Journal articles on the topic 'Adaptive organisations'
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Schulze, Jonas Hermann, and Felix Pinkow. "Leadership for Organisational Adaptability: How Enabling Leaders Create Adaptive Space." Administrative Sciences 10, no. 3 (June 28, 2020): 37. http://dx.doi.org/10.3390/admsci10030037.
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Organisational adaptability is the ability of an organisation to recognise the need to change and seize opportunities in dynamic environments. In an increasingly complex world, leadership must pay attention to dynamic, distributed, and contextual aspects in order to position their organisations for adaptability. The theory of dynamic capabilities constitutes a central concept for the requirements that enable organisational adaptability. Recent research suggested a model of “leadership for organisational adaptability” embedded in the theory of dynamic capabilities and ambidextrous leadership. This model ascribes leaders the task of creating “adaptive spaces”, which are ways to engage in tension that arises when new ideas collide with an organisation’s operational system, in order to generate and scale innovation. This work employs a qualitative research design by conducting expert interviews with participants from the management consulting industry as an exemplary object of research, and it identifies ways by which leaders can create such adaptive spaces. Findings indicate that leaders predominantly achieve this by providing employees with head space and opportunities to connect with others and promote diversity within their organisations. However, they could engage more actively in activities that pressure the organisation to change, leverage network structures to scale innovation, and in developing employees. It further emerged that organisations have not fully internalised the notion of distributed leadership, which is deemed crucial for coping with complexity.
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Mutebi, Henry, Joseph Mpeera Ntayi, Moses Muhwezi, and John C. Kigozi Munene. "Self-organisation, adaptability, organisational networks and inter-organisational coordination: empirical evidence from humanitarian organisations in Uganda." Journal of Humanitarian Logistics and Supply Chain Management 10, no. 4 (August 21, 2020): 447–83. http://dx.doi.org/10.1108/jhlscm-10-2019-0074.
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PurposeTo coordinate humanitarian organisations with different mandates that flock the scenes of disasters to save lives and respond to varied needs arising from the increased number of victims is not easy. Therefore, the level at which organisations self-organise, network and adapt to the dynamic operational environment may be related to inter-organisational coordination. The authors studied self-organisation, organisational networks and adaptability as important and often overlooked organisational factors hypothesised to be related to inter-organisational coordination in the context of humanitarian organisations.Design/methodology/approachThe study’s sample consisted of 101 humanitarian organisations with 315 respondents. To decrease the problem of common method variance, the authors split the samples within each humanitarian organisation into two subsamples: one subsample was used for the measurement of self-organisation, organisational network and adaptability, while the other was for the measurement of inter-organisational coordination.FindingsThe partial least square structural equation modelling (PLS-SEM) analysis using SmartPLS 3.2.8 indicated that self-organisation is related to inter-organisational coordination. Organisational network and adaptability were found to be mediators for the relationship between self-organisation and inter-organisational coordination and all combined accounted for 57.8% variance in inter-organisational coordination.Research limitations/implicationsThe study was cross sectional, hence imposing a limitation on changes in perceptions over time. Perhaps, a longitudinal study in future is desirable. Data were collected only from humanitarian organisations that had delivered relief to refugees in the stated camps by 2018. Above all, this study considered self-organisation, adaptability and organisational networks in the explanation of inter-organisational coordination, although there are other factors that could still be explored.Practical implicationsA potential implication is that humanitarian organisations which need to coordinate with others in emergency situations may need to examine their ability to self-organise, network and adapt.Social implicationsSocial transformation is a function of active social entities that cannot work in isolation. Hence, for each to be able to make a contribution to meaningful social change, there is need to develop organisational networks with sister organisations so as to secure rare resources that facilitate change efforts coupled with the ability to reorganise themselves and adapt to changing environmental circumstances.Originality/valueThe paper examines (1) the extent to which self-organisation, adaptability and organisational networks influence inter-organisational coordination; (2) the mediating role of both adaptability and organisational networks between self-organisation and inter-organisational coordination in the context of humanitarian organisations against the backdrop of complex adaptive system (CAS) theory.
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Potgieter, A., K. A. April, R. J. E. Cooke, and M. Lockett. "Adaptive Bayesian agents: Enabling distributed social networks." South African Journal of Business Management 37, no. 1 (March 31, 2006): 41–55. http://dx.doi.org/10.4102/sajbm.v37i1.597.
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This article brings together two views of organisations: resource-based theories (RBT) and social network analysis (SNA). Resource-based theories stress the importance of tangible assets, as well as less tangible ones, in the competitive advantage and success of organisations. However, they provide little insight into how resources are brought together by an organisation to generate core competencies that provide a source of differentiation that cannot easily be reproduced or substituted. In contrast SNA provides insight into the complexity of organisations and the interaction between the people within them, taking account of uncertainty and complexity. However, neither perspective gives significant insight into how organisations evolve over time, and how their competitive position is sustained or eroded.Our view is that integrating these two perspectives gives deeper insight into the basis of competitive advantage, and how it can evolve over time. ‘Complementary resource combinations’ (CRCs), bundles of related resources, can provide a basis for differentiation but only when these are embedded in a complex web of social interactions specific to the organisation. The ‘socially-complex resource combinations’ (SRCs) enable competitive advantage that is not readily reproduced or substituted, and which evolves over time in an uncertain and complex way. They are the basis of distinctive organisational competencies that enable the organisation to be a player in the marketplace, and in some cases to sustain competitive advantage. To understand how competitive advantage can be sustained, it is necessary to understand how these SRCs evolve over time, based on the interactions in social networks. To do this, we use Bayesian networks and topic maps, making hidden social relationships tangible. We use dynamic agents to observe local and global behaviours to model the SRCs. In this, we use the concept of ‘agencies’ that are networks of individual agents and which can solve problems and adapt in ways that are too complex for individual agents. The article outlines how this approach can be used to model complex social networks over time, recognising uncertainty and complexity, hence giving the ability to predict changes that will occur in the SRCs.
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De Groot, Bert, Wim Leendertse, and Jos Arts. "Building Adaptive Capacity through Learning in Project-Oriented Organisations in Infrastructure Planning." Urban Planning 5, no. 1 (March 6, 2020): 33–45. http://dx.doi.org/10.17645/up.v5i1.2523.
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Transport infrastructure networks are currently being challenged by rapidly changing contexts, such as climate change, new IT and mobility technologies, ageing infrastructure, demographic changes and growing engagement of stakeholders. These challenges call for an adaptive management approach in infrastructure planning. Apart from making the physical infrastructure more adaptive, organisational adaptive capacity is currently being discussed in both literature and practice. The literature describes learning as one of the key elements of organisational adaptive capacity. However, it remains unclear how infrastructure network agencies learn. Most of these agencies are organised in a project-oriented way. Projects can be considered as information exchange platforms of individuals that have to align their knowledge and interpretations to collectively make sense of this information to deliver a project-result. However, projects operate relatively autonomously from their parent organisation. This article aims to enhance the understanding of how projects learn from each other and how the parent organisation learns from projects and vice versa. To this end, we have conducted an in-depth case study of a typical project-oriented organisation in infrastructure planning: Rijkswaterstaat—the executive agency of the Ministry of Infrastructure and Water Management in the Netherlands. Data was collected through documents and semi-structured interviews with members of a selection of projects of Rijkswaterstaat and other members of this organisation. We used Social Network Analysis to support the analysis of the data. Subsequently, the results were confronted with literature to understand how collective learning occurs in project-oriented organisations.
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Birleson, Peter. "Learning Organisations: A Suitable Model for Improving Mental Health Services?" Australian & New Zealand Journal of Psychiatry 32, no. 2 (April 1998): 214–22. http://dx.doi.org/10.3109/00048679809062731.
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Objective: The aim of this paper was to describe an organisational model that has created interest in recent business management literature as supporting learning, adaptation and continuous improvement. Method: Some key features of the literature on learning organisations are outlined, including the values and processes involved, together with a structural and cultural template that has been applied to a community child and adolescent mental health service. Some blocks to learning and the leadership skills required to develop adaptive services are described. Results: The experience of applying the model has led to a change in mental health service organisational structure and culture towards greater support for research, quality improvement, experimentation and adaptation. Conclusions: The learning organisation model offers a more comprehensive framework for designing adaptive mental health services and supporting quality management practices than any other recent organisational form.
