Journal articles on the topic 'Intraorganizational Network'
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Kim, Rose Ji Youn, H. Kevin Steensma, and Ralph A. Heidl. "Absorptive capacity and intraorganizational inventor network structures." Academy of Management Proceedings 2018, no. 1 (August 2018): 13612. http://dx.doi.org/10.5465/ambpp.2018.13612abstract.
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Srivastava, Sameer B. "Intraorganizational Network Dynamics in Times of Ambiguity." Organization Science 26, no. 5 (October 2015): 1365–80. http://dx.doi.org/10.1287/orsc.2015.0999.
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Wang, Wei, Xiaoming Sun, Antonio Capaldo, and Wentian Cui. "Network Structure, Actor Attributes, and Intraorganizational Knowledge Sharing." Academy of Management Proceedings 2020, no. 1 (August 2020): 14916. http://dx.doi.org/10.5465/ambpp.2020.14916abstract.
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Goossen, Martin C. "The Interplay between Intraorganizational Network Fragmentation and Knowledge Diversity." Academy of Management Proceedings 2013, no. 1 (January 2013): 17265. http://dx.doi.org/10.5465/ambpp.2013.17265abstract.
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Sorensen, John H., Dennis S. Mileti, and Emily Copenhaver. "Inter and Intraorganizational Cohesion in Emergencies." International Journal of Mass Emergencies & Disasters 3, no. 3 (November 1985): 27–52. http://dx.doi.org/10.1177/028072708500300303.
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The purpose of this paper is to pose and test a means to facilitate the comparative examination of interorganizational relations and behavior in emergency planning and response. Additionally we sought to define and ope rationalize the concept of inter and intraorganizational cohesion in emergencies,. The paper, following a review of literature on organizational behavior in disasters, describes an effort to define, and develop measures for twenty indicators of inter- and intraorganizational cohesion. Data on these indicators are collected for organizations in an emergency response network at a nuclear power plant. This is done for relationships in both pre-emergency planning and for an exercise of an emergency plan. Findings regarding cohesion are presented and the implications for refining emergency organizational theory are discussed. Overall it was found that internally organizations are fairly cohesive but that cohesiveness diminishes between organizations. Communications and lack of interaction clarity appear to be the chief reasons for decreases in cohesion. In order to understand why this occurs, it is necessary to investigate the antecedants of organizational behavior that lead to cohesion breakdowns.
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Üstüner, Tuba, and Dawn Iacobucci. "Does Intraorganizational Network Embeddedness Improve Salespeople’s Effectiveness? A Task Contingency Perspective." Journal of Personal Selling & Sales Management 32, no. 2 (March 2012): 187–205. http://dx.doi.org/10.2753/pss0885-3134320202.
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Wattal, Sunil, Pradeep Racherla, and Munir Mandviwalla. "Network Externalities and Technology Use: A Quantitative Analysis of Intraorganizational Blogs." Journal of Management Information Systems 27, no. 1 (July 2010): 145–74. http://dx.doi.org/10.2753/mis0742-1222270107.
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Gao, Dehua, Flaminio Squazzoni, and Xiuquan Deng. "The Intertwining Impact of Intraorganizational and Routine Networks on Routine Replication Dynamics: An Agent-Based Model." Complexity 2018 (November 11, 2018): 1–23. http://dx.doi.org/10.1155/2018/8496235.
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Organizational routines are means through which organizations can reutilize best practices and so their replication, i.e., duplicating beneficial routines across context, is a key value-creating strategy. However, it is difficult to map network effects on routine replication. Here, we investigated routine replicating dynamics considering two types of network contexts, namely, (1) connections between different (geographically distributed) units in a decentralized organization and (2) the coupling relation between routines, i.e., a bundle of different routines involved in each unit. By considering routine replication as one kind of template-based activities between different units, we examined interrelations between routines with a NK-based fitness landscape model. Our results show that when there is an appropriate level of absorptive capacities (i.e., when organizations are capable of identifying and acquiring externally generated knowledge), there is an optimal combination of these two types of networks, which is beneficial to routine replicating practices and organization adaptation. Furthermore, we also found that intraorganizational variations, including template-duplicating errors and innovative activities, are instrumental to enhance adaptive changes. Our findings suggest measures to control and manage best practice diffusion across organizations.
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Śliwa, Piotr. "Event Forecasting in Organizational Networks: A Discrete Dynamical System Approach." Discrete Dynamics in Nature and Society 2022 (March 15, 2022): 1–12. http://dx.doi.org/10.1155/2022/3079936.
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Both inter- and intraorganizational networks draw the attention of researchers and practitioners from various disciplines who view them as the fabric of the socioeconomic world. The network perspective is believed to successfully model most of the socioeconomic phenomena, which, in combination with the prospects of continuously advancing tools for automated data mining and machine learning, gives a tempting promise to effectively forecast socioeconomic events occurring in our societies and businesses. Despite their significance, the topic of event forecasting in the context of organizational networks appears unexplored. Therefore, the objective of this study was (1) to fill the theoretical gap by proposing a mathematical model for organizational network event forecasting, rooted in the social science to remain consistent with the theory, and (2) to experimentally evaluate how the model performs on real data and validate if the results support its use in practical applications. An implementation of the proposed model, based on a decision tree classifier, achieved a prediction accuracy of 87% on a longitudinal data sample and thus demonstrated the practical usability of the model.
