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Journal articles on the topic 'Organisation theory'
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1
Diamond, Michael A. "Psychoanalytic organisation theory and identity: a psychosocial framework." Journal of Psychosocial Studies 13, no. 1 (March 1, 2020): 99–116. http://dx.doi.org/10.1332/147867320x15803493574409.
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In this article, the author explains a contemporary framework for psychoanalytic organisation theory and identity. In doing so, he assumes a post-Kleinian object relational approach. This orientation to understanding the complexity of organisations and organising takes advantage of the ideas of Winnicott and Ogden. The notion of organisational identity and the process of identification are viewed from experiential, relational and intersubjective psychodynamics. Organisational members are engaged in three modes of organising: depressive (containment versus control); paranoid-schizoid (division versus fragmentation); and autistic-contiguous (integration versus isolation). Finally, the discovery of organisational identity depends on the collection of psychoanalytic data that involve the observation and interpretation of intersubjectivity rooted in the experience of organisational membership.
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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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Twum-Darko, Michael, and Tiko Iyamu. "Politicking information technology strategy in organisations: A case study of a selected organisation in South Africa." Journal of Governance and Regulation 4, no. 3 (2015): 107–14. http://dx.doi.org/10.22495/jgr_v4_i3_c1_p2.
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The paper discusses the impact of organisational polities on IT strategy formulation and implementation in an organisation. The objective is to determine the extent of organisational polities on strategy implementation in an organisation. The paper considered the interplay between stakeholders in influencing IT strategy formulation and implementation in an organisation as a socially constructed phenomenon. Thus, the phenomenon can be interpreted and understood by using social theories such Structuration Theory. Hence the paper adopted ANT as a lens through which to understand and interpret the sociotechnical processes associated with IT strategy formulation and implementation in an organisation. Through IT strategy, many organisations attempt to set out key directions and objectives for the use and management of information, communication and technologies. A shared view among these organisations is that IT strategy allows all parts of the organisation to gain a shared understanding of priorities, goals and objectives for both current and future states as defined in the organisational strategy. It is therefore arguable that IT strategy, for the foreseeable future will remain a key aspect of development within organisations. As a result, there has been more focus on how IT strategy is formulated and articulated. What is missing though, is less attention to the implementation of it. Using interpretive research philosophy and employing semi-structured interviews as data collection instrument, this paper attempts to suggest a matrix that will assist organisation to comprehend and deal with organisational politics to reduce its negative impact on IT strategy formulation and implementation in an organisation.
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Hardner, Kimberly L., and Molly R. Wolf. "Using feminist theory as a research method in the examination of trauma-informed care in a non-profit organisation." Voluntary Sector Review 13, no. 1 (March 1, 2022): 37–52. http://dx.doi.org/10.1332/204080521x16322251639152.
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The purpose of this qualitative study was to gather information about the experiences of staff at a non-profit agency in the United States as the organisation transitioned towards the implementation of trauma-informed care (TIC). In non-profit organisations, TIC (that is, safety, trustworthiness, choice, collaboration and empowerment) enhances the wellbeing of employees and clients by acknowledging the impact of trauma and reducing the risk of retraumatisation. Feminist theory was utilised to inform this study to empower participants to voice their experiences and to analyse the organisation’s commitment to the principles of TIC. Four focus groups were conducted (N = 17 participants in total) and all participants reported that the organisational culture was moving in a positive direction. Even in the early stages of the implementation of TIC, management reported feeling empowered and supported by the organisation; however, many participants noted that significant work will need to continue to enhance the emotional safety and empowerment of direct-line workers.
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Otulia, Patrick Omutia, Isaac M. Mbeche, Gituro Wainaina, and James Njihia. "Influence of Organisational Resources on Performance of ISO Certified Organisations in Kenya." European Scientific Journal, ESJ 13, no. 34 (December 31, 2017): 119. http://dx.doi.org/10.19044/esj.2017.v13n34p119.
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This study aimed at examining the influence of organisational resources on organisational performance of International Organisation for Standardization (ISO) certified organisations in Kenya. The study was based on Total Quality Management (TQM) theory. A cross-sectional research survey design was adopted. Primary data was collected from a sample of 282 ISO certified organisations by use of a questionnaire, and secondary data was obtained from financial statements of 27 ISO certified organizations sampled. Descriptive statistics was used to analyze proportions of the variables and multiple regression model was used to estimate the effect of organisational resources on the performance of ISO certified organizations. The findings show that abundant organisational resources reduce performance. The study, therefore recommends that the management of ISO certified organisations should employ limited organisation resources available efficiently and train their staff in managerial skills in order to improve performance of their organizations.
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Goldman, Geoff, and C. W. Callaghan. "A Holistic Synthesis of the Organisation Theories." Journal of Intercultural Management 7, no. 4 (December 1, 2015): 5–19. http://dx.doi.org/10.1515/joim-2015-0027.
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Abstract Much literature exists on the topic of ‘organisation’. Many different academic disciplinary areas stake their claim to aspects of business organisation. The social sciences offer many different perspectives of the phenomena associated with it; as different lenses, through which the object is perceived very differently. According to social constructivists, the business organisation is socially constructed. For psychologists, it exists at the nexus of individual human needs. For economists, the business organisation operates as a mechanism responding to signals of supply and demand. In this paper the business organisation is re-imaged as an entity existing within, and comprised of, chaotic systems. On the basis of a synthesis of seminal theory this paper attempts to offer a holistic perspective of business organisations; that ‘pulls together’ these multidisciplinary perspectives. On the basis of this synthesis, it is argued that the organisational context is inherently endogenous, and that qualitative research methods might offer management scientists a more valid perspective of the relationships within organisations than empirical methods can.
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Dellmuth, Lisa Maria, and Jonas Tallberg. "Advocacy Strategies in Global Governance: Inside versus Outside Lobbying." Political Studies 65, no. 3 (April 5, 2017): 705–23. http://dx.doi.org/10.1177/0032321716684356.