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Liukinevičienė, Laima, and Jurgita Blažienė. "The Discourse of the Resilience of Hospitals in the Theoretical Context of the Organisation’s Concept of Resilience and Factors." Socialiniai tyrimai 45, no. 1 (February 20, 2022): 8–35. http://dx.doi.org/10.15388/soctyr.45.1.1.
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Recovery and resilience, the ability to operate under the conditions of uncertainty – these challenges are now becoming the key tasks for each organisation. The research of the organisation’s concept of resilience is primarily linked to ecological sciences, followed by studies in social sciences linked to vulnerability and resilience of social groups, communities, cities, and organizations as systems. The efforts of scientists to develop the analysis, measurement instruments of resilience, observable resilience indicators systems, indices, regional vulnerability maps, development of regional resilience policies, etc. are visible. Scientists indicate that resilience is a complex ability and process and can be defined differently, depending on the contexts, but all of them are united by the notion that it is a positive effect in preparing for or after challenges, that it must be encouraged (Lee et al., 2016). The organisation’s theoretical concept of resilience is not widely developed and there is a lack of information on how organisations become resilient.The research aims to define the concept of organisation’s resilience, its features and factors as well as to reveal the concept of the resilience of hospitals in the theoretical context of the resilience of the organisation. The following research methods were used: the analysis, generalization and systematization of the content of scientific literature, synthesis of ideas based on scientific analysis.The definition of the concept of organisation’s resilience is based on a previous empirical research conducted by Barasa et al. (2018) as well as on the latest scientific insights:
According to Jucevičius et al. (2017), resilience as the ability to regain strength after changes or errors is conceptually different from the concept of robustness, which describes systems that ignore environmental impacts. The resilience of an organization is the intrinsic ability of an organization to maintain and return to a dynamically stable state. It is the maintenance of resources in a sufficiently flexible form to allow them to be spontaneously adapted in the event of an unforeseen threat. Continuous harmonisation of the monitoring of small errors with improvisation provides employees with expert and wider competencies for more flexible adaptation.
The idea proposed by Gricevičius (2019) to link the resilience of the organization to the ability to survive and even thrive during a crisis supports the idea of Gečienė and Raišienė (2019, 2020) that the resilience of the organization should be understood more as a capacity and process than a result, and as adaptation rather than stability (Gečienė et al., 2020).
Insight into the fact that we are constantly strengthening the resilience of organisations by adapting to changes at three levels: the potential of the resources available in the system, participants in the internal communication system and variables, creative and flexible responses to the challenges (Holling and Gunderson, 2002, cited in Gečienė, 2020); that the resilience of the organisation must be perceived as a long-term goal (Litz, 2005, cited in Gečienė, 2020).
Beuran and Santos (2019) consider that three definitions are important in the organisation’s conceptualisation of resilience: resilience as an organisational characteristic; resilience as a result of the organisation’s activities; resilience as an identification of disorders that the organisation can tolerate.
The theoretical concept of organization’s resilience is developed by defining external and internal factors of resilience. The external factors of the resilience of public sector organisations include the following: 1) political factors that directly or indirectly influence organisations’ involvement in a greater focus on the organisation’s sustainable development, unforeseen challenges in the long term; 2) economic factors (e.g. availability of financial resources); 3) technological factors (e.g. availability of hardware and software; digital progress), social factors (e.g. decentralisation as management practice in the public sector, coordination of systems, greater awareness of resilience in society, etc.). Disseminating the experience of business organisations in adapting to challenges in the media has also become a social factor.According to scientific practice (Barasa et al. (2018); Gečienė (2020)), to analyse the passive and active resilience of the organisation, we have divided the internal factors of the organization’s resilience into two groups:
1. Passive or operational, adaptive resilience of the organisation. The factors are as follows: 1) prudent management of public (physical, economic, organisational, social, human) capital, assets held or entrusted with management; management of organisational change management, absorption, adaptability, reconstruction capacity is essential; 2) a balanced organisational routine and structure; 3) management and continuous improvement of internal information and communication systems; 4) management (managerial) practices; 5) organizational culture.2. Active or planned, strategic, otherwise capability-oriented resilience of the organization. The factors are as follows: 1) the organisation’s resilience planning, strategy; 2) the organisation’s external policy focused on strengthening resilience; 3) continuous involvement in the analysis, application, development of managerial innovations; 4) leadership and continuous improvement of the organisation’s resilience competencies.Hospitals are organisations whose management is subject to the same managerial principles as in budgetary institutions in general, and therefore the analyzed resilience features of organizations are also applicable to hospitals. Due to the specific purpose of organisations (human health is one of the most important values, health care is a constitutionally justified objective and public interest) and relevance during the 2020–2021 pandemic, there is an increase in the discourse of the scientific resilience of the health system, driven also by increased interaction between politicians, scientists and medical professionals. The resilience of the health system and individual health care institutions is becoming a priority objective of public policy, and the issue of resilience is linked not only to post-crisis recovery but also to the active prospect of resilience – to be prepared for future challenges. In addition to adaptive and planned resilience in the discourse of health system, science activates a discussion on the concept of everyday resilience, as hospitals have to deal with unforeseen challenges every day, the consequences of which can affect patients.
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Harris, Howard, Saadia Carapiet, and Chris Provis. "‘Adaptive and Agile Organisations’." Philosophy of Management 4, no. 1 (2004): 3–11. http://dx.doi.org/10.5840/pom20044110.
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Lizier, Amanda Louise. "Investigating work and learning through complex adaptive organisations." Journal of Workplace Learning 29, no. 7/8 (September 11, 2017): 554–65. http://dx.doi.org/10.1108/jwl-05-2016-0033.
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Purpose The purpose of this paper is to outline an empirical study of how professionals experience work and learning in complex adaptive organisations. The study uses a complex adaptive systems approach, which forms the basis of a specifically developed conceptual framework for explaining professionals’ experiences of work and learning. Design/methodology/approach Semi-structured interviews were conducted with 14 professionals from a variety of organisations, industry sectors and occupations in Sydney, Australia. The transcripts were subjected to an adapted phenomenographic analysis, and an analysis using the complex adaptive organisations conceptual framework (CAOCF). Findings The findings indicated that professionals experienced learning mainly through work, where work was experienced as fluid and influenced by varying degrees of emergence, agency, complex social networks and adaptation. Further, the greater the degree of work fluidity, the greater the impetus towards learning through work, empirically indicating that the experience of learning in contemporary organisations is entwined with work. Originality/value This study used the concept of complex adaptive organisations as a conceptual framework, coupled with an adapted phenomenographic methodology, to investigate individual professionals’ experiences of work and learning. The adoption of the concept of complex adaptive organisations provided a rigorous way to adopt a complexity approach. In particular, the concept of emergence provides insights into how organisational complexity influences work and, subsequently, learning and adaptation.
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Kousis, Maria, Maria Paschou, and Angelos Loukakis. "Transnational Solidarity Organisations and their Main Features, before and since 2008: Adaptive and/or Autonomous?" Sociological Research Online 26, no. 3 (September 2021): 672–94. http://dx.doi.org/10.1177/13607804211032240.
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This article highlights the importance of crisis-related transformations experienced during the 2008–2016 period by transnationally oriented, citizen-led solidarity organisations, a topic that has received scant scholarly attention. It offers an exploratory, comparative analysis of the main features of these Transnational Solidarity Organisations (TSOs) which rests on a comprehensive conceptual framework of ‘alternative forms of resilience’, referring to the ability to bounce back from hardship and meet human needs in challenging times. We apply a new methodology, Action Organisation Analysis, which is based on information coded from organisational websites of solidarity organisations retrieved from online directories. Using a sample of 1753 TSOs, we examine two types of approaches: adaptive (philanthropic, formal, or reformist) and autonomous (mutual-help, informal, or contentious) ones. We document differential transformations for adaptive and autonomous TSOs, as reflected in their major characteristics, that is, their value frames, partners, and routes to achieve their goals and supplementary actions, across time and in three different issue fields: migration, disabilities, and unemployment. Notable are the increasing shifts towards social change and protests, especially for unemployment TSOs, and less so for migration ones. The findings contribute to debates on the impact of crises on activist solidarity organisations by documenting the dialectics of autonomy and adaptation across contemporary social issues, as well as by highlighting the importance of TSOs’ hybrid features. This analysis will also be useful for future work on transnational solidarity organisations and their transitions in a rapidly evolving global society.