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Tsai, W. "KNOWLEDGE TRANSFER IN INTRAORGANIZATIONAL NETWORKS: EFFECTS OF NETWORK POSITION AND ABSORPTIVE CAPACITY ON BUSINESS UNIT INNOVATION AND PERFORMANCE." Academy of Management Journal 44, no. 5 (October 1, 2001): 996–1004. http://dx.doi.org/10.2307/3069443.
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Tsai, Wenpin. "Knowledge Transfer in Intraorganizational Networks: Effects of Network Position and Absorptive Capacity on Business Unit Innovation and Performance." Academy of Management Journal 44, no. 5 (October 2001): 996–1004. http://dx.doi.org/10.5465/3069443.
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Lower-Hoppe, Leeann M., Kyle B. Heuett, Tarkington J. Newman, and Shea M. Brgoch. "Communication and Team Performance: A Case Study of Division I Football Captains." International Journal of Sport Communication 13, no. 1 (March 1, 2020): 77–96. http://dx.doi.org/10.1123/ijsc.2019-0112.
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Performance excellence is a core value in athletic teams. A team’s intraorganizational network has been considered an important determinant of team performance. However, the role of sport-team captains is often overlooked in lieu of the coaching staff. The purpose of this case study was to explore the relationship between team captains’ intrateam ego network and team-performance indicators. The researchers video recorded the intrateam communication of 4 college football-team captains over the course of 9 practices and collected secondary data pertaining to team performance. Analysis of the coded interactions revealed significant positive relationships between captains’ ego network and the previous week’s team performance, with a nonsignificant correlation with the subsequent week’s team performance. Analysis exploring the relationships between captains’ ego network and other team-performance indicators provides some support for the impact of intrateam communication on team performance. Implications for coaches and future directions for research are presented.
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Maoret, Massimo, Marco Tortoriello, and Daniela Iubatti. "Big Fish, Big Pond? The Joint Effect of Formal and Informal Core/Periphery Positions on the Generation of Incremental Innovations." Organization Science 31, no. 6 (November 2020): 1538–59. http://dx.doi.org/10.1287/orsc.2020.1365.
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In this paper, we apply a core/periphery framework to an intraorganizational context to study the interplay between formal and informal core/periphery structures. Specifically, we consider how core positions occupied by inventors in the corporate research and development division of a large multinational high-tech company affect their ability to generate incremental innovations. We theorize and empirically observe that formal and informal core positions have positive and independent effects on the generation of incremental innovations. These effects have a multiplicative impact on innovative productivity when inventors who are core in the informal knowledge-sharing network are also affiliated with a core organizational unit. We also observe, however, that the positive effect of being located at the core of both the informal and formal structures is negatively moderated by individuals’ distribution of knowledge ties when these reach outside the core of their informal knowledge-sharing network.
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Madhusudan, Therani. "An Intelligent Mediator-Based Framework for Enterprise Application Integration." Journal of Computing and Information Science in Engineering 4, no. 4 (December 1, 2004): 294–304. http://dx.doi.org/10.1115/1.1818686.
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Enterprise Application Integration (EAI) is a major problem confronting manufacturing organizations that have deployed large-scale enterprise information systems and aim to coordinate inter- and intraorganizational product development, supply-chain, and customer management activities. Successful EAI is a key enabling step toward implementation of viable Product Life-cycle Management (PLM) strategies. Extant EAI technologies, such as distributed object and messaging technologies for communication and ontology-based database schema integration, are tedious to develop and maintain in an organization. Though workflow management systems have enabled process coordination of both manual and system-oriented tasks in organizations, coping with the lack of adaptability and inter-operability in workflow systems is a manual and resource intensive effort. Recent advances in (i) standardized, modular, and distributed software delivery frameworks, such as web services; (ii) standard semantic markup languages for developing domain ontologies; and (iii) intelligent process coordination frameworks promise the development of flexible, responsive, integrated, and organic process management architectures. In this paper, we present an intelligent mediator-based architecture for enabling EAI. Intraorganizational information sources and services are made available via a web-services framework. An Integrated Service Planning and Execution (ISP&E) framework interleaves service composition and execution at the mediator to fulfill service requests. Processes that interleave information gathering and transactional tasks are generated using domain-independent Hierarchical Task Network (HTN) AI planning and a domain-specific ontology and then executed in a scalable and reliable manner. Benefits and limitations of mediator-based frameworks for EAI and topics for further research are discussed based on a prototype development experience.
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Bourouni, Atieh, Siamak Noori, and Mostafa Jafari. "Organizational groupings and performance in project-based organizations." Aslib Journal of Information Management 66, no. 2 (March 10, 2014): 156–74. http://dx.doi.org/10.1108/ajim-05-2013-0049.
