paper are then used to develop an existentialist psychoanalytic rationale behind the extremist behaviour of the radical Islamic terrorist organisation Al Qa'ida. The paper concludes by conducting a brief review of the scientific research studies that have in the past few decades succeeded in providing solid experimental data that supports the predictions made by Terror Managment Theory.

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Jollands, Stephen, Chris Akroyd, and Norio Sawabe. "Core values as a management control in the construction of “sustainable development”." Qualitative Research in Accounting & Management 12, no. 2 (June 15, 2015): 127–52. http://dx.doi.org/10.1108/qram-04-2015-0040.

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Purpose – This paper aims to examine a management control constructed by senior managers, a core value focused on sustainability, as it travels through time and space. The criticality of sustainable development suggests the need to understand the effects that core values have on organisational actions. Design/methodology/approach – A case study methodology carried out at a multinational organisation is used. This analysis was informed by an actor-network theory which allowed placing the organisation’s sustainability focused core value at the centre of this research. Findings – It was found that management control, in the form of a sustainability-focused core value, took on an active role in the case organisation. This enabled the opening of space and time that allowed actors to step forward and take action in relation to sustainable development. It is shown how the core value mobilised individual actors at specific points in time but did not enrol enough collective support to continue its travel. The resulting activities, though, provided a construction of sustainable development within the organisation more in line with traditional profit-seeking objectives rather than in relation to sustainability objectives, such as inter- and intra-generational equity. Research limitations/implications – These findings suggest possibilities for future research that examines the active role that management controls may take within sustainable development. Originality/value – This paper shows the active role a management control, a sustainability focused core value, took within an organisation. This builds on the research that examines management control in relation to sustainability issues and sustainable development as well as the literature that examines core values.

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Moore, Sian, and Ian Read. "Collective organisation in small- and medium-sized enterprises ? an application of mobilisation theory." Human Resource Management Journal 16, no. 4 (November 2006): 357–75. http://dx.doi.org/10.1111/j.1748-8583.2006.00025.x.

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Nachbagauer, Andreas G. M., and Iris Schirl-Boeck. "Managing the unexpected in megaprojects: riding the waves of resilience." International Journal of Managing Projects in Business 12, no. 3 (September 2, 2019): 694–715. http://dx.doi.org/10.1108/ijmpb-08-2018-0169.

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Purpose Risk management and uncertainty in megaprojects is a flourishing topic in project management, while the unexpected is still a neglected matter. The purpose of this paper is to offer conceptual clarifications of the unexpected based on second-order-cybernetics and systems theory. While transferring findings from organisation theory to project management, the article provides fresh insights into managing the unexpected in megaprojects. Design/methodology/approach Being grounded on constructionism and systems theory, the conceptual paper explores selected research approaches from organisation theory: research on high-reliability organising, organisational resilience and organisational improvising, on contributions to managing the unexpected in megaprojects. Using the framework of meaning i.e. the factual, social and temporal dimensions, challenges of handling the unexpected are analysed and (effects of) decision-making structures for such projects are defined. Findings This paper argues that classic project management, while neglecting the fundamental distinction between risk, uncertainty and the unexpected, sticks to a planning-and-controlling approach. But the unexpected cannot be planned; however, organisations and managers can prepare for the unexpected. This requests a balance between structure and self-organisation in planning, communication, hierarchy and organisational culture. Understanding the contradictions inherent in managing megaprojects allows for smart decision-making when riding the waves of resilience. Originality/value The study adds to the literature on complexity and uncertainty in project management by enhancing the view to include the unexpected. While rejecting the universal applicability of rationality-based risk and controlling conceptions, shifting to second-order cybernetics and integrating elements of resilient organising increases the understanding of handling the unexpected in megaprojects.

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Lauser, Bärbel. "Post‐merger integration and change processes from a complexity perspective." Baltic Journal of Management 5, no. 1 (January 12, 2010): 6–27. http://dx.doi.org/10.1108/17465261011016531.

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PurposeThe purpose of this paper is to analyse change processes in the post‐merger integration (PMI) phase from a complexity theory perspective. Therefore, it looks at the merged organisation as a complex adaptive system (CAS).Design/methodology/approachPost‐merger situations borrowed from literature and a one‐day expert workshop with integration managers are related to the characteristics of CASs. During the workshop, data of the change process in different PMI phases are collected and the integration activities are analysed with a coded event history analysis.FindingsChange processes in the PMI phase are very complex and the newly merged organisations experience tension and non‐linear behaviour, but positive self‐organisation, a major property of CASs, cannot always emerge as the required prerequisites are sometimes not given.Research limitations/implicationsInsights of the workshop are limited to personal statements of the participants. In order to further investigate the PMI process under a complexity perspective, additional research in the form of longitudinal case studies including methods of storytelling and narratives should be considered.Practical implicationsLeaders and integration managers need a great repertoire of behaviours in order to both manage the challenging change processes by planning and controlling the integration activities and allow self‐organisation to emerge.Originality/valueThe paper offers a deeper understanding of the complex change processes in the PMI phase by using the metaphor of complexity theory and CASs.

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Ali, Imdad, Robinson Izabela, and Salman Bashir Memon. "Talent management and organizational performance: applying the amo theory." Independent Journal of Management & Production 13, no. 2 (April 1, 2022): 648–66. http://dx.doi.org/10.14807/ijmp.v13i2.1602.

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The purpose of this study is to advance an understanding of the nature and scope of talent management practice in the unique context of the developing economy of Pakistan, and to identify the relationship between talent management and organizational performance applying the AMO theory. This research was exploratory in nature and adopted a case study methodology within three leading Pakistani banks, in Karachi (Sindh). A total of twenty two in-depth interviews were carried out with senior HR and talent managers. All interviews were fully transcribed and analysed thematically. Evaluating interview data from three leading commercial banks, findings show substantial differences in the talent conceptualisation when compared to Western management orthodoxy. The empirical findings revealed that the conceptualisation of talent within the Pakistani banking organisations reflected a specific, path dependent historical, political and social legacy which viewed talent through a conceptual lens of qualifications and experience and had a significant influence on the sourcing and deploying talent. For managers, it should be to review the process of conceptualising talent and talent management within their organisation, to challenge any preconceived assumptions about the nature of talent and to consider alternative approaches to an exclusive approach in order that the right talent can be identified, developed and deployed for competitive advantage.

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Journal articles on the topic '150310 Organisation and Management Theory'

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