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Piranfar, Hosein. "Adaptive organisations and environmental change." International Journal of Agile Systems and Management 1, no. 2 (2006): 194. http://dx.doi.org/10.1504/ijasm.2006.010949.
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Critten, Peter. "A radical agenda for enabling organisation transformation through work-applied learning." Journal of Work-Applied Management 8, no. 1 (March 1, 2016): 65–78. http://dx.doi.org/10.1108/jwam-05-2016-0006.
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Purpose The purpose of this paper is to challenge how we have traditionally thought about organisations and introduce two frameworks to enable us to understand how change in organisations might be facilitated better. Design/methodology/approach The paper discusses organisations as complex adaptive systems and uses complexity theory to inform two new frameworks for facilitating organisational learning and change. Findings In order for organisational learning to occur we need to change our mind-set of how we see organisations and to think of learning not just as individual but also as generative “communicative action” that emerge out of collaborative relationships. Research limitations/implications The frameworks proposed are grounded in organisational learning literature and the experience of the author. The proposed agenda for organisational learning has yet to be acted upon and evaluated. Practical implications The frameworks can be used to enhance understanding of learning and change in organisations. The agenda for enabling organisational transformation identifies key steps to put the ideas developed in the paper into practice. Social implications The approach advocated for use within organisations is one of empowerment and collaboration rather than top down direction. Originality/value The paper introduces new frameworks and a practical agenda to bring about organisational transformation through work-applied learning.
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Bell, Sandra. "Organisational resilience: a matter of organisational life and death." Continuity & Resilience Review 1, no. 1 (August 29, 2019): 5–16. http://dx.doi.org/10.1108/crr-01-2019-0002.
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Purpose Being resilient in the face of risks that have the ability to negatively impact the strategic objectives, reputation or existence of the organisation is now not just an interesting concept but a matter of organisational life and death in many industries. However, very few businesses go beyond simply implementing measures to defend their competitive advantage in the face of market changes and business continuity capabilities to be able to survive operational disruptions. The paper aims to discuss these issues. Design/methodology/approach This paper uses real-life examples to explore some of the main issues associated with organisational resilience that are observed in the business and management literature. The aim is being able to demonstrate some of the practical reasons why organisational resilience is so hard to implement and what can be done to make it easier. Findings Organisational resilience is a business outcome and, as such, requires a holistic and adaptive management approach. This is theoretically straightforward as organisations are used to working together towards business outcomes. However, in practice three main issues generally thwart resilience-building activities: different professional groups within organisations anchor their understanding of resilience based on related interpretations such as psychology, ecology, economics, engineering, etc., which leads to internal conflict; there is often a widespread belief (or hope) that static goals and objectives will work in a dynamic environment; and flawed risk perceptions hamper organisation-wide situational awareness. Practical implications Faced with these issues, it is easy to understand why resilience activities are frequently limited to the tactical things that can be put in place to protect the organisation and its assets against acute shocks. However, as the risk landscape becomes ever more complex and uncertain such a defensive approach will only increase the vulnerability of organisations. Originality/value However, there are some straightforward and practical steps that organisations can take to break down internal barriers and promote a more collegiate approach to organisational resilience. An approach that is not only more efficient in terms of the management of risk but is also more cost effective and has a positive impact on culture, brand and reputation.
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Mutebi, Henry, Moses Muhwezi, Joseph Mpeera Ntayi, Samuel Ssekajja Mayanja, and John C. Kigozi Munene. "Organisational networks, organisational learning, organisational adaptability and role clarity among humanitarian organisations during relief delivery." Journal of Humanitarian Logistics and Supply Chain Management 12, no. 2 (December 3, 2021): 249–84. http://dx.doi.org/10.1108/jhlscm-04-2021-0034.
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PurposeOrganisations involved in relief delivery tend to have cross-boundary mandates, which cause ambiguity of roles during delivery of relief services to the targeted victims. Having no clear role, specialisation affects service timeliness and increases resource duplication among the relief organisations. The objective of this study is to understand how organisational networks and organisational learning as complex adaptive system metaphors improve both organisational adaptability and role clarity in humanitarian logistics.Design/methodology/approachUsing ordinary partial least squares regression through SmartPLS version 3.3.3, the authors tested the study hypotheses basing on survey data collected from 315 respondents who were selected randomly to complete a self-administered questionnaire from 101 humanitarian organisations. Common method bias (CMB) associated with surveys was minimised by implementing both procedural and post statistics methods.FindingsThe results indicate that organisational networks and organisational learning have a significant influence on organisational adaptability and role clarity. The results also show that organisational adaptability partially mediates in the relationship between organisational networks, organisational learning and role clarity.Research limitations/implicationsThe major limitation of the study is that the authors have used cross-sectional data to test this research hypotheses. However, this was minimised following Guide and Ketokivi's (2015) recommendation on how to address the limitations of cross-sectional data or the use of longitudinal data that can address CMB and endogeneity problems.Practical implicationsManagers in humanitarian organisations can use the authors’ framework to understand, first, how complex adaptive system competence can be used to create organisational adaptability and, second, how organisational adaptability can help organisational networks and organisational learning in improving role clarity among humanitarian organisations by collaboratively working together.Originality/valueThis research contributes to the existing body of knowledge in humanitarian logistics and supply chain management by empirically testing the anecdotal and conceptual evidence. The findings may be useful to managers who are contemplating the use of organisational networks, organisational learning and organisational adaptability to improve role clarity in disaster relief-related activities.
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Aranguren, Mari Jose, and Edurne Magro. "How can universities contribute to regional competitiveness policy-making?" Competitiveness Review: An International Business Journal 30, no. 2 (January 2, 2020): 101–17. http://dx.doi.org/10.1108/cr-11-2018-0071.
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Purpose This paper aims to contribute to understanding regional competitiveness policy-making and the role academic organisations can play in that process. Competitiveness policies have evolved in the past decades from a single to a multiple-domain field, which has made the policy-making process more complex by adding more actors with their particular experience and view. This complexity, together with the relevance of overcoming traditional policy implementation failures, pleads for a new approach to competitiveness policy-making, in which academic organisations can act as “anchor institutions”. This framework is based on the adaptive implementation concept. Design/methodology/approach The paper uses the Basque case to analyse the role of universities in competitiveness policy-making and focuses on a specific academic organisation, which has contributed through different projects to regional policy-making. Evidences from those projects through different policy phases are included in the case. Findings The case shows how academic organisations might play a key role in fostering an adaptive implementation approach in competitiveness policy-making at the regional level and which specific characteristics these organisations should develop to fulfil this role. Originality/value This paper brings together two important issues for regional competitiveness: the importance of policy implementation and the particular role of engaged universities in such a process.
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Kets de Vries, Manfred F. R., and Caroline Rook. "The "authentizotic" organisation: creating best places to work." Organisational and Social Dynamics 22, no. 2 (December 19, 2022): 220–25. http://dx.doi.org/10.33212/osd.v22n2.2022.220.
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Worldwide, only twenty per cent of the workforce is engaged (Harter, 2021). In the current political, social, and economic context that has developed over the last decades and has been described as the volatile, uncertain, complex, and ambiguous (VUCA) world, leaders would be wise to create healthy places to work—places that contribute to, and reinforce adaptive functioning. The best places to work can be described as "authentizotic"—derived from the Greek words authenteekos and zoteekos. An organisation that is authentic inspires employees through the integrity of its vision, mission, values, culture, and structure. Zoteekos, meaning "vital to life", when applied to an organisational context implies that people are invigorated by their workplace and find in it a sense of balance and completeness. We describe twelve patterns that differentiate authentizotic organisations from more run-of-themill places of work. Whilst sceptics may find the idea utopian, it argues that now more than ever leaders would do well to imbue their organisations with authentizotic qualities and concludes with a checklist to help the reader identify authentizotic characteristics in their own workplace.
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Pradhan, Rabindra Kumar, Lalatendu Kesari Jena, and Sanjay Kumar Singh. "Examining the role of emotional intelligence between organizational learning and adaptive performance in Indian manufacturing industries." Journal of Workplace Learning 29, no. 3 (April 10, 2017): 235–47. http://dx.doi.org/10.1108/jwl-05-2016-0046.