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Purpose – This study aims to empirically evaluate the impact of interorganizational groupings on corporate performance in project-based organizations. Design/methodology/approach – The study develops and tests a theoretical model whereby groupings include project team, community of practice (CoP), community of interest (CoI), and knowledge network (KN). Organizational performance is supported on financial, process, internal, and cultural aspects. Based on a questionnaire, data was obtained from a sample of 142 companies in North America. The measurement model was tested and confirmed by using structural equation modeling (SEM). Findings – The results confirm the positive effects of knowledge networks and communities of interest. However, the impact of project teams turned out to be negative, and communities of practice were not shown to affect corporate performance. Additionally, the results underscore the importance of organizational networks in creating conditions favorable to a firm's success. Practical implications – It was verified that knowledge networks and communities of interest affect the measures of organizational performance, including financial, process, internal, and cultural performance. This is useful for researchers and executives looking for appropriate outcomes through the implementation of knowledge management initiatives. Furthermore, this study provides a starting point for further research on the role of inter- and intraorganizational networks in project-based organizations. Originality/value – This study claims that a key to performance for project-based organizations is development and management of organizational networks in the form of knowledge networks and communities of interest.
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Westbrock, Bastian, Katrin Muehlfeld, and Utz Weitzel. "Selecting Legal Advisors in M&As: Organizational Learning and the Role of Multiplicity of Mental Models." Journal of Management 45, no. 5 (January 25, 2018): 2193–224. http://dx.doi.org/10.1177/0149206317753292.
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Management scholars have identified a variety of firm characteristics as antecedents to organizational learning. In this study, we conceptualize intraorganizational multiplicity of mental models as a complementary element that facilitates shifting from lower- to higher-level learning. Specifically, we investigate whether multiplicity of mental models—proxied by four measures—helps acquirers to categorically adapt selection rules for legal advisors in mergers and acquisitions (M&As) from domestic toward international settings. In developing our conceptual framework, we integrate resource-based, social network, and organizational learning perspectives. Empirically, we draw on 11,511 acquisition attempts announced from 1998 to 2010 (completion/abandonment assessed as of January 10, 2015, at the latest). The results largely support our theory: First, choosing legal advisors in domestic and international deals calls for different selection rules. While in domestic deals, network-related characteristics are more important drivers of lawyers’ performance relative to their country-specific expertise, the comparative relevance of these attributes is reversed in cross-border deals. Yet, initially, acquirers fail to recognize this. Also, they do not initially adjust their selection criteria appropriately in response to accumulating M&A experience of their own. Only after having attempted a substantial number of cross-border M&As, they reach a turning point at which they rebalance their selection criteria such that they reflect the predominant relevance of country expertise in cross-border settings. Finally, recognition of the need to categorically reassess selection criteria in international deals is significantly facilitated by an acquirer’s multiplicity of mental models.
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Rank, Olaf N., Garry L. Robins, and Philippa E. Pattison. "Structural Logic of Intraorganizational Networks." Organization Science 21, no. 3 (June 2010): 745–64. http://dx.doi.org/10.1287/orsc.1090.0450.
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Casciaro, Tiziana, and Miguel Sousa Lobo. "Affective Primacy in Intraorganizational Task Networks." Organization Science 26, no. 2 (April 2015): 373–89. http://dx.doi.org/10.1287/orsc.2014.0939.
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Goossen, Martin C. ""Interorganizational Collaboration, Intraorganizational Networks, and Firm Innovation"." Academy of Management Proceedings 2015, no. 1 (January 2015): 10595. http://dx.doi.org/10.5465/ambpp.2015.43.
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Fernandez, Roberto M. "Structural Bases of Leadership in Intraorganizational Networks." Social Psychology Quarterly 54, no. 1 (March 1991): 36. http://dx.doi.org/10.2307/2786787.
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Lee, Seungyoon, and Cheolhan Lee. "Creative Interaction and Multiplexity in Intraorganizational Networks." Management Communication Quarterly 29, no. 1 (October 6, 2014): 56–83. http://dx.doi.org/10.1177/0893318914553120.
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Aalbers, Rick, and Wilfred Dolfsma. "Innovation despite reorganization." Journal of Business Strategy 35, no. 3 (May 13, 2014): 18–25. http://dx.doi.org/10.1108/jbs-06-2013-0046.