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As political authority shifts to the global level, non-governmental organisations (NGOs) increasingly attempt to influence policy-making within international organisations (IOs). This article examines the nature and sources of non-governmental organisations’ advocacy strategies in global governance. We advance a twofold theoretical argument. First, non-governmental organisation advocacy can be described in terms of inside and outside strategies, similar to interest group lobbying in American and European politics. Second, non-governmental organisations’ chosen combination of inside and outside strategies can be explained by their organisational goals and membership base. Empirically, this argument is corroborated through a large-n analysis of original data from structured interviews with 303 non-governmental organisation representatives active in relation to the United Nations (UN), complemented by 19 semi-structured interviews with UN and state officials. The article’s findings have implications for the theory and practice of non-governmental organisation involvement in global governance.
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Bjorvatn, Torbjørn. "Internal projects as strategic tools: an organisation-level perspective and a research agenda." International Journal of Managing Projects in Business 15, no. 1 (November 23, 2021): 216–40. http://dx.doi.org/10.1108/ijmpb-05-2021-0118.
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PurposeThe purpose of this conceptual paper is to describe and explain how organisations use internal projects to implement organisation-level strategy objectives.Design/methodology/approachTheory development with an emphasis on explaining key constructs and their mutual relationships. The theoretical contribution is represented in a diagram along with a detailed verbal account.FindingsThe paper develops a dynamic, cross-level framework to illustrate the organisational processes and outcomes that determine project-based strategy implementation within a single organisation. The interplay between the base organisation and the project, and benefits realisation were singled out as key future research areas. The proposed framework engages with central discourses in the fields of project management, strategic management, innovation studies, knowledge management and organisation studies.Research limitations/implicationsOnly the contours of an organisation-level theory of strategically motivated internal projects are outlined. Future research must elaborate on the complexities, the non-linear relationships and the boundary conditions that follow from the proposed framework.Practical implicationsManagers are alerted to the strategic role of internal projects, how these projects help connect strategy and performance and what the accompanying organisational processes and outcomes look like.Originality/valueThe paper constitutes an early conceptual treatment of strategy-driven internal projects as a distinct project category, thus addressing a major knowledge gap in project studies. Organisational project-management theory is extended with suggestions for future research.
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Raye, Janna. "Fractal Organisation Theory." Journal of Organisational Transformation & Social Change 11, no. 1 (March 11, 2014): 50–68. http://dx.doi.org/10.1179/1477963313z.00000000025.
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Dittrich, Peter, and Pietro Speroni di Fenizio. "Chemical Organisation Theory." Bulletin of Mathematical Biology 69, no. 4 (April 6, 2007): 1199–231. http://dx.doi.org/10.1007/s11538-006-9130-8.
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Iyamu, Tiko, and Leshoto Mphahlele. "The impact of organisational structure on enterprise architecture deployment." Journal of Systems and Information Technology 16, no. 1 (March 4, 2014): 2–19. http://dx.doi.org/10.1108/jsit-04-2013-0010.
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Purpose – In many organisations, the alignment between information technology (IT) and business is viewed as an important catalyst for the organisation's effectiveness and efficiency towards achieving a competitive advantage. Yet, a shared understanding between business and IT (the EA included) remains an issue in many organisations. The organisational structure affects the alignment between business and IT units. Conversely, a lack of alignment of both components (IT and business units) impedes organisations' capacity to increase and improve their productivity. Many studies have been conducted in the area of IT, EA and the organisational structure. There is, however, little evidence of work conducted in exploring the interface between organisational structure and EA prior to this study. The paper aims to discuss these issues. Design/methodology/approach – A case-study research approach was employed to investigate the impact of organisational structure in the deployment of EA in organisations. Qualitative data were collected through semi-structure technique. The analysis was carried out, using structuration theory. Findings – The magnified data revealed some of unforeseen factors impeding the success of the EA deployment in the organisation. Originality/value – The work is original, and it has not been submitted or published anywhere else.
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Klockner, Karen, and Peter Meredith. "Measuring Resilience Potentials: A Pilot Program Using the Resilience Assessment Grid." Safety 6, no. 4 (November 13, 2020): 51. http://dx.doi.org/10.3390/safety6040051.
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Researchers in the resilience engineering space have proposed the notion that organisations operating in complex socio-technical systems cannot ‘be’ resilient but can have the ‘potential for resilient performance’. This theoretical stance also suggests that organisations wanting to enhance their potential for resilience begin by measuring their operational safety performance against four key potentials, these being: the Potential to Anticipate; the Potential to Respond; the Potential to Learn; and the Potential to Monitor. Furthermore, to measure these four key resilience constructs, organisations have been recommended to use a Resilience Assessment Grid (RAG) developed as part of this theory. However, scarce research appears to have been conducted that bridges the theory and practice divide on just how organisations can pragmatically measure their current performance against these four resilience potentials using the RAG. Therefore, this research was interested in undertaking a pilot study using RAG theory in order to examine an organisation’s four resilience potentials, and was conducted within a large road transport organisation in Australia. Results indicated that measuring both the four individual potentials and a combination of the four potentials was possible using a RAG and proved effective in providing a snapshot of operational safety system resilience concepts. Recommendations on how to increase organisational resilience potentials were provided to ensure future safety endeavours would enhance the organisation’s potential to be resilience in the face of system variability and operational demands.
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Huuskonen, Arto Pekka Juhani. "Supply network design in the residential-FM sector." Facilities 32, no. 11/12 (August 4, 2014): 723–38. http://dx.doi.org/10.1108/f-11-2012-0092.
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Purpose – The purpose of this study is to examine supply network designs that large service organisations use in the residential-FM sector to respond to the organising requirements of their operating environments. Design/methodology/approach – The study is theoretically grounded in the well-established literature on the organisational design and structural contingency theory. Utilising a framework of generic organising problems proposed by Miles and Snow (1978) and a multiple-case study design, the study elaborates how large service organisations organise and manage their supply networks in the Finnish residential-FM sector. Findings – The study identifies four supply network designs that organisations use for responding to the organising problems inherent in the property and resident services domains in the residential-FM sector. These include regional production organisation, horizontal decentralisation, environment stabilisation and demand – supply pooling, reflecting the type of the service-market domain and the organisation’s service strategy. Originality/value – The study contributes to the facilities management literature by expanding the field of inquiry from the commercial real estate sector into the emerging field of professional residential facility services. In particular, the study adds to the discussion on supply strategies and design, offering a service provider perspective to the organisation of service supply in housing.