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Purpose The purpose of this study is to examine the relationship between organisational learning and adaptive performance. Furthermore, the study investigates the moderating role of emotional intelligence in the perspective of organisational learning for addressing adaptive performance of executives employed in manufacturing organisations. Design/methodology/approach The participants were selected through purposive sampling. The study has used established scales on organisational learning, emotional intelligence and adaptive performance to collect data from the respondents. Data were analysed through structural equation modelling using linear structural model (LISREL 8.72). Moderated regression analysis was carried out through a series of hierarchical models to test the hypotheses. The authors have followed the interaction graphs recommended by Aiken and West (1991) to check the moderating effect of emotional intelligence. Findings The result of the study indicates a significant relationship between organisational learning and adaptive performance. The significant moderation effect was observed in the interaction graph, wherein it was found that the relationship between organisational learning and adaptive performance was stronger among the executives with high levels of emotional intelligence and weaker for those having low levels of emotional intelligence. Originality/value The present study gains significance through highlighting the role of emotional intelligence in the perspective of organisational learning and, thus, offers insights to practitioners for addressing adaptive performance of employees.
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Holden, Richard J., Malaz A. Boustani, and Jose Azar. "Agile Innovation to transform healthcare: innovating in complex adaptive systems is an everyday process, not a light bulb event." BMJ Innovations 7, no. 2 (January 28, 2021): 499–505. http://dx.doi.org/10.1136/bmjinnov-2020-000574.
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Innovation is essential to transform healthcare delivery systems, but in complex adaptive systems innovation is more than ‘light bulb events’ of inspired creativity. To achieve true innovation, organisations must adopt a disciplined, customer-centred process. We developed the process of Agile Innovation as an approach any complex adaptive organisation can adopt to achieve rapid, systematic, customer-centred development and testing of innovative interventions. Agile Innovation incorporates insights from design thinking, Agile project management, and complexity and behavioural sciences. It was refined through experiments in diverse healthcare organisations. The eight steps of Agile Innovation are: (1) confirm demand; (2) study the problem; (3) scan for solutions; (4) plan for evaluation and termination; (5) ideate and select; (6) run innovation development sprints; (7) validate solutions; and (8) package for launch. In addition to describing each of these steps, we discuss examples of and challenges to using Agile Innovation. We contend that once Agile Innovation is mastered, healthcare delivery organisations can habituate it as the go-to approach to projects, thus incorporating innovation into how things are done, rather than treating innovation as a light bulb event.
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Kuntz, Joana, and Erlend Dehlin. "Friend and foe? Self-deception in organisations." Journal of Management Development 38, no. 2 (March 4, 2019): 130–40. http://dx.doi.org/10.1108/jmd-04-2018-0122.
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Purpose Self-deception is generally deemed an adaptive psychological mechanism that ensures well-being, a sense of identity and social advancement. However, self-deception becomes maladaptive in organised environments that undermine the critical thinking essential to development and change. The purpose of this paper is to advance a theoretical model of self-deception, specifying and contextualising its intrapersonal and relational components in organisations. Further, it provides guidelines for practitioners to identify self-deception tactics, and minimise maladaptive self-deception. Design/methodology/approach Drawing on affective coping, system justification and self-categorisation theories, the paper illustrates how the interplay of intrapersonal and relational factors with organisational practices explain self-deception. Findings Maladaptive self-deception is pervasive in organisations that deter critical reflection, and intensify motivated biases to self-enhance and self-protect. Originality/value This paper proposes a socially and organisationally embedded model of self-deception, specifies how self-deception develops and manifests in organisations, and suggests ways of identifying and managing self-deception towards positive organisational development and change.
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Zaki Dajani, Maha Ahmed. "Adaptive Leadership, Organisational Resilience and the Mediating Effect of Change Management Amid Egyptian Academia Crises." International Business Research 15, no. 12 (November 18, 2022): 47. http://dx.doi.org/10.5539/ibr.v15n12p47.
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This study aims to investigate the impact of adaptive leadership practices on organisational resilience within Egyptian academia amid the change management crisis, using the ADKAR change model. A self-administered online questionnaire (Google Form Survey) was distributed to collect data from 135 faculty members working at several private and public universities located in Greater Cairo/Egypt. The response rate was approximately 90% (out of 150 faculty members). A structural equation modelling technique was applied to test this study’s hypotheses.
The primary purpose of this study is to provide empirical evidence that leadership adaptability and organisational resilience are among the most sustainable sources of organisational survival and competitiveness. However, this interrelation and interdependence occur in organisations after disasters and during crises. Furthermore, it strongly supports the mediating role of the ADKAR change model, which creates an indirect positive impact between the independent variable (adaptive leadership) and the dependent variable (organisational resilience).
It also develops a survey tool that organisations can utilise to identify their strengths and, evaluate the effectiveness of their resilience strategies, and improve their ability to recover quickly from crises and calamities.
To the author's knowledge, this study is one of the few examining the relationships between these variables within the Egyptian academic context.
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Cheese, Peter. "Managing risk and building resilient organisations in a riskier world." Journal of Organizational Effectiveness: People and Performance 3, no. 3 (September 5, 2016): 323–31. http://dx.doi.org/10.1108/joepp-07-2016-0044.
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Purpose There has been increasing attention given to the need to bring risk thinking into the field of HRM. The purpose of this paper is to explore the nature of risk in a rapidly changing context, examines the responses being made and indicates the characteristics of resilient and adaptive organisations. Design/methodology/approach The paper presents a categorisation of risk. It uses the volatile, uncertain, complex and ambiguous metaphor to lay out the likely shape of imminent business risks, and the concept of adaptation to present a case that there is scope for effective responses. Findings The paper argues we are at inflexion point that will force businesses to re-examine how they do business in ways that will impact customer expectations, product enhancement, collaborative innovation and ultimately organisational forms. In order to manage and mitigate risk organisations need to understand corporate cultures, operating models and organisational constructs, leadership and governance, as well as the more traditional talent management practices and processes. Practical implications Key to achieving resilience will be a focus on behaviour and culture. These issues have to be brought to the heart of strategy and the business model of every organisation. Organisation cultures need to be developed based on trust and respect and the need to avoid risk blindness. We need to challenge the mindset that people can only be trusted within narrow confines of rules, or limits of authority. Social implications As we continue to develop more heterogeneous employment models – flexi-working, contractors, self-employed consultants, secondees, agency staff, interns and volunteers, outsourcing, partnering and even crowdsourcing – attention needs to be given to the implications for skills, learning and development and the challenges of aligning behaviours. Originality/value The paper brings together a range of imminent business risks to build the case that these risks of course have potentially profound impacts on people management, but that their solution also brings HRM thinking to the heart of strategies, cultures and business models.
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Dayson, Chris, Emma Bimpson, Angela Ellis-Paine, Jan Gilbertson, and Helen Kara. "The ‘resilience’ of community organisations during the COVID-19 pandemic: absorptive, adaptive and transformational capacity during a crisis response." Voluntary Sector Review 12, no. 2 (July 1, 2021): 295–304. http://dx.doi.org/10.1332/204080521x16190270778389.
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This Research Note applies the concept of ‘resilience’ to explore how Neighbourhood Networks in Leeds in the UK ‐ 37 local community organisations supporting older people ‐ responded to the COVID-19 pandemic. It highlights how understanding resilience as a capacity that can be absorptive, adaptive or transformative helps describe the response of community organisations during the pandemic, highlighting a process of ongoing adjustment and innovation as the pandemic evolved. We suggest that the concept of resilience is helpful in this context for understanding how community organisations responded to the emergent nature of the crisis, but it is less effective at revealing why that may have been the case. This limitation notwithstanding, we argue that absorptive, adaptive and transformative capacity ought to be desirable attributes of community organisations if they are distributed equitably and enable them to fulfil their mission and contribute to social change.
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De Bruyne, Evi, and Doranne Gerritse. "Exploring the future workplace: results of the futures forum study." Journal of Corporate Real Estate 20, no. 3 (September 10, 2018): 196–213. http://dx.doi.org/10.1108/jcre-09-2017-0030.