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Purpose – The purpose of this paper is to illustrate how to nourish innovation during the course of a downsizing event. Drawing from an array of intra-organizational network studies, we show how management can use its understanding of the existing formal and informal networks to rewire connections between employees. Downsizing always leaves scars. Yet tough choices need to be made in tough times. In such times, innovation efforts are easiest to cut since their returns are uncertain and will only arrive in the future. Innovation is known to suffer. Cutting on innovation however may simply postpone the inevitable by poorly equipping a firm for future survival let alone competitive positioning. Design/methodology/approach – The insights presented in this article are based on research and consulting work over the past years with a number of leading companies in industries varying from financial and information technology services, to engineering, trading and professional service firms (a.o. Atos Origin, Equens, Siemens, Deloitte, ING, Academia, DSM, Friesland Campina, Shell, Philips). This work centered on understanding how to orchestrate downsizing without hampering the interpersonal network of relations that constitutes the innovative DNA of the firm. To examine this process, we used organization network analysis techniques to visualize the networks that facilitate the transfer of innovative knowledge at a variety of organizations. Through a series of interviews in combination with analysis of the innovation networks pre- and post-downsizing, deeper understanding of the characteristics of the guardians of innovation was gained. Personal innovation activity and value of inputs were measured and these were correlated with the network position prior and post-downsizing. Findings – Orchestration of downsizing is a delicate and crucial task for management. There is a natural tendency, when deciding who to retain, to mostly look at the knowledge and capabilities that an individual holds. Without connections to others in the firm, however, even if the knowledge someone holds is relevant, it will not be developed further. In this paper, it is argued that a crucial ingredient of downsizing is for management to use its understanding of the existing formal and informal networks so it can rewire connections between employees keeping our findings in mind. Research limitations/implications – Downsizing requires managerial agility. While typically of strategic nature, the consequences of downsizing may have considerable negative operational consequences, disrupting organizational routines, when management does not tread carefully. When deciding on who to retain and who to let go, value attributed to individual knowledge and capabilities commonly play a leading role in guiding these managerial decisions. The true value of these knowledge and capabilities however, will not flourish without a supportive social infrastructure to leverage them within the organization. Without connections to others in the firm even the brightest idea will not be developed further. Successfully managing a downsizing even requires management to use insight in the existing formal and informal networks present within the organization to actively rewire connections between employees bearing our findings in mind. Without attention to properly retaining some wires and rewiring other social contacts, and particularly the ones that nourish innovation, downsizing becomes self-defeating. Practical implications – Managers need to take an end-to-end view of their innovation efforts, spotting firm-specific strengths and weaknesses and tailoring innovation efforts in a way that is appropriate to their firm. In times of downsizing, innovation efforts are easiest to cut, as their returns are uncertain and will only arrive in the future. Innovation is known to suffer. At the same time, however, cutting on innovation may simply postpone the inevitable by poorly equipping a firm for future survival, let alone competitive positioning. In this contribution, what innovation efforts should be cut and which should be maintained have been pointed out, and how innovation efforts can be maintained at lower cost has been shown. Social implications – Selecting among innovation efforts is important in good times, but it becomes a life-saving exercise in times of crisis. Not only profitability but also job security and long-term employability are at stake. In these times, investing in the development of new knowledge that may only be relevant in a distant future is no longer an option. What managers need to realize is, however, that innovation thrives on employees closely cooperating in fine-grained social interactions. With this consideration in mind, a firm can make better choices to continue to nourish innovation despite downsizing. Originality/value – Although the explicit desire to investigate network evolution is not a recent one (Burt, 2000; McPherson et al., 2001), it only recently has found its way toward the field of organizational network studies (Van de Bunt et al., 2005). We follow up earlier research by Shah (2000), as we shed light on the network effects of downsizing, which surprisingly has remained particularly rare in this line of research to date. These findings might prove useful to start up much needed studies on tie formation strategies (Hallen and Eisenhardt, 2011) which, at the intraorganizational level, have not been carried out to date.
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Reeb, Samuel. "A Maturity Model for Intraorganizational Online Collaboration." International Journal of e-Collaboration 19, no. 1 (January 6, 2023): 1–21. http://dx.doi.org/10.4018/ijec.315778.
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The capability to collaborate successfully within and between organizational units using online media supports organizations in addressing the increasing complexity of work tasks of knowledge workers. However, organizations are struggling to develop and sustain their intraorganizational online collaboration (IOC) capabilities organization-wide. Hence, holistic approaches to effectively manage this capability are needed. This paper addresses this problem by introducing a maturity model for intraorganizational online collaboration. The model builds on related maturity models and research of the domain. In a four-round ranking-type Delphi study, essential capability areas for IOC were identified and refined, and a general maturation path was developed. Compared to related maturity models, the presented maturity model addresses the specific domain focus of online collaboration within an organization from an organization-wide perspective. The model provides a framework for design elements for intraorganizational online collaboration and a highly reliable general maturation path.
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Tidd, Joe. "Development of Novel Products Through Intraorganizational and Interorganizational Networks." Journal of Product Innovation Management 12, no. 4 (October 2, 2003): 307–22. http://dx.doi.org/10.1111/1540-5885.1240307.
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Bonfim, Leandro Rodrigo Canto, Andréa Paula Segatto, and Adriana Roseli Wünsch Takahashi. "Social capital dimensions, innovation, and technology in Europe: a case-studies meta-synthesis." International Journal of Innovation 6, no. 3 (August 31, 2018): 232–55. http://dx.doi.org/10.5585/iji.v6i3.306.
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This article aims to improve the understanding on how structural, relational, and cognitive dimensions of social capital influence innovation outcomes on interorganizational and intraorganizational networks. A meta-synthesis research design with eight selected qualitative case studies located in a European context were conducted. The patterns of causal relationships among the variables presented in the case studies were identified. The antecedents of social capital dimensions, the influence of the dimensions on reducing barrier or impediments for innovation and on the enhancement of enablers or facilitators of innovation outcomes, and the direct effects of social capital dimensions on innovation compose the resulting framework. Furthermore, differences between the influence of social capital dimensions on innovation and technology in interorganizational and intraorganizational setting in European companies were found. The meta-synthesis this research relies on another researcher’s insights and interpretation of data, being susceptible to their bias. Adopting qualitative case studies insights for getting to an analytical generalization reduces the deepness, richness, and contextual dependence of original authors’ findings. The findings could help organizations developing optimal conditions for the improvement of the likelihood of gathering innovation and technology and development outcomes from both interorganizational and intraorganizational networks. This article contributes for both innovation and technology development and social capital literature by proposing an integrated framework comprised of social capital antecedents and the role of social dimensions on reducing barriers or impediments, enhancing enablers or facilitators, and affecting innovation outcomes directly.