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Navrátil, Matej. "The EU Delegation Sarajevo as an Organisational Proxy of the EU’s Administrative Co-governance." Hague Journal of Diplomacy 15, no. 3 (August 5, 2020): 252–78. http://dx.doi.org/10.1163/1871191x-bja10031.
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Summary This article argues that by using the European Union Delegation (EUD) in Sarajevo as an organisational proxy, the EU creates tools allowing it to participate in the enhancement of external administrative co-governance in Bosnia and Herzegovina. Inspired by the organisation theory approach, this article conceives of the EUD Sarajevo as a hybrid organisation. Such organisations are defined as a product of a combination of two sovereign organisations pursuing a common interest. They recombine multiple institutional logics, stimulate institutional change and spark innovative practices. The conceptualisation of the EUD Sarajevo as a hybrid organisation offers analytical insight for understanding the EU’s role in the society of states and allows us to theorise more concretely about the impact that a non-state actor has on the transformation of the institutions of diplomacy and sovereignty, which are foundational institutions of the international system of states.
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Glennon, Russ, Ian Hodgkinson, and Joanne Knowles. "Learning to manage public service organisations better: A scenario for teaching public administration." Teaching Public Administration 37, no. 1 (October 15, 2018): 31–45. http://dx.doi.org/10.1177/0144739418798148.
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In the context of public value, it is argued that there is a need to adopt the learning organisation philosophy to manage public service organisations better. For collaborative work with public sector managers or in management education, a fictitious scenario is presented to develop the concept of the learning organisation as paradox. Faced with multiple and conflicting demands, public managers find it difficult to change organisational behaviour in response to new knowledge. The scenario demonstrates how learning organisation philosophy can be used to translate new knowledge into new behaviours. Key skills required for public managers to exploit the knowledge of all organisational members and confront the challenges of a contested concept, such as public value, are developed and comprise summarising evidence, making judgements, sharing thought processes on a contentious issue, and arriving at a consensus together. Contributions to public administration theory and practice are discussed.
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Harste, Gorm. "Departementalitet eller guvernementalitet – organisationers og organisationsteoriers historiske sociologi." Dansk Sociologi 21, no. 4 (December 22, 2010): 27–49. http://dx.doi.org/10.22439/dansoc.v21i4.3409.
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Artiklen undersøger de selvbeskrivelser, der er blevet fremsat i forsøgene på at organisere organisation lige siden 1000-tallet. Moderne organisationsforståelse er opstået gennem hundreder af år. Koder for organisatorisk kommunikation er blevet sammensat, udviklet og raffineret eksempelvis i konflikter om centralisering eller decentralisering i korpsånd og i bureaukrati. I tolkningen heraf anvendes Niklas Luhmanns begrebsdannelse, der udviser en anden tilgang til organisationshistorie og organisationssociologi, end den, der kendes fra Weber og Foucault.
Søgeord: Organisationssociologi, Foucault, Luhmann, historisk sociologi.
ENGELSK ABSTRACT:
Gorm Harste: Departmentality or Governmentality – the Historical Sociology of Organisations and Organisation Theory
History of organisations probably goes back to the 11th century. The long story of their development has been told by Max Weber and Michel Foucault. However Foucault did not elaborate a general organisational sociology and Weber’s story created a somewhat incomprehensible disordered complexity. Hence traditional organisational analyses trace organisation theory back a hundred years – to Weber and a few others. The present story about departmentality derives its conceptual framework not within governing or steering
as Foucault does, but in the problem of delegation. The concept and theories of power were established in order to handle coordination at spatial distance. The aim of powerful concepts and theories of organisation was to establish
communication in forms of simultaneous cooperation between distant operations. The article establishes this temporal conception in a historical sociology of organisation using Niklas Luhmann’s system theory. Power only empowers
if centralised power is able to decentralise and abstain from forced control in favour of the activity of parts departed and detached from the whole. The parts and the members of the organ got their identity fi rst described in a conception of ”corpus spiritus”, later called ”esprit de corps” and then ”corporate spirit”. The article analyses these semantics and their developments.
Key words: Luhmann, Foucault, history of organizations, historical sociology, governmentality, department.
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Constance O., Oyibo, and Gabriel Justin M.O. "Evolution of Organization Theory: a Snapshot." International Journal of Innovation and Economic Development 6, no. 3 (2020): 46–56. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.63.2005.
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This paper is a review and critique of the evolution of organisations theory. Organisations and managers are regularly faced with challenges from the environment of business and these challenges evolve and cause them to shift and adapt regularly and transform themselves to meet the expectations of their clientele. This paper examined the pre-classical, classical, neo-classical and modern theories of organisation to review how they also evolve to meet the needs of the organisation each time. Organizations operate in fluid environments, therefore it is vital for them to align and re-align their elements and structure in order to survive and compete effectively. We conclude that these theories each have their advantages and flaws but the manager should choose the one that best fits the organization processes per time.
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Dwivedula, Ravikiran, Christophe Bredillet, and Ralf Müller. "Work motivation as a determinant of organisational and professional commitment in temporary organisations: theoretical lenses and propositions." Journal of Project, Program & Portfolio Management 4, no. 1 (October 20, 2013): 11. http://dx.doi.org/10.5130/pppm.v4i1.2610.