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Purpose The purpose of this paper describes the set-up and results of the “futures forum” study. Through different methodological approaches, the future of work and its implications for the future (physical) workplace are explored. What will our office workplace look like in 2025 and how best to support future work, in alignment with the different organisational support services [human resources, information technology (IT), facility management and real estate]? Design/methodology/approach Different stakeholders were involved through different methods. First, a global literature study summed up some of the contemporary views on future directions and future studies. Second, focus groups were held with office end-users and employees of 11 participating organisations. Third, a Delphi study was applied to a multidisciplinary expert group. And finally, results were further developed in a “pre-design” workshop. The “forum” refers to the consortium of private and public partners that supported the study. The research involved large (>1,000 employees) knowledge-based and administrative organisations. Findings The fast-developing digitalisation will have substantial repercussions for work processes and environments. New types of work and work processes are appearing and need to be accommodated. Work will be organised in a more dynamic manner to adapt to the rapid changes in the market. Automation will lead to a continuous decrease of administrative processes which leaves more complex, knowledge-intensive work in organisations. Digitalisation and technology will lead to new ways of working and other necessary capabilities in the organisation with great emphasis on IT and technology-based activities. This dynamic environment brings the demand for an agile response of the support services in the organisation and a work environment that can accommodate changes easily. The main findings centre around eight themes for the future workplace that were considered to be the main, joint priorities of support services. These themes are changes in work, move towards digitalisation, adaptive potential of organisations, liberation of old structures, attract and retain employees, self-employment and self-marketing and future employee needs. Because of the dimensions of the research topic, a broad thematic perspective was applied so a further in-depth exploration might be valuable. The stakeholders that were involved in the data collection were mostly contacted through research partners, which might narrow research findings. Originality/value Many “future studies” have been taken place in the past, and they all apply a different research scope. This study aimed specifically at large office organisations in The Netherlands and on the implications for the future workplace that are to be addressed in a communal way by the organisations’ support services.
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Murthy, Vikram, and Aasha Murthy. "Adaptive leadership responses." World Journal of Entrepreneurship, Management and Sustainable Development 10, no. 3 (July 8, 2014): 162–76. http://dx.doi.org/10.1108/wjemsd-05-2013-0029.
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Purpose – The purpose of this paper is to posit a hierarchical classification of enactments, practices and virtues that comprise an emerging adaptive leadership response to the prevailing volatile, uncertain, complex and ambiguous (VUCA) conditions. Design/methodology/approach – Reports and discusses the findings of two neo-classical grounded theory research studies to theorise augmented leadership repertoires for VUCA worlds. The first study was conducted with eight large regional and multinational organisations in Australia. The second is an on going, longitudinal study undertaken with 18 regional, national and multinational organisations in New Zealand. Findings – The first neo-classical grounded theory study in Australia identifies a set of emerging leadership practices labelled, “Zeitgeist – Integrating Cognition, Conscience and Collective Spirit”, as part of such a repertoire. The preliminary results of the second neo-classical grounded theory research extension in New Zealand, results in the further grounded theorising of the ensemble leadership repertoire (ELR), which is an emerging and hierarchical classification of leadership enactments, practices and virtues for prevailing times. The classification is robust because of its methodological similarities and conceptual congruence with other emerging and well-accepted classifications like, for example, character strengths in positive psychology. Originality/value – The grounded theorising provides a core category of the ELR which has its origins in substantive context. It lists 93 enactments inducted from leaders’ key phrases. These enactments in turn aggregate in relational sets through the process of constant comparison to describe 14 practices, which in sets of dyads and triads describe the five zeitgeist leadership virtues of being present, being good, being in touch, being creative and being global.
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Birleson, Peter. "Building a learning organisation in a child and adolescent mental health service." Australian Health Review 21, no. 3 (1998): 223. http://dx.doi.org/10.1071/ah980223.
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In recent business literature, the model of the learning organisation has been proposedas a solution to the problem of continually changing environments and increasingconsumer expectations of maximum quality and value for money. The model seemshighly appropriate for health services, which are staffed by educated professional staffwho must become more adaptive and concerned with improving consumer outcomes.This case study describes how the principles of learning organisations have beenapplied to the design of a new structure and the creation of a learning culture withina mental health service for children and adolescents.
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Szabó, Ferenc. "A hazai környezetvédelmi infrastruktúra fejlesztési projektek szervezeti háttere." Jelenkori Társadalmi és Gazdasági Folyamatok 2, no. 1 (January 1, 2007): 38–50. http://dx.doi.org/10.14232/jtgf.2007.1.38-50.
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Effective planning, preparation, implementation and operation of projects need modem organisational solutions. Successful project management requires effective daily operation, flexible structure, adaptive and innovative organisational culture, coordination mechanisms that assure fast decision-making and responses. The appropriate organisational form is based on personal motivation and responsibility, parallel with the possibility of cooperation and teamwork. Several international, national, regional and local organisations are involved in Hungarian environmental infrastructure development projects supported by the EU. Their organisational structures and cultures are not always optimal for project management. Organizational differences in some cases make effective cooperation impossible. In my paper I present the organisational background of one of these projects, the Szeged Regional Waste Management Program based on interviews conducted with some actors of the project, ease studies and document analysis.
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Meissner, Jens O. "Resilience development: learnings for organisations from technical diving." Continuity & Resilience Review 2, no. 1 (November 18, 2019): 1–23. http://dx.doi.org/10.1108/crr-02-2019-0010.
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Purpose The purpose of this paper is to follow the general question, how technical rebreather divers ensure their survival during performing of highly demanding dives – and what organisations could learn from these practices. As one form of complex adaptive system, technical divers perform different routines before and during the dive. These practices are formally trained and also informally mediated and developed. After investigating theoretical concepts like high reliability organising, Safety-I and -II as well as organisational resilience management, the authors scope on the existing risk and resilience practices in technical rebreather diving. Finally, the insights of the empirical research are used to make the transfer to the field of management studies – and ask relevant questions regarding their applied resilience intelligence. Design/methodology/approach The empirical research is analysed by applying Hollnagel’s Functional Resonance Analysis Method (FRAM) which leads to the reconstruction of an extended resilience management model for technical rebreather diving. The model development bases on a field study which comprised 300 hours of observations. Findings The findings are depicted in an FRAM model that exactly shows how technical divers perform high reliability operations and thus manages and increase the resilience of their socio-technical system. Research limitations/implications Research results show the depicted model and the potential learnings for organisations and organisational resilience. However, the research remains inductive and is qualitative. Deductive and quantitative research would enrich and complete the picture. Practical implications The research is informative and offers an interdisciplinary but comprehensive bridge between the specific high reliability organisations/resilience practice of technical divers and the potential learnings for organisations. Companies can take the identified categories and mechanisms to match them to their own resilience activities. Social implications Increasing organisational resilience means to increase societal resilience and thus sustainability. The research aims to support this interdisciplinary learning process. Originality/value The originality lies in the research object itself (technical diving practices), that never has been researched with an FRAM before. It is an interesting, comprehensive and interdisciplinary show case that is used to derive practical considerations for companies to strengthen their organisational resilience.
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Mark, Annabelle. "Developing the Doctor Manager: Reflecting on the Personal Costs." Health Services Management Research 8, no. 4 (November 1995): 252–58. http://dx.doi.org/10.1177/095148489500800405.
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These reflections focus on the development of doctors as managers in the National Health Service and the way that their participation is directly influenced by the personal costs perceived to their professional roles as doctors. Research has indicated some of the problems surrounding the development of doctors as managers. Although training has led to a reduction in stress, women doctors are having to contend with a glass ceiling which is double and even sometimes triple glazed, team development is not being addressed adequately, and succession planning is occurring by default rather than design. The application of domain theory to the issue can provide some guidance for the organisation, but as individual organisations like hospitals interpret these changes in a unique way, it is suggested that the key training for the future will need to focus on transition skills between organisations, and will require interpretive and adaptive responses from both doctors and managers if they are to continue to collaborate successfully in the managerial domain.
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Selten, Friso, and Albert Meijer. "Managing Algorithms for Public Value." International Journal of Public Administration in the Digital Age 8, no. 1 (January 2021): 1–16. http://dx.doi.org/10.4018/ijpada.20210101.oa9.
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Public organisations increasingly rely on machine learning algorithms in performing many of their core activities. It is therefore important to consider how algorithms are transforming the public sector. This article aims to clarify this by assessing algorithms from a public value perspective. Based on a discussion of the literature, it is demonstrated that algorithms are generally expected to strengthen organisational performance on a first cluster of values related to the ability to be effective and efficient (sigma values). At the same time, the use of algorithms is linked to negatively affect a second cluster of values that involves fairness and transparency (theta values). In the current academic debate little attention is given to an important third cluster of values; the ability of organisations to be adaptive and robust (lambda values). This discussion highlights that algorithms invoke public value opportunities, but also public value risks and trade-offs. This article therefore presents five principles for managing algorithms from a public value perspective.