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Paruchuri, Srikanth. "Intraorganizational Networks, Interorganizational Networks, and the Impact of Central Inventors: A Longitudinal Study of Pharmaceutical Firms." Organization Science 21, no. 1 (February 2010): 63–80. http://dx.doi.org/10.1287/orsc.1080.0414.
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Liu, Chih-Hsing. "The processes of social capital and employee creativity: empirical evidence from intraorganizational networks." International Journal of Human Resource Management 24, no. 20 (November 2013): 3886–902. http://dx.doi.org/10.1080/09585192.2013.781519.
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Brennecke, Julia. "Dissonant Ties in Intraorganizational Networks: Why Individuals Seek Problem-Solving Assistance from Difficult Colleagues." Academy of Management Journal 63, no. 3 (June 2020): 743–78. http://dx.doi.org/10.5465/amj.2017.0399.
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Carnabuci, Gianluca, and Elisa Operti. "Where do firms' recombinant capabilities come from? Intraorganizational networks, knowledge, and firms' ability to innovate through technological recombination." Strategic Management Journal 34, no. 13 (April 26, 2013): 1591–613. http://dx.doi.org/10.1002/smj.2084.
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Trau, Raymond N. C. "The Impact of Discriminatory Climate Perceptions on the Composition of Intraorganizational Developmental Networks, Psychosocial Support, and Job and Career Attitudes of Employees with an Invisible Stigma." Human Resource Management 54, no. 2 (October 6, 2014): 345–66. http://dx.doi.org/10.1002/hrm.21630.
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Young-Hyman, Trevor, and Adam M. Kleinbaum. "Meso-Foundations of Interorganizational Relationships: How Team Power Structures Shape Partner Novelty." Organization Science 31, no. 6 (November 2020): 1385–407. http://dx.doi.org/10.1287/orsc.2020.1356.
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Novel external partnerships are valuable but risky, and scholars have examined the organization- and individual-level determinants of firms’ decisions to pursue these new relationships. Yet, in organizations performing complex and knowledge-intensive work, decisions about interorganizational relationships are often made within teams. We characterize these decisions as a two-stage process in which a team member proposes a partner and other team members respond, supporting or challenging the proposal. As novel partnerships are risky, and power is a key determinant of risk-taking propensity, we argue that the power of team members—both those who initiate proposals and those who respond—will shape the likelihood that the team will pursue a novel external partnership. Using personnel data from project teams in an automated equipment design and build firm, we find that the effect of power on the likelihood of novel partner adoption depends on both the type of power and the role of the person in the decision process. Novel partner selection is more likely when those initiating proposals hold formal structural power but less likely when initiators hold informal power. Both the formal and informal power of the initiator’s teammates attenuate the effect of initiator power, such that the more power one’s teammates have, the less one’s own power will affect the likelihood of novel external partner selection. Finally, we provide evidence that these effects on likelihood of novel partner adoption are as materially consequential for project outcomes as other strategic choices available to project teams. These findings have implications for the intraorganizational determinants of interorganizational networks.
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Luhn, André. "The Learning Organization." Creative and Knowledge Society 6, no. 1 (January 1, 2016): 1–13. http://dx.doi.org/10.1515/cks-2016-0005.
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AbstractWhy do organizations need to learn? This question will be discussed in this article, as well as the definition and characteristics of learning organizations. The reader will get a comprehensive description of a learning organization based on Peter M. Senge “The fifth discipline” to understand how a learning organization differs from traditional organizations. The final chapter will get an outlook that future learning processes within networks will have a stronger role, since it allows a better understanding between intraorganizational and interorganizational learning processes. Purpose of the article: This article will lead you within the topic of learning organizations. It will set a first input to different approaches how a learning organization can be defined and get established.Through this the reader will get an impression that a common vision is very important for these approches. So this article will set a first trigger for the interested reader for learning organisazations. Methodology/methods: Literature study for creation of new knowledge due to scientific work.Scientific aim: The reader will get a comprehensive description of a learning organization based on Peter M. Senge “The fifth discipline” to understand how a learning organization differs from traditional organizations due to literatur study. The article will show that there is still a lot of research potential to create a role model concept for the implementation of a learning organizsation. Findings: Due to the inconsistent research results further multifaceted approaches remain to gather further research results. As more people will be employed in organizations, communication will become a more important component within a learning organization. Furher more a common vision is very important to establish a learning organization. Conclusions (limits, implications etc): Core issue lies in questioning how learning processes of individuals and within organizations are working. The various concepts for “learning organization” describing organizational learning, to constantly expand the learning ability of organizations and, consequently, the skills to solve problems from individuals and organizations itself. Here the integrative approaches e.g. the fifth discipline try to close the research gap and clarify the phenomenon of organizational learning. (cf. Liebsch 2011:124). Due to the inconsistent research results further multifaceted approaches remain to gather further research results. As more people will be employed in organizations, communication will become a more important component within a learning organization. (cf. Unger 2002: 38). Different approaches showed the importance of communication within learning organizations as a fundamental component of those. Following the results of these concepts, it is important to promote collective learning processes so that organizational learning can occur. (cf. Unger 2002: 39). In future learning within networks will get a more and more important role, as it allows to forster the understanding between intraorganisational and interorganizational learning processes. (cf. Liebsch 2011: 124).