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The purpose of this paper is to present a theoretical framework to investigate the relationship between work motivation, organisational commitment and professional commitment in temporary organisations. Through a review of theory, we contend that work motivation has two major patterns — internal motivation (which includes intrinsic, need-based and self-deterministic theories), and external motivation (which includes cognitive or process-based theories of motivation) through which it has been investigated. We also hold the nature of employee commitment to be of three types — affective, continuance and normative. This commitment may be towards either the organisation or the profession. A literature review revealed that the characteristics of the temporary organisation — specifically tenure and task — regulate the relationship between work motivation, organisational commitment and professional commitment. Testable propositions are presented
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Nachbagauer, Andreas G. M., and Iris Schirl-Boeck. "Managing the unexpected in megaprojects: riding the waves of resilience." International Journal of Managing Projects in Business 12, no. 3 (September 2, 2019): 694–715. http://dx.doi.org/10.1108/ijmpb-08-2018-0169.
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Purpose Risk management and uncertainty in megaprojects is a flourishing topic in project management, while the unexpected is still a neglected matter. The purpose of this paper is to offer conceptual clarifications of the unexpected based on second-order-cybernetics and systems theory. While transferring findings from organisation theory to project management, the article provides fresh insights into managing the unexpected in megaprojects. Design/methodology/approach Being grounded on constructionism and systems theory, the conceptual paper explores selected research approaches from organisation theory: research on high-reliability organising, organisational resilience and organisational improvising, on contributions to managing the unexpected in megaprojects. Using the framework of meaning i.e. the factual, social and temporal dimensions, challenges of handling the unexpected are analysed and (effects of) decision-making structures for such projects are defined. Findings This paper argues that classic project management, while neglecting the fundamental distinction between risk, uncertainty and the unexpected, sticks to a planning-and-controlling approach. But the unexpected cannot be planned; however, organisations and managers can prepare for the unexpected. This requests a balance between structure and self-organisation in planning, communication, hierarchy and organisational culture. Understanding the contradictions inherent in managing megaprojects allows for smart decision-making when riding the waves of resilience. Originality/value The study adds to the literature on complexity and uncertainty in project management by enhancing the view to include the unexpected. While rejecting the universal applicability of rationality-based risk and controlling conceptions, shifting to second-order cybernetics and integrating elements of resilient organising increases the understanding of handling the unexpected in megaprojects.
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Khan, Hafiz Ghufran Ali. "Enhancing employee retention in supervisory support context: Role of person-organisations fit and career commitment." Global Journal of Business, Economics and Management: Current Issues 11, no. 3 (November 30, 2021): 178–91. http://dx.doi.org/10.18844/gjbem.v11i3.5434.
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Using social exchange theory (Blau, 1964), the current study examined the mediating effect of Career commitment in the relationship between supervisory support (SS) and employee retention (EE) and moderating role of Person Organisation Fit in the relationship between SS and Career Commitment. Specifically, the joint effect of mediating of career commitment and moderating role of Person Organisation Fit was examined. Data were collected from 264 respondents through questionnaire from Banking and Telecom sector (Rawalpindi and Islamabad) of Pakistan. The results show that SS has positive effect on employee retention and career commitment. The study further reveals that career commitment mediates the relationship between SS and Employee Retention and Person Organisation Fit moderates the relationship between SS and Career Commitment. The current study suggests that supervisors of banking and telecom sectors should support their subordinates to achieve their organisational goals effectively and efficiently. Person organisation fit is necessary for subordinates in organisations to complete their work and compete with their competitors. Keywords: Supervisory support, career commitment, person-organisation fit, employee retention, supervisory;
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Frączkiewicz-Wronka, Aldona, and Karolina Szymaniec. "Resource based view and resource dependence theory in decision making process of public organisation - research fi ndings." Management 16, no. 2 (December 1, 2012): 16–29. http://dx.doi.org/10.2478/v10286-012-0052-2.
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AbstractResource based view and resource dependence theory in decision making process of public organisation - research findings One of the premises which build relationships between stakeholder and a public organisation are stakeholder’s resources which public organisation would like to possess and use. The other one is configuration of resources possessed by the public organisation that should allow the unit in question to realize stakeholder’s expectations.Above observations lead scientific inquiries to the two management theories - resource-based view (RBV) and resource dependence theory (RDT). The first one is orientated at resources owned by the organisation, the second one is orientated at the resources obtained from environment. The objective of this article is identification which orientation, RBV or RDT, dominates in decision making process in public organisations.
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Guimarães, Alexandre Velloso. "When Knowledge Management Drives a Strategic Transformation Project." International Journal of Sociotechnology and Knowledge Development 3, no. 4 (October 2011): 27–39. http://dx.doi.org/10.4018/jskd.2011100103.
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This article introduces and explores the case of a Brazilian Air Force Organisation, the Aeronautical Economy and Finance Secretariat, which based on different findings provided by knowledge management (KM) research, started a broad strategic transformation process to address KM specific issues while improving organisational performance. The case description is complemented by theory regarding strategic management applied to public organisations to underpin the perception that, for such organisations, not driven by market variables, KM may exert a positive influence as a trigger to strategic changes rather than other performance related aspects.
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Stuart, Helen. "Corporate branding and rebranding: an institutional logics perspective." Journal of Product & Brand Management 27, no. 1 (February 12, 2018): 96–100. http://dx.doi.org/10.1108/jpbm-05-2016-1198.
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Purpose The purpose of this paper is to demonstrate how the institutional logics framework adds a fresh perspective on corporate branding, particularly in times of organisational change and subsequent corporate rebranding. Design/methodology/approach The paper examines previous comprehensive approaches to corporate branding in the face of organisational transformation, applying institutional theory which adds to intelligence already developed regarding corporate branding and rebranding in this situation. Findings An understanding of the institutional logics framework provides insights into how corporate branding and rebranding in organisations is affected in an environment where the organisation simultaneously holds values and beliefs inherent to two or more competing institutional forms (Townley, 2002). Research limitations/implications Further research is required to develop a model which integrates institutional logics into previous approaches to corporate rebranding. Practical implications Consideration of the underlying institutional logics of an organisation and how organisational transformation results in competing institutional logics and institutional pluralism leads to profound thinking about branding and rebranding an organisation. Originality/value Although there are a number of studies which look at how to evolve the corporate brand in times of organisational transformation, the institutional logics approach has not yet been applied to this issue, except by the author.