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Wipawayangkool, Kamphol. "Toward a General Model of Knowledge Creation in Virtual Teams." Journal of Information & Knowledge Management 08, no. 01 (March 2009): 45–51. http://dx.doi.org/10.1142/s0219649209002233.
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Virtual teams have made such an impact on organisations' knowledge management. As a result, the phenomenon of knowledge creation in virtual teams obviously deserves researchers' attention. Nonetheless, literature on virtual teams has not been much theory-grounded. Thus, to explore the influence of virtual teams on knowledge creation and fill the scarcity of theoretical foundation in the literature, this paper firstly proposes a theoretical model of knowledge creation process in virtual teams called Adaptive Social-Externalisation by primarily drawing from Nonaka's Organisational Knowledge Creation theory as well as Adaptive Structuration theory and Agency theory. Secondly, the characteristics of the process are also derived as Adaptiveness, Simultaneity, and Goal Congruency and Information Symmetry and can be used to determine the effectiveness of both knowledge creation and overall performance of a virtual team. Both theoretical and practical implications are then discussed.
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Porter, Terry B., and José Rodrigo Córdoba Pachón. "Constructing sustainability in organisations: identity and boundaries in complex adaptive systems." International Journal of Complexity in Leadership and Management 2, no. 4 (2014): 239. http://dx.doi.org/10.1504/ijclm.2014.064454.
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Ab Samad, Nur Hayati, Roshayani Arshad, Siti Haliza Asat, and Nawal Kasim. "SUSTAINABILITY AND ACCOUNTABILITY OF SOCIAL ENTERPRISE." Management and Accounting Review (MAR) 16, no. 2 (December 31, 2017): 181. http://dx.doi.org/10.24191/mar.v16i2.562.
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Sustainability and accountability are pervasive issues for social entrepreneurial non-profit organisations (NPOs), which are also known as social enterprises as they seek to balance their social mission with financial responsibility. With the increased in the scope and size of the social enterprise, there is also increased need for accountability and organisational sustainability. Thus, in order to successfully fulfil these needs, social enterprises need to identify the relevant factors of sustainability that relates closely with accountability and organisational performance. This study aims to examine the extent social enterprise’s sustainability based on the factors identified using self-constructed sustainability index. The four main factors are leadership capacity, adaptive capacity, management and technical capacity and financial viability. Content analysis was used to measure the sustainability index from the information disclosed in the annual reports by 210 organisations registered under the Registry of Societies (ROS) in Malaysia for the year 2010. Findings from the study indicates that most of the social enterprises are aware that effective leadership is vital for organisational sustainability. However, management and technical aspects tend to be neglected possibly due to lack of adequate resources and facilities to adapt to current changes. Overall, this study highlights that in order to survive in the future, the social enterprise need to appropriately address relevant factors that influence financial accountability and organisational sustainability especially on management and technical aspect in order to survive in the future.
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Murphy, Joanne. "Tracking change in Northern Ireland policing: temporal phases and key themes." Policing: An International Journal of Police Strategies & Management 38, no. 1 (March 16, 2015): 117–31. http://dx.doi.org/10.1108/pijpsm-10-2014-0106.
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Purpose – The purpose of this paper is to explore and explain the change process in Northern Ireland policing through an analysis of temporally bracketed change phases and key change delivery themes ranging from 1996 to 2012. Design/methodology/approach – The research approach adopted is process based, longitudinal and multi-method, utilising “temporal bracketing” to determine phases of change and conjunctural reasoning to unravel the systematic factors interacting over time, within the case. Findings – The paper identifies and temporally brackets four phases of change: “Tipping point”; “Implementation, Symbolic Modification and Resistance”; “Power Assisted Steering”; and “A Return to Turbulence”, identifies four themes that emerge from RUC-PSNI experience: the role of adaptive leadership; pace and sequencing of change implementation; sufficient resourcing; and the impact of external agents acting as boundary spanners, and comments on the prominence of these themes through the phases. The paper goes on to reflect upon how these phases and themes inform our understanding of organisational change within policing organisations generally and within politically pressurised transition processes. Originality/value – The contribution of the paper lies in the documentation of an almost unique organisational case in an environmentally forced change process. In this it contains lessons for other organisations facing similar, if less extreme challenges and presents an example of intense change analysed longitudinally.
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Cardoso Castro, Pedro Pablo. "The viable system model as a framework to guide organisational adaptive response in times of instability and change." International Journal of Organizational Analysis 27, no. 2 (April 24, 2019): 289–307. http://dx.doi.org/10.1108/ijoa-01-2018-1334.
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PurposeThe purpose of this paper is to analyse the convenience of the Viable System Model (VSM) as a framework to guide organisational adaptive response and resilience in times of instability and change.Design/methodology/approachA thought experiment based on the case study of an eco-village where a project based on action research was conducted following the introduction of the VSM.FindingsThis paper provides evidence of the efficacy of the VSM and its recursive structure to facilitate resilience and organisational adaptation and provides evidence of its advantages over conventional management tools to deal with uncertainty in complex environments.Research limitations/implicationsBased on a case study, the scope of this paper is limited and context specific. The comparison of tools is also limited to the ones related to the allocation of resources aiming to provide resilience, viability and adaptive response to critical events, used by the observed community.Practical implicationsThe case study invites to revisit and discuss the fitness of conventionally used management tools to cope with complexity – from an organisational perspective.Originality/valueThis paper invites to a reflection on the nature of dominant management tools used in contemporary management to cope with complexity. This paper provides insights on the value of organisational cybernetics and its capability to guide organisations in times of instability and change while facilitating resilience and adaptation through the management of variety.
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Luthia, Mahesh. "Reimaging Talent Management through Adaptive Performance in the Next Normal." SDMIMD Journal of Management 13 (March 20, 2022): 113. http://dx.doi.org/10.18311/sdmimd/2022/29708.
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Developing and retaining employees who are adaptable and demonstrate resilience is one of the major talent management challenges leaders are facing. In the Next normal when Organisations are dealing with new challenges post the pandemic there is a need to revisit how employee performance would be assessed. While the traditional approach has been to focus on task performance, in the current dynamic environment there is a need to develop and retain a workforce who are more adaptable and demonstrate resilience. Based on the need to deal with challenges and changes associated with Talent Management in the current, the study suggests the need to integrate adaptive measures of performance to be competent to perform in the future. The study draws attention to the importance of focusing on a performance management system as a talent management strategy to realize business value and reward the individual contribution of employees. Drawing on existing literature through a systematic review of existing studies the research identifies dimensions of adaptive performance and interventions by transformational leaders that can facilitate these behaviours and performance. The interventions are aimed at developing collaboration among employees, learning, adaptability and dealing with uncertain and complex situations. These interventions can support leaders to develop themselves as leaders to help Organisations to prepare for change. The managerial implications of the interventions are discussed and future areas of research are identified.
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Gutheil, Lena. "Adaptive project management for the civil society sector: towards an academic research agenda." International Development Planning Review: Volume 43, Issue 3 43, no. 3 (June 1, 2021): 393–418. http://dx.doi.org/10.3828/idpr.2020.17.
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In order to react adequately to the complex, fast-changing and politicised environments in which development projects operate, donors have started adopting more adaptive project management approaches. Projects dealing with civil society actors in particular are said to benefit from adaptive management. As adaptive management largely depends on locally led and politically smart programming, it is presented as one avenue for addressing long-standing problems of civil society organisations, such as donor dependency, lack of legitimacy and accountability issues. However, the evidence base concerning the effects of adaptive management is scarce and rather anecdotal and an overarching definition of adaptive management has not been established. In order to work towards an academic research agenda for adaptive management, the article systematically reviews twenty-one case studies to generate insights into what donors and implementers consider as adaptive practices, their perceived effects, obstacles and derived recommendations. The article thus contributes to identifying which actors are driving the adaptive agenda, which practices are considered as adaptive, what we can learn from first pilot interventions and which research gaps can be derived from this analysis.
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Anderson, Janet E., Karina Aase, Roland Bal, Mathilde Bourrier, Jeffrey Braithwaite, Kazue Nakajima, Siri Wiig, and Veslemøy Guise. "Multilevel influences on resilient healthcare in six countries: an international comparative study protocol." BMJ Open 10, no. 12 (December 2020): e039158. http://dx.doi.org/10.1136/bmjopen-2020-039158.