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Pismennaya, A. B., and G. V. Vlasyuk. "INTERRELATION OF COMPETITIVENESS, ORGANIZATIONAL STRUCTURE AND HUMAN RESOURCES." World of Transport and Transportation 14, no. 5 (October 28, 2016): 238–48. http://dx.doi.org/10.30932/1992-3252-2016-14-5-24.
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For the English abstract and full text of the article please see the attached PDF-File (English version follows Russian version).The study was carried out with the financial support of the Russian Research Foundation, project No. 14-02-00095. ABSTRACT The authors examine the mutual influence and interdependence of the human factor, the structure and competitiveness of the organization, the differences in the effectiveness of its individual elements, the features of such characteristics as the competencies of individual agents that make up the organization. The problems of occurrence of problem zones in the organization structure and ways of their elimination are analyzed. On the basis of the revealed regularities, the possibilities of managing the efficiency of organizations, including the example of the transport sector, are considered. 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Xu, Jinying, and Weisheng Lu. "How Does Hierarchy Steepness Affect Coordination in Project-Based Organizations? A Social Network Analysis." Project Management Journal, February 8, 2023, 875697282211508. http://dx.doi.org/10.1177/87569728221150897.
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This study aims to reveal the impacts of hierarchy steepness on intraorganizational coordination in project-based organizations (PBOs) at both organizational and individual levels. We discovered that hierarchy steepness has a positive correlation with organizational coordination intensity but a negative correlation with an individual’s coordination power. A steeper hierarchy is beneficial for intraorganizational coordination so, averagely, an individual’s coordination power weakens in well-coordinated organizations. The findings refuted previous arguments that took hierarchy as an obstacle to coordination and proved the functionality of a steeper hierarchy. They suggest PBOs steepen the hierarchical structure to improve intraorganizational coordination.
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Xu, Jie, Chongfeng Wang, and Yunzhou Cui. "Multidimensional proximities and interorganizational coinnovation performance: The roles of intraorganizational collaboration network inefficiency." Frontiers in Psychology 14 (February 16, 2023). http://dx.doi.org/10.3389/fpsyg.2023.1121908.
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In a gradually more interlinked world, the formation of collaborations with partners is increasingly regarded as an important driver for generating innovation. Although multidimensional proximities are important factors influencing interorganizational coinnovation performance, relevant empirical studies have not reached consistent conclusions. By focusing on organizational dyad and including intraorganizational collaboration network inefficiency as a moderating variable, we explore the effects of multidimensional proximities on interorganizational coinnovation performance. By reference to 5G patent data collected in China between 2011 and 2020, the research results based on the quadratic assignment procedure (QAP) model show that geographical proximity, cognitive proximity, and institutional proximity all improve interorganizational coinnovation performance. In addition, the inefficiency of intraorganizational collaboration networks decreases the positive effect of geographical proximity but increases the positive effects of cognitive and institutional proximity in this context. These findings have both theoretical and practical implications for organizational partner selection.
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Ustuner, Tuba, and Dawn Iacobucci. "Does Intraorganizational Network Embeddedness Improve Salespeople's Effectiveness? A Task Contingency Perspective." SSRN Electronic Journal, 2012. http://dx.doi.org/10.2139/ssrn.2691649.
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Amati, Viviana, Alessandro Lomi, Daniele Mascia, and Francesca Pallotti. "The Co-evolution of Organizational and Network Structure: The Role of Multilevel Mixing and Closure Mechanisms." Organizational Research Methods, July 30, 2019, 109442811985746. http://dx.doi.org/10.1177/1094428119857469.
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We present a dynamic multilevel framework for analyzing the mutual dependence of change in interorganizational networks and internal organizational structure. Change occurring at the former (interorganizational) level involves decisions to change the portfolio of network ties to external partners. Change occurring in the latter (intraorganizational) level involves decisions to change the portfolio of internal activities. We estimate a recently derived class of stochastic actor-oriented models (SAOMs) that we adopt and adapt to specify how decisions to change internal portfolios of activities and external portfolios of partners are connected by theoretically derived multilevel mechanisms that link organizational and network structures. We show that statistical models for multilevel networks reproduce with high fidelity the structural regularities observed in the distribution of (a) activities within organizations, (b) network ties between organizations, and (c) knowledge available in the organizational field. We discuss the implications of the study for theory development, and for empirical research on interorganizational and other kinds of multilevel networks.
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van Zoonen, Ward, and Anu Sivunen. "Knowledge Brokering in an Era of Communication Visibility." International Journal of Business Communication, July 1, 2020, 232948842093734. http://dx.doi.org/10.1177/2329488420937348.