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Farzaneh, Jaleh, Ali Dehghanpour Farashah, and Mehdi Kazemi. "The impact of person-job fit and person-organization fit on OCB." Personnel Review 43, no. 5 (July 29, 2014): 672–91. http://dx.doi.org/10.1108/pr-07-2013-0118.
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Purpose – Drawing upon the social exchange theory and empowerment theory, the purpose of this paper is to investigate the effect of perceived person-environment fit on organisational citizenship behaviour (OCB). Furthermore, this study assesses the roles of organisational commitment and psychological empowerment (PE) in this relationship. Design/methodology/approach – Respondents of this study were employees of the Iran Northeast Gas Transfer Company. Data were collected through conducting a survey on 500 employees, of which 412 questionnaires were used for further analysis. Confirmatory factor analysis, structural equation modelling, Baron and Kenny's (1986) procedure for examining mediator effect, and finally Zhao and Cavusgil's (2006) technique of evaluating moderator effect were utilised for the analyses. Findings – Results indicated that organisational commitment acts as a mediator between person-job (P-J) fit and person-organisation (P-O) fit and OCB. PE acts as a moderator between organisational commitment and OCB. Practical implications – This research has implications for approaches to human resource management in organisations. Originality/value – This study empirically synthesises the joint effect of P-O fit and P-J fit on a behavioural variable (OCB) in the social context of organisation and explains the mechanism of the effect. The pattern of relationships tested is relatively novel.
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Kopp, Tobias, Steffen Kinkel, Teresa Schäfer, Barbara Kieslinger, and Alan John Brown. "Measuring the impact of learning at the workplace on organisational performance." International Journal of Productivity and Performance Management 69, no. 7 (February 10, 2020): 1455–74. http://dx.doi.org/10.1108/ijppm-12-2018-0443.
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PurposeThe purpose of this article is to explore the importance of workplace learning in the context of performance measurement on an organisational level. It shows how workplace learning analytics can be grounded on professional identity transformation theory and integrated into performance measurement approaches to understand its organisation-wide impact.Design/methodology/approachIn a conceptual approach, a framework to measure the organisation-wide impact of workplace learning interventions has been developed. As a basis for the description of the framework, related research on relevant concepts in the field of performance measurement approaches, workplace learning, professional identity transformation, workplace and social learning analytics are discussed. A case study in a European Public Employment Service is presented. The framework is validated by qualitative evaluation data from three case studies. Finally, theoretical as well as practical implications are discussed.FindingsProfessional identity transformation theory provides a suitable theoretical framework to gain new insights into various dimensions of workplace learning. Workplace learning analytics can reasonably be combined with classical performance management approaches to demonstrate its organisation-wide impact. A holistic and streamlined framework is perceived as beneficial by practitioners from several European Public Employment Services.Research limitations/implicationsEmpirical data originates from three case studies in the non-profit sector only. The presented framework needs to be further evaluated in different organisations and settings.Practical implicationsThe presented framework enables non-profit organisations to integrate workplace learning analytics in their organisation-wide performance measurement, which raises awareness for the importance of social learning at the workplace.Originality/valueThe paper enriches the scarce research base about workplace learning analytics and its potential links to organisation-wide performance measurement approaches. In contrast to most previous literature, a thorough conceptualisation of workplace learning as a process of professional identity transformation is used.
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Umar, Umar. "Female leadership in organisational communication perspective: A systematic literature review." Jurnal Studi Komunikasi (Indonesian Journal of Communications Studies) 5, no. 2 (June 30, 2021): 453–70. http://dx.doi.org/10.25139/jsk.v5i2.3508.
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This systematic literature review aimed to analyse the studies on organisational communication, especially female leadership. The data collection was conducted on Google Scholar, Researchgate, and other reputable journals using the following keywords: “female leadership in organisational communication,” “women, leadership and organisation,” and “organisation, leadership and gender.” From these searches, fifty articles were investigated for the role of female leadership in organisational communication perspective. The result indicates that women can carry out their role as leaders in line with the organisational transformations. As leaders, women must be able to become the main communicator in the organisation. The results also reveal that from the perspective of organisational communication, many female leaders use democratic leadership styles. In terms of Role Theory, we found that female leaders can carry out their roles well, thus positively impacting the organisation.
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Viitala, Riitta, and Jenni Kantola. "Temporary agency workers shake a work community: a social capital perspective." Employee Relations 38, no. 2 (February 8, 2016): 147–62. http://dx.doi.org/10.1108/er-01-2015-0012.
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Purpose – The purpose of this paper is to investigate the kinds of effects that using a temporary agency workforce may cause on an organisational level, especially on relations between employees. In this study the authors explore the organisation as a community, leaning on the theory of social capital. Design/methodology/approach – The data were gathered via semi-structured interviews with 18 temporary agency workers and five employees in permanent positions. Discourse analysis with some degree of pragmatism was employed in comprehending the speech of the interviewees. Findings – The position of agency workers may be problematic from the perspective of social capital formulation in a work organisation. The short duration of contracts and different conditions of employment shake relations in a work group. Agency workers may also be outside the information flows. Additionally the norms and rules may be different for temporary and permanent employees and thus cause confusion. Research limitations/implications – The findings will hopefully provoke researchers to investigate the effects of using a temporary agency workforce in different organisational contexts. In addition, the study indicates that the theory of social capital is fruitful for investigating the topic on the organisational level. Practical implications – The use of agency workforce should be considered comprehensively in organisations. Its effects on work organisations may be conflicting. If temporary agency workers are needed as interim help, HRM practices should be developed in order to minimise the potential problems in terms of social capital. Originality/value – The study adopted an organisational perspective on the agency workforce, which is still rare in studies on the topic.
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Arief, Muhtosim, and Yerki Teguh Basuki. "Dynamic Capability as a Business Strategy Enhancing the Business Performance (A Conceptual Approach)." Advanced Science Letters 21, no. 4 (April 1, 2015): 690–94. http://dx.doi.org/10.1166/asl.2015.5879.