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IntroductionResilient healthcare (RHC) is an emerging area of theory and applied research to understand how healthcare organisations cope with the dynamic, variable and demanding environments in which they operate, based on insights from complexity and systems theory. Understanding adaptive capacity has been a focus of RHC studies. Previous studies clearly show why adaptations are necessary and document the successful adaptive actions taken by clinicians. To our knowledge, however, no studies have thus far compared RHC across different teams and countries. There are gaps in the research knowledge related to the multilevel nature of resilience across healthcare systems and the team-based nature of adaptive capacity.This cross-country comparative study therefore aims to add knowledge of how resilience is enabled in diverse healthcare systems by examining adaptive capacity in hospital teams in six countries. The study will identify how team, organisational and national healthcare system factors support or hinder the ability of teams to adapt to variability and change. Findings from this study are anticipated to provide insights to inform the design of RHC systems by considering how macro-level and meso-level structures support adaptive capacity at the micro-level, and to develop guidance for organisations and policymakers.Methods and analysisThe study will employ a multiple comparative case study design of teams nested within hospitals, in turn embedded within six countries: Australia, Japan, the Netherlands, Norway, Switzerland and the UK. The design will be based on the Adaptive Teams Framework placing adaptive teams at the centre of the healthcare system with layers of environmental, organisational and system level factors shaping adaptive capacity. In each of the six countries, a focused mapping of the macro-level features of the healthcare system will be undertaken by using documentary sources and interviews with key informants operating at the macro-level.A sampling framework will be developed to select two hospitals in each country to ensure variability based on size, location and teaching status. Four teams will be selected in each hospital—one each of a structural, hybrid, responsive and coordinating team. A total of eight teams will be studied in each country, creating a total sample of 48 teams. Data collection methods will be observations, interviews and document analysis. Within-case analysis will be conducted according to a standardised template using a combination of deductive and inductive qualitative coding, and cross-case analysis will be conducted drawing on the Qualitative Comparative Analysis framework.Ethics and disseminationThe overall Resilience in Healthcare research programme of which this study is a part has been granted ethical approval by the Norwegian Centre for Research Data (Ref. No. 8643334 and Ref. No. 478838). Ethical approval will also be sought in each country involved in the study according to their respective regulatory procedures. Country-specific reports of study outcomes will be produced for dissemination online. A collection of case study summaries will be made freely available, translated into multiple languages. Brief policy communications will be produced to inform policymakers and regulators about the study results and to facilitate translation into practice. Academic dissemination will occur through publication in journals specialising in health services research. Findings will be presented at academic, policy and practitioner conferences, including the annual RHC Network meeting and other healthcare quality and safety conferences. Presentations at practitioner and academic conferences will include workshops to translate the findings into practice and influence quality and safety programmes internationally.
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Shrestha, RB, Sohan L. Shrestha, Sudil G. Acharya, and Shrikanta Adhikari. "Improving Community-level Governance: Adaptive Learning and Action in Community Forest User Groups in Nepal." Journal of Forest and Livelihood 8, no. 2 (October 15, 2009): 67–77. http://dx.doi.org/10.3126/jfl.v8i2.2309.
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It is widely believed that Participatory Monitoring and Evaluation (PM&E) can help community organisations improve their internal learning and governance. However, the processes of programme monitoring and evaluation as practised by many organisations lack the elements of community participation and ownership and the appreciation of its contribution to community learning. Wider lessons on participatory development demonstrate that only locallyinitiated and community?led monitoring can improve communities' performance and change their institutional practices. Drawing on the recent experience of Livelihoods and Forestry Programme (LFP), this paper makes the case for community?generated planning, selfmonitoring and evaluation for adaptive learning and good governance in Community Forest User Groups (CFUGs) in Nepal. These processes, conceptualised as Adaptive Learning and Action (ALA), have enabled CFUGs to identify their vision, formulate activities to achieve the vision, and regularly monitor the progress against the identified indicators. The process has also enhanced transparency, participation and accountability in CFUG governance. Full text is available at the ForestAction websiteDOI: http://dx.doi.org/10.3126/jfl.v8i2.2309 Journal of Forest and Livelihood 8(2) February 2009 pp.67-77
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Bács, Zoltán. "Dynamic Asymmetry and Converging Threats." Academic and Applied Research in Military and Public Management Science 20, Special Edition (2021): 9–17. http://dx.doi.org/10.32565/aarms.2021.2.ksz.1.
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Terrorism is changing its paradigm. The superb adaptive capability and the diversification of the methods of financing terrorism give the chance to infiltrate into the political establishment of the most vulnerable countries. The terrorist and the criminal syndicates as allies have common methods, common structures but never merge their organisations. Their strategic goals remain different.
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Djalante, R. "Review Article: "Adaptive governance and resilience: the role of multi-stakeholder platforms in disaster risk reduction"." Natural Hazards and Earth System Sciences 12, no. 9 (September 14, 2012): 2923–42. http://dx.doi.org/10.5194/nhess-12-2923-2012.
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Abstract. Disaster impacts are more frequent, deadly and costly. The social and environmental consequences are increasingly complex and intertwined. Systematic as well as innovated strategies are needed to manage the impacts. Disaster Risk Reduction (DRR) is a systematic approach to manage disaster risks while adaptive governance (AG) is suggested as an alternative approach for governing complex problems such as disasters. The author proposes that the AG can be practicalised through a mechanism of multi-stakeholder platforms (MSPs), interpreted as multiplicity of organisations at different scales of governance working towards more coordinated and integrated actions in DRR. Ten MSPs are selected at the global, regional, national and local level, focussing on the Indonesian MSPs. The literature reviews and in-depth interviews with key respondents in Indonesia show that the international and regional MSPs tend to have more human, technical and financial capacity than national and local MSPs. The author finds that most MSP roles focus on the coordination amongst multitudes of organisations. Only those MSPs that are able to generate new funding have the capacity to implement direct risk reduction activities. The development of the MSP is highly influenced by the UNISDR system operating at different levels. Particularly in Indonesia, MSP are also influenced by the operations of various UN and international organisations. Finally, the paper suggests the need for more provision of technical supports to local MSPs, more linkages with established networks in DRR and broader stakeholders involvement within the MSPs.
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Stańczyk, Sylwia. "Climate for Innovation impacts on Adaptive Performance. Conceptualization, Measurement, and Validation." Management 21, no. 1 (May 24, 2017): 40–57. http://dx.doi.org/10.1515/manment-2015-0079.
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SummaryThe main objective of this paper was to examine the relationship between organizational climate for innovation and adaptive performance. The study was carried out in business organisations in Poland (N=387), representing variety of industries. The Cimate for Innovation measure and Individual Adaptive Performance measure was adopted from previous studies. The results of presented research point out that certain measurements of the organizational climate for innovation are interrelated to adaptive performance, especially supervisory encouragement. The present study discusses some aspects concerning the adaptation of existing instruments and measurements. On the basis of the research presented we indicate that, in general, the adaptation, of the mesearuments were relatively effective. The questionnaire was assessed as to be valid in terms of content for the reseraching CI and AP aspects in Poland.
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Mukherjee, Tushima, and Shwetha Sivaraman. "Coaching Across Generations: Enabling Sense-Making in a Multigenerational World." NHRD Network Journal 15, no. 2 (April 2022): 189–207. http://dx.doi.org/10.1177/26314541221076895.
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With the presence of five generations in organisations today, there is growing interest in finding new ways to manage and leverage a multigenerational workforce for individual and collective success. With rapidly evolving technology and the ever-changing nature of the workspace, a deeper look to understand the correlation between generation and development is required. Coaching is gaining traction as a means of enabling development for professionals. This article uses data from eight coaching case studies across four generations to analyse dominant coaching themes and preferences. We present seven key findings that point to some startling similarities and differences between and within generations, the need for an adaptive approach, and four implications for organisations and coaches, including the opportunity to look beyond generation and age.
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Akour, Iman, Barween Al Kurdi, Muhammad Alshurideh, and Ahmad AlHamad. "IMPACT OF INFORMATION TECHNOLOGY CAPABILITIES AND EFFECTIVE INVENTORY MANAGEMENT ON ENHANCED SERVICE DELIVERY IN HOSPITALITY SECTOR." International Journal of Theory of Organization and Practice (IJTOP) 1, no. 1 (November 30, 2022): 79–99. http://dx.doi.org/10.54489/ijtop.v1i1.147.