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This study presents an analysis of the extent to which enterprise social media (ESM) use enhances visibility of content (message transparency) and connections (network translucence) in organizations, and how this affects knowledge brokering. The findings support the theory of communication visibility by demonstrating that ESM use is associated with perceptions of message transparency and network translucence. Furthermore, the findings suggest that employees, regardless of their position within a network, are provided with a vision advantage and thus have the ability to engage in knowledge brokering. Future work needs to examine the impact of network characteristics on these effects. This article contributes to our understanding of knowledge brokering in contemporary networked and mediated workplaces. Specifically, this article offers an analysis of the theory of communication visibility and demonstrates the mediating role of communication visibility in the relationship between ESM use and intraorganizational knowledge brokering activities.
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Dahms, Sven, Ambika Zutshi, and Sandeep Puri. "Service sector subsidiary performance in emerging markets: is it who or what you know?" International Journal of Emerging Markets, February 9, 2022. http://dx.doi.org/10.1108/ijoem-04-2021-0540.
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Purpose This research investigates performance determinants of service sector foreign-owned subsidiaries located in an emerging market. The focus is on the two dimensions of organizational networks (Who do you know?) and competencies (What do you know?). Design/methodology/approach Data were collected via a large-scale survey of managing directors located in the midrange emerging economy of Taiwan. The data are analyzed using partial least squares structured equation modeling (PLS-SEM) and fuzzy set qualitative comparative analysis (fsQCA) techniques. Findings The results show the importance of intraorganizational network strength as a key determinant of subsidiary performance, and that combinations of interorganizational network strength and competencies can determine performance in several subsidiaries. Originality/value This article offers new insights by testing a theoretical framework based on network perspective and the competence-based view of the firm in an emerging market context. It also offers an additional twist by employing symmetric (PLS-SEM) and nonsymmetric (fsQCA) methods to test the framework. This allows to arrive at robust conclusions about the complementarity and substitutability of the applied theories. This research also contributes to the current literature by providing fine-grained insights into the nature and impact of competencies and networks. It is also one of the few studies to focus specifically on service sector subsidiaries.
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Jastram, Sarah Margaretha, Alkis Henri Otto, and Tatjana Minulla. "Diverse Organizational Adoption of Institutions in the Field of Corporate Social Responsibility." Journal of Business Ethics, April 15, 2022. http://dx.doi.org/10.1007/s10551-022-05085-2.
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Abstract In the current literature, institutional adoption of Corporate Social Responsibility (CSR) governance standards is mainly understood in a binary sense (adoption versus no adoption), and existing research has hitherto focused on inducements as well as on barriers of related organizational change. However, little is known about often invisible internal adoption patterns relating to institutional entrepreneurship in the field of CSR. At the same time, additional information about these processes is relevant in order to systematically assess the outcomes of institutional entrepreneurship and to differentiate between substantive versus symbolic implementation. In this paper, we contribute a comparative intraorganizational differentiation of institutional adoption processes in the field of CSR, and we distinguish between broad and narrow organizational institutional adoption across different management functions relating to institutions of a similar type. Our study is based on a quantitative survey among members of the United Nations Global Compact Network Germany, as well as on qualitative interviews. We analyze different institutional adoption patterns and derive ten theoretical predictors of diverse institutional adoption choices and thereby inform the literatures on institutional entrepreneurship, CSR governance, and Multi-Stakeholder Initiatives. Besides our theoretical contributions, our findings serve as a source of information for practitioners engaged in CSR governance as they provide new insights into the managerial perception and assessment of different CSR standards and initiatives.
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BOZ, Mehmet, and Irfan SIMSEK. "Analysis of Education Management Information Systems of the Ministry of National Education in Terms of Interoperability." Journal of Qualitative Research in Education 22, no. 32 (October 17, 2022). http://dx.doi.org/10.14689/enad.32.1702.
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This research, which aims to reveal the current state of the Ministry of National Education (MoNE) information systems in terms of interoperability, was carried out with the basic qualitative research design under the scope of qualitative research. The data that constituted the source of the research were collected from teachers, vice-principals and school principals working in public schools at high school level. Semi-structured interview forms were used as data collection tool. The obtained data were analyzed by content analysis method. As a result of the analysis, the findings were gathered under two themes as intra organizational and interorganizational interoperability. The results of the research showed that the Ministry of National Education has some features in terms of both intraorganizational and inter-organizational interoperability, but it cannot fully use the opportunities arising from the use of the central Education Management Information System (EMIS), and accordingly, there are areas that need to be developed in both dimensions in terms of interoperability. In terms of in-house interoperability, suggestions have been made such as transferring the data in the Education Information Network (EBA) to eschool, moving more student data between education levels, and transferring the data expected from the management levels through information systems by making it pre-defined. In terms of interorganizational interoperability, it is recommended that the MoNE information systems be made interoperable with the Ministry of Health, Higher Education Institution and Social Security Institution.
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Warner, Grace, Emily Kervin, Barb Pesut, Robin Urquhart, Wendy Duggleby, and Taylor Hill. "How do inner and outer settings affect implementation of a community-based innovation for older adults with a serious illness: a qualitative study." BMC Health Services Research 21, no. 1 (January 7, 2021). http://dx.doi.org/10.1186/s12913-020-06031-6.