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This paper provides perspectives on business strategy and a theoretical rationale for the strategic development of an industry organisation to respond of increasing external environmental pressure. This paper is a conceptual approach using grounded theory, also sending a questioners and interviews were held with 30 FMCG top leaders of organization to explore of perspectives on the strategic development in the industry organisation. The data were complemented by documentary analysis of strategic plans and articles on the industries organisation. Strategic perspectives highlighted the themes of effective organisational development (organisational capability): governance, people development, financial performance, operations, service delivery and external relations; and the dynamic capabilities framework of capability exploitation (extracting maximum economic returns from current resources) and capability exploration (development of new capabilities). The study suggests that environmental pressure moderates the relationship between dynamic capabilities, business strategy and business performance, this perspective provides the much needed theoretical rationale that can be an aid to management undertaking to build competitive industry organisations to increasing the business performance. While the research approach may limit generalisability. The decision maker now have an alternative option to sustained their business, instead of closed their business.
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Burdett, F. J., and M. G. Bradford. "An Organisational Approach to Analysis of Policy Innovation by Local Authorities in Britain: The Importance of the Concepts of Scrutiny, Conflict, and Centralisation." Environment and Planning C: Government and Policy 6, no. 2 (June 1988): 159–72. http://dx.doi.org/10.1068/c060159.
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In this paper an organisational approach is used to study the timing, duration, and outcome of the policymaking on public provision of local authorities. The organisation is considered as an intervening analytical level that bridges the gap between the effect of individual actors and that of the structure of society on the geography of public provision. Drawing on the literature of organisation theory, we analyse the effects of processes within organisations to help explain variation in public provision between authorities. The separate and combined effects of three major organisational concepts are examined: Scrutiny, conflict, and centralisation. These concepts are applied to policy innovation in four English local authorities, and specifically to their policies for the adoption of new technology in schools. Although the separate effects of the concepts help our understanding, it is their interaction which makes a significant contribution to the explanation of the timing and duration of policy innovation, as well as explaining the policy outcome, which was the aim of most previous work. Further understanding is gained when these concepts are set within the context of the overall structure and behaviour of the organisation.
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Herold, P., R. Rößler, A. Valle Zárate, and H. Momm. "Development of organisation and planning in animal breeding: I. A review on breeding organisation." Archives Animal Breeding 55, no. 4 (October 10, 2012): 402–14. http://dx.doi.org/10.5194/aab-55-402-2012.
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Abstract. Organisation is an important factor in animal breeding. The present study gives first approaches for the use of new institutional economic theory as a tool for investigation of organisational structures in animal breeding. First, the concept of breeding organisation is defined. On the basis of two examples – increase of the competitiveness of breeders’ associations and conservation of animal genetic resources – it is shown how organisation theory and appropriate investigation methods can be used to develop different possible solutions. The study shows that organisation not just happens but is an intrinsic component of the system »animal breeding«. This component combines interests of the private and public sector. Organisation research helps to discover optimum combination of these interests. A following study deals with breeding planning as an important challenge in animal breeding with regard to the development of breeding organisation.
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Mumby, Dennis K., and Karen Dale. "Anatomising Embodiment and Organisation Theory." Contemporary Sociology 31, no. 4 (July 2002): 424. http://dx.doi.org/10.2307/3089087.
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Sims, David, and Hari Das. "Organisation Theory with Canadian Applications." Journal of the Operational Research Society 44, no. 2 (February 1993): 204. http://dx.doi.org/10.2307/2584375.
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Majerník, V. "Theory of Organisation and Linguistics∗." Journal of Quantitative Linguistics 6, no. 3 (December 1999): 201–13. http://dx.doi.org/10.1076/jqul.6.3.201.6164.
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Oomes, Augustinus H. J. "Perception: Theory, Development and Organisation." Optometry and Vision Science 78, no. 7 (July 2001): 477. http://dx.doi.org/10.1097/00006324-200107000-00005.
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Sims, David. "Organisation Theory with Canadian Applications." Journal of the Operational Research Society 44, no. 2 (February 1993): 204. http://dx.doi.org/10.1057/jors.1993.39.
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Székely, George. "Self-organisation or reflex theory?" Behavioral and Brain Sciences 23, no. 4 (August 2000): 549–50. http://dx.doi.org/10.1017/s0140525x00403365.
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Neuromodelling is one of the techniques of modern neurosciences. The “at a distance” type of triadic synapse is probably the prevailing form of impulse transmission in many parts of the brain. If the genetically controlled cell-to-cell neuronal interconnections are abandoned, self-organisation may be the mechanism of structure formation in the brain. This assumption weakens the position of the reflex arc as the basic functional unit of nervous activities.
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ANDRIANI, PIERPAOLO. "DIVERSITY, KNOWLEDGE AND COMPLEXITY THEORY: SOME INTRODUCTORY ISSUES." International Journal of Innovation Management 05, no. 02 (June 2001): 257–74. http://dx.doi.org/10.1142/s1363919601000336.
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This paper will discuss some introductory issues related to the role and importance of microdiversity of agents in the context of business networks. Traditional views emphasise the importance of connectivity in the making of industrial clusters, but neglect the crucial role of microdiversity. Microdiversity is important to achieve adaptive behaviour in the presence of environmental uncertainty. Diversity acts as a reservoir of potential strategies against unpredictable environments. Secondly, the formation of business networks is explained in terms of mechanisms generating diversity. Networks emerge as the organisational form in which the diversity of agents can self-organise. This paper suggests that the issue of diversity can be used to discriminate between the model of organisation based on rational allocation of resources — the firm — and the model of organisation based on emergence and self-organisation — the network. The paper concludes that the former is a diversity-reducing mechanism, whereas the latter is a diversity-enhancing mechanism
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Wickramasinghe, Nilmini, Arthur Tatnall, and Rajeev K. Bali. "Using Actor-Network Theory to Facilitate a Superior Understanding of Knowledge Creation and Knowledge Transfer." International Journal of Actor-Network Theory and Technological Innovation 2, no. 4 (October 2010): 30–42. http://dx.doi.org/10.4018/jantti.2010100104.