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Organisations in hospitality sector to become agile are required to invest more in IT capabilities in order to obtain significant organisational capabilities and strategic processes. Through utilization of IT capabilities strategically and synergistically organisation in hospitality sector achieves alignment, adaptability and agility in long run. They make short term changes and makes organisation compatible to deal with uncertainties. IT adaption are made to adapt market changes and alignment is done to integrate IT capabilities with inventory management within organisation by strategic thinking for achievement of better performance.
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Remøy, Hilde, and Theo J.M. van der Voordt. "Priorities in accommodating office user preferences: impact on office users decision to stay or go." Journal of Corporate Real Estate 16, no. 2 (May 6, 2014): 140–54. http://dx.doi.org/10.1108/jcre-09-2013-0029.
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Purpose – When current accommodation is unsatisfactory, office organisations consider relocating to new accommodation that optimally facilitates their main processes and supports image and financial yield. However, due to high vacancy levels, public opinion and governmental awareness oppose new office construction. Reusing existing buildings could be the egg of Columbus. This paper aims at answering the questions: which property characteristics are important push and pull factors for relocation? What does this mean for the decision: stay or go? Design/methodology/approach – A literature review of factors determining organisations' accommodation choices was conducted. Interviews were held with large-scale office organisations and creative organisations, discussing relocation drivers. Henceforth, a survey was held among creative organisations, collecting data about property characteristics important for their preferences. Finally, office user preferences were compared with characteristics of structurally vacant buildings. Findings – Traditional push factors like car accessibility, extension need, and location and building image remain important. Nowadays sustainability issues like reducing energy consumption and better public transportation accessibility are highly prioritised pull factors as well. Regarding the creative industries, bike- and public transportation accessibility, multi-tenancy, and ICT and meeting facilities are most important. Practical implications – Knowing office users' preferences is important to attract and retain stable tenants. If office space supply is highly aligned to end-users' demands and easily adaptable to changing needs, probably more organisations will decide to stay instead of go, leaving behind empty offices. Originality/value – This study combines data about push and pull factors with relocation decision-making, innovatively focussing on the creative industries. The data can be used to explore opportunities and risks of adaptive re-use of the existing building stock.
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Lang, Luciana. "“Sometimes you don’t know how to move” cultural savviness and learning the ropes of bureaucracy." Journal of Organizational Ethnography 8, no. 2 (July 8, 2019): 196–210. http://dx.doi.org/10.1108/joe-01-2018-0005.
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Purpose Recent works by organisational anthropologists have identified bureaucracy as a major challenge for unskilled workers in the global economy. Daily encounters with bureaucratic processes only enhance general feelings of inadequacy, frustration and insecurity experienced by social groups who have to rely on precarious work. However, a focus on people’s homespun strategies and on the role of the non-profit sector in helping them to navigate bureaucracy is still incipient. The paper aims to discuss these issues. Design/methodology/approach The research, ethnographic in its approach, unveils some of these challenges by drawing on 29 interviews with migrant workers in a third sector organisation in Manchester, UK. It explores migrants’ work experiences and aspirations, and the strategies used to navigate the bureaucracy embedded in the organisation of their lives. Informed by the different roles the researcher performed at the centre and by the inter-disciplinary nature of the projects, the methodology includes interviews, participative observation, analysis of life story narratives and drawings, and participation in community workshops. Findings While acknowledging that bureaucracy can keep people in liminal spaces and enhance their sense of insecurity, this paper reveals how personal aspirations and the ability to make connections across different social networks provide the much needed drive that enables migrants to acquire language skills, a tool that helps them to learn the ropes of bureaucratic processes, become culturally savvy, and leave the stage of quasi-citizenship. Originality/value Responses highlight the significance of recent welfare reforms and reveal adaptive mechanisms to deal with resulting uncertainties, which include the use of a variety of social networks, learning hew digital and language skills, and seeking specialized knowledge found in organisations in the third sector. The study also questions the taken-for-granted rationality of bureaucracy, unveiling its messy and ambiguous logic.
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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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Mthuli, Sthandiwe, Shamim Bodhanya, and Nafiisa Sobratee. "How should strategy prevail if organisations are seen as having the properties of complex adaptive systems?" Journal of Business & Retail Management Research 11, no. 4 (July 22, 2017): 140–49. http://dx.doi.org/10.24052/jbrmr/v11is04/hsspioasahtpocas.
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Iyengar, Sweatha, Aaron Katz, and Jo Durham. "Role of institutional entrepreneurship in building adaptive capacity in community-based healthcare organisations: realist review protocol." BMJ Open 6, no. 3 (March 2016): e010915. http://dx.doi.org/10.1136/bmjopen-2015-010915.
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Pelling, Mark, Chris High, John Dearing, and Denis Smith. "Shadow Spaces for Social Learning: A Relational Understanding of Adaptive Capacity to Climate Change within Organisations." Environment and Planning A: Economy and Space 40, no. 4 (January 2008): 867–84. http://dx.doi.org/10.1068/a39148.
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Goggin, C. Louise, and Rebecca Cunningham. "Social Connection and Knowledge Brokerage in a State Government Research Network in Australia." Electronic Journal of Knowledge Management 19, no. 1 (May 20, 2021): pp54–75. http://dx.doi.org/10.34190/ejkm.19.1.2222.
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The social dimensions of knowledge management are often overlooked when attempting to develop innovative approaches to preserve and balance the multiple values of protected natural landscapes. This oversight can hinder the incorporation of knowledge from research and experience, particularly tacit knowledge held by experts and experienced individuals. Building social connection between leaders, researchers and experienced staff within an organisation can address this challenge because it fosters knowledge incorporation and dissemination. However, this can be a slower, more costly and more challenging method of incorporating diverse knowledges. Organisations, particularly government organisations, need to demonstrate the value of building social connection and cohesion. Our work was designed to evaluate social connection and the development of deliberative knowledge networks. We tracked social connection during the formation of a research network within a state government organisation in Australia. The aim of the network was to improve the adoption of research knowledge into management of the alpine region in the state of New South Wales, Australia. Social Network Analysis (SNA) was used to evaluate the effectiveness of forming a research network, given it was a costly, time-consuming and challenging method for the organisation. SNA was used to visualise social connections and measure changes during the planning phase of the research network over 12 months, when scope of the alpine research program was being identified and priorities determined. The analysis revealed individuals in the network grew social connections over time (total ties, average degree and density increased) which is likely to lead to better knowledge sharing. The SNA also identified individuals with knowledge brokerage roles (betweenness scores) and those with the greatest reach and potential influence in the network (key players) who were targeted for future roles in the network. The majority of alpine information was sought from and shared with staff within the network, particularly those in two Groups/ Divisions, which may limit the innovation by the network. The results provided insight to the government research network that is invaluable in its transition from the planning phase to implementation of research priorities and adaptive management. Our approach provides evidence for the value of building social connections and knowledge brokerage to improve environmental outcomes.
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Ajulo, Oluwadunsin, Ishmael Adams, Ali Asgary, Patrick Tang, and Jason Von-Meding. "Modelling the Roles of Community-Based Organisations in Post-Disaster Transformative Adaptation." GeoHazards 3, no. 2 (April 11, 2022): 178–98. http://dx.doi.org/10.3390/geohazards3020010.
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Disasters result where hazards and vulnerabilities intersect. The concept of vulnerability itself is mainly a social construct and the extent to which this can be overcome while transforming disaster-prone systems has often been emphasised in the critical hazard literature. However, the extent to which community-based organisations contribute to post-disaster transformation at the community level remains unexamined. This paper is aimed at examining the extent of the role of community-based organisations (CBOs) in the transformative adaptation of post-earthquake Lyttelton. Quantitative data was obtained from community members using a questionnaire survey of 107 respondents, supporting interviews, and secondary data to explain the phenomenon in this study. System dynamics and agent-based modelling tools were applied to analyse the data. The results show that while CBOs played a major role in Lyttelton’s transformation by fostering collaboration, innovation, and awareness, the extent of their impact was determined by differences in their adaptive capacities. The transformation was influenced by the impacts of community initiatives that were immediate, during, and a long time after the disaster recovery activities in the community. Our research extends the discourse on the role of community-based organisations in disaster recovery by highlighting the extent of CBOs’ impacts in community post-disaster transformation.