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Abstract Background Implementing community-based innovations for older adults with serious illness, who are appropriate for a palliative approach to care, requires developing partnerships between health and community. Nav-CARE is an evidence-based innovation wherein trained volunteer navigators advocate, facilitate community connections, coordinate access to resources, and promote active engagement of older adults within their communities. Acknowledging the importance of partnerships between organizations, the aim of our study was to use the Consolidated Framework for Implementation Research (CFIR) to explore organizational (Inner Setting) and community or health system level (Outer Setting) barriers and facilitators to Nav-CARE implementation. Methods Guided by CFIR, qualitative individual and group interviews were conducted to examine the implementation of Nav-CARE in a Canadian community. Participants were individuals who delivered or managed Nav-CARE research, and stakeholders who provided services in the community. The Framework Method was used to analyse the data. Particular attention was paid to the host organization’s external network and community context. Results Implementation was affected by several inter-related CFIR domains, making it difficult to meaningfully separate key findings by only inner and outer settings. Thus, findings were organized into themes informed by CFIR, that cut across other domains and incorporated inductive findings: intraorganizational perceptions of Nav-CARE; public and healthcare professionals’ perceptions of palliative care; interorganizational partnerships and relationships; community and national-level factors that should have facilitated Nav-CARE implementation; and suggested changes to Nav-CARE. Themes demonstrated barriers to implementing Nav-CARE, such as poor organizational readiness for implementation, and public and health provider perceptions palliative care was synonymous with fast-approaching death. Conclusions Implementation science frameworks and theories commonly focus on assessing implementation of innovations within facilities and changing behaviours of individuals within that organizational structure. Implementation frameworks need to be adapted to better assess Outer Setting factors that affect implementation of community-based programs. Although applying the CFIR helped uncover critical elements in the Inner and Outer Settings that affected implementation of Nav-CARE. Our study suggests that the CFIR could expand the Outer Setting to acknowledge and assess organizational structures and beliefs of individuals within organizations external to the host organization who impact successful implementation of community-based innovations.
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Saberzadeh, Vahid, Javad Abdollahinia, Pedram NourizadehTehrani, Hadi Asheghi, and Khatereh Khanjankhani. "The Study of Factors Affecting the Job Performance of Nurses Working in Selected Teaching Hospitals in Tehran." Evidence Based Health Policy, Management and Economics, September 25, 2019. http://dx.doi.org/10.18502/jebhpme.v3i3.1506.
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Background: Undoubtedly, one of the most important objectives of any organization is to provide high quality and desirable goods and services that depends on the performance of human force of the organization. The performance of physicians and nurses is a very important factor in establishing and enhancing the effectiveness of services. Since nurses are the most fundamental medical staff of the hospital, the present study was performed with the aim of investigating the factors affecting the job performance of nurses working in selected teaching hospitals in Tehran in 2018.
Methods: The target group of this study included nurses working in inpatient wards of hospitals, of whom 354 individuals were selected by simple random sampling method. The intraorganizational environment questionnaire (Weisbord), five personality traits (NEO personality inventory), and Paterson’s job performance questionnaire were the three data collection tools. The study was conducted in 2018 and the data were analyzed by SPSS 20 software using descriptive statistics and artificial neural networks.
Results: In the personality traits questionnaire, neuroticism (40.22 ± 6.66) dimension had the highest and responsibility (23.94 ± 4.91) dimension had the lowest mean scores. Also in the inter-organizational environment questionnaire, communication (14.66 ± 4.52) dimension and rewards (21.33 ± 6.54) dimension had the best and worst status, respectively. Comparison of significance coefficients in neural networks showed that dimensions of agreeability (100 %) and marital status (8 %) had the highest and lowest importance in nurses’ job performance.
Conclusion: The results reveal that the dimensions of personality traits and job agreeability dimension have the most effect on the employees’ job performance. Hence, it is possible to improve staff performance by hiring people consistent with their work.
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Gangneux, Justine, and Simon Joss. "Crisis as driver of digital transformation? Scottish local governments’ response to COVID-19." Data & Policy 4 (2022). http://dx.doi.org/10.1017/dap.2022.18.
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Abstract The response to the COVID-19 pandemic has, from the outset, been characterized by a strong focus on real-time data intelligence and the use of data-driven technologies. Against this backdrop, this article investigates the impacts of the pandemic on Scottish local government’s data practices and, in turn, whether the crisis acted as a driver for digital transformation. Mobilizing the literatures on digital government transformation, and on the impacts of crises on public administrations, the article provides insights into the dynamics of digital transformation during a heightened period of acute demands on the public sector. The research evidences an intensification of public sector data use and sharing in Scottish local authorities, with focus on health-related data and the integration of existing datasets to gather local intelligence. The research reveals significant changes related to the technical and social systems of local government organizations. These include the repurposing and adoption of information systems, the acceleration of inter and intraorganizational data sharing processes, as well as changes in ways of working and in attitudes toward data sharing and collaborations. Drawing on these findings, the article highlights the importance of identifying and articulating specific data needs in relation to concrete policy questions in order to render digital transformation relevant and effective. The article also points to the need of addressing the persistent systemic challenges underlying public sector data engagement through, on one hand, sustained investment in data capabilities and infrastructures and, on the other, support for cross-organizational collaborative spaces and networks.