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Given today’s dynamic business environment it becomes essential for organisations to maximise their intellectual assets in order to ensure that they are able to support flexible operations and sustain their competitive advantage. Central to this is the ability to extract germane knowledge to enable rapid and effective decision making. At present, knowledge creation techniques tend to focus on either human or technology aspects of organisational development and less often on process-centric aspects of knowledge generation. However, to truly understand knowledge creation and transfer, thereby enabling an organisation to be better positioned to leverage the full potential of its intellectual capital, it is important to view knowledge creation and all socio-technical organisational operations that result in knowledge generation through a richer lens. Actor-network Theory is proffered in this article as such a lens.
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Glinkowska, Beata, and Bogusław Kaczmarek. "Classical and modern concepts of corporate governance (Stewardship Theory and Agency Theory)." Management 19, no. 2 (December 1, 2015): 84–92. http://dx.doi.org/10.1515/manment-2015-0015.
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Summary The main issues in efficiency of a company as an organisation are relations between the Supervisory Board and the Management Board of a company, and the methods of functioning of Supervisory Boards in governance systems of a company. The classical and modern approach to the role, place, and importance of corporate governance presented in this article, is yet another prompt to continue searching for the optimum in the organisational, economical, and social meaning.
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Wilson, Sandra. "Surfacing the Organisation-in-the-mind." International Journal of Transactional Analysis Research & Practice 4, no. 1 (January 1, 2013): 122–29. http://dx.doi.org/10.29044/v4i1p122.
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The theory of the organisation-in-the-mind suggests that organisations live within us, are a part of our identity and are bound up with our inner emotional life. Connecting this theory to Berne’s thinking on the structure and dynamics of organisations and groups it is possible through interpretative phenomenological analysis to conduct research into how what we hold in the unconscious impacts on professional relationships and performance. The outcome from research in this area is intended to highlight potential areas for development of competence in professional coaches.
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Mohammed Sayed Mostafa, Ahmed, and Jie Shen. "Ethical leadership, internal CSR, organisational engagement and organisational workplace deviance." Evidence-based HRM: a Global Forum for Empirical Scholarship 8, no. 1 (September 9, 2019): 113–27. http://dx.doi.org/10.1108/ebhrm-03-2019-0026.
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Purpose Drawing on social information processing theory and organisational identity theory, the purpose of this paper is to examine the social and psychological process through which perceived ethical leadership influences employee deviant behaviours towards the organisation. Specifically, a sequential mediation model is developed in which ethical leadership is related to employee perceptions of internal corporate social responsibility (CSR), which, in turn, are related to organisational deviance through organisational engagement. Design/methodology/approach Structural equation modeling was performed to fit the proposed model using multi-source data collected from employees and their supervisors in the Egyptian banking sector. Findings The results support the hypotheses, as perceived internal CSR and organisational engagement sequentially mediate the relationship between perceived ethical leadership and organisational deviance. Practical implications Organisations should emphasise fostering ethical leadership through adopting strategies such as hiring ethical leaders and offering ethics training to current leaders. Organisations should also invest in internal CSR activities and should pay attention to regularly communicating their involvement in CSR initiatives to employees. Originality/value By examining the mediating roles of employee internal CSR perceptions and organisational engagement, this study helps advance our understanding of the social and psychological processes of ethical leadership.
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Palmer, Alison, and Anita Bosch. "What makes representation of executive women in business happen?" Equality, Diversity and Inclusion: An International Journal 36, no. 4 (May 15, 2017): 306–20. http://dx.doi.org/10.1108/edi-09-2016-0071.
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Purpose The purpose of this paper is to identify the underlying organisational features, according to the gendered organisation theory, that have contributed to high levels of representation of women executives, contrary to the trend in the South African financial services industry. Design/methodology/approach A critical realist approach was employed, using semi-structured interviews, based on a theoretical framework of the gendered organisation. Data were aligned to the theoretical levels of critical realism. Findings The research found that the pool from which the successful candidates were appointed was influenced by two features. The first was the perceived attractiveness of the organisation as an employer, composed of organisational prestige, opportunity for altruism, and the sex of the CEO. The second was the role of the CEO as gatekeeper, most notably the CEO’s network and the impact of the similar-to-me paradigm during selection. Originality/value The utilisation of critical realism as an approach allowed for organisational features embedded in the theory of the gendered organisation to be identified and gives an indication of how the number of women at executive management level may be increased. The salient factors are the role the woman CEO played in the inclusion of more women at the executive level by virtue of her being a woman, and the attractiveness of the organisation to women employees. Organisational features identified were gendered towards the feminine.
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England, Ian, Don Stewart, and Sue Walker. "Information technology adoption in health care: when organisations and technology collide." Australian Health Review 23, no. 3 (2000): 176. http://dx.doi.org/10.1071/ah000176.
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The implementation of advanced information systems is enabling great social and organisational changes. However,health care has been one of the slowest sectors to adopt and implement information technology (IT). This paperinvestigates why this is so, reviewing innovation diffusion theory and its application to both health organisations andinformation technology. Innovation diffusion theory identifies variables that influence the 'innovativeness' oforganisations and the rate at which a technology diffuses. When analysed, these variables show why ITimplementation has progressed at a slower rate in health compared with other industry sectors. The complexity ofhealth organisations and their fragmented internal structure constrain their ability to adopt organisation wide IT.This is further impacted upon by the relative immaturity of strategic health IT which is complicated and unable toshow quantifiable benefits. Both organisational and technological factors lead to the slow adoption of strategic IT. Onthe other hand, localised IT solutions and those providing measurable cost reductions have diffused well.
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K., Jnaneswar, and Gayathri Rajendrababu. "Testing the Effect of Psychological Ownership and Organisational Justice on Employees’ Readiness to Change: Empirical Evidence from Indian IT Industry." IIMS Journal of Management Science 14, no. 1 (January 31, 2023): 107–22. http://dx.doi.org/10.1177/0976030x221119568.
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To survive in a volatile and uncertain business environment, organisations need to adjust, evolve and progress. The ability to quickly adapt to change gives a competitive advantage to the organisation. Therefore organisations should understand and improve various factors which predict employee readiness to change. The primary objective of this study was to assess the impact of organisational justice and psychological ownership on employee readiness to change in the Indian IT industry. A cross-sectional research design was adopted for the study, and the respondents include 211 full-time employees from different organisations in the Indian IT industry. Findings revealed that both organisational justice and psychological ownership has a positive relationship with employee readiness to change. The results of multiple linear regression also established that organisational justice and psychological ownership jointly predict employee readiness to change. The present study, grounded on the psychological theory of social exchange and social exchange theories, enriches the existing literature about employee readiness to change and offers important implications for practitioners.
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Bobe, Belete Jember, Dessalegn Getie Mihret, and Degefe Duressa Obo. "Public-sector reforms and balanced scorecard adoption: an Ethiopian case study." Accounting, Auditing & Accountability Journal 30, no. 6 (August 21, 2017): 1230–56. http://dx.doi.org/10.1108/aaaj-03-2016-2484.
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Purpose The purpose of this paper is to examine adoption of the balanced scorecard (BSC) by a large public-sector health organisation in an African country, Ethiopia as part of a programme to implement a unified sector-wide strategic planning and performance monitoring system. The study explains how this trans-organisational role of the BSC is constituted, and explores how it operates in practice at the sector-and organisation-levels. Design/methodology/approach The study employs the case-study method. Semi-structured interview data and documentary evidence are analysed by drawing on the concept of translation from actor-network theory. Findings The case-study organisation adopted the BSC as a part of broader public-sector reforms driven by political ideology. Through a centralised government decision, the BSC was framed as a sector-wide system aimed at: aligning the health sector’s strategic policy goals with strategic priorities and operational objectives of organisations in the sector; and unifying performance-monitoring of the sector’s organisations by enabling aggregation of performance information to a sector level in a timely manner to facilitate health sector policy implementation. While the political ideology facilitated BSC adoption for trans-organisational use, it provided little organisational discretion to integrate financial administration and human resource management practices to the BSC framework. Further, inadequate piloting of information system use for the anticipated BSC model, originating from the top-down approach followed in the BSC implementation, inhibited implementation of the BSC with a balanced emphasis between the planning and performance monitoring roles of the BSC. As a result, the BSC underwent a pragmatic shift in emphasis and was reconceptualised as a system of enhancing strategic alignment through integrated planning, compared to the balanced emphasis between the planning and performance monitoring roles initially anticipated. Originality/value The study provides a theory-based explanation of how politico-ideological contexts might facilitate the framing of novel roles for the BSC and how the roles translate into practice.
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Iyamu, Tiko. "The Impact of Organisational Politics on the Implementation of IT Strategy." International Journal of Sociotechnology and Knowledge Development 3, no. 3 (July 2011): 15–39. http://dx.doi.org/10.4018/jskd.2011070102.
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Through IT strategy, many organisations intend to set out key directions and objectives for the use and management of information, communication and technologies. A shared view among these organisations is that IT strategy allows all parts of the organisation to gain a shared understanding of priorities, goals and objectives for both current and future states as defined in the strategy. It would therefore seem that IT strategy, for the foreseeable future will remain a key aspect of development within organisations. As a result, there has been more focus on how IT strategy is articulated and formulated. What is missing is that there has been less attention on the implementation of the strategy. Also, in most organisations, technical issues are minor compared to the relationship issues. There are many factors which influence the implementation of the IT strategy. This paper focuses on how organisational politics as examined by two underpinning theories, Structuration Theory and Actor-Network Theory, impact the implementation of IT strategy.
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Batyashe, Thami N., and Tiko Iyamu. "Examining IT Governance through Diffusion of Innovations." Information Resources Management Journal 30, no. 3 (July 2017): 26–40. http://dx.doi.org/10.4018/irmj.2017070102.
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There are many best practices frameworks and international standards such as CobiT (Control Objectives for Information and Related Technology), ITIL (Information Technology Infrastructure Library) TOGAF, and ISO/IEC 38500:2015 which are available in the industry. Conversely, the growing use of frameworks and standards has its own challenges and difficulties. Organisations find it very challenging to tailor standards and frameworks to suit their specific requirements. Another challenge for organisations is how to choose a framework/s that best suits their organisational needs. Some of the organisations either select inappropriate frameworks or adopt more than one framework. Such decisions have not helped matters, but have instead increased the complexities, which have an impact on IT's time to respond to organisational needs, time to market, as well competitiveness, which it is expected to support and enable. This study therefore examines the factors which influence and drives organisation to the confused state, in the selection and implementation of IT governance frameworks. To contextualise the study, a telecommunication company in South Africa was used as a case. The diffusion of innovation theory was employed as lens, in the analysis of the qualitative data. Based on the findings, which include knowledge sharing, environmental assessment, organisational culture, communicative approach and training, a framework was developed. The framework is intended to guide an organisation in the selection and deployment of IT governance framework, in terms of understanding the influencing factors.
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Cour, Anders la. "Organisation and Interaction." Sociology International Journal 2, no. 5 (October 2, 2018): 404–9. http://dx.doi.org/10.15406/sij.2018.02.00077.
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The theory of social systems claims to be a general theory of social phenomena. So far, this ambition has primarily been tested at the level of society and organisations. Operationalising systems theory at the level of interactions, however, has not been attempted to the same extent. This easily leads to the misunderstanding that the theory only applies to society and organisations. This is not the case. On the contrary, on several occasions Niklas Luhmann has addressed interaction in great detail as an independent form of communication with its own special characteristics and possibilities.1 But while Luhmann has defined the relationships that exist between interaction and society as a social system, he has not categorised the relationships that exist between interaction and organisations.2 This article will demonstrate that a detailed theoretical study of how these two independent types of social systems relate to each other can form the basis of specific empirical studies. Based on two empirical examples, the article will outline how it is possible to observe communicative dynamics, dilemmas, tensions and paradoxes, simply by differentiating between the logics of interactional and organisational communication.
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Mrisho, David Haruna, and Paul Martin Gwaltu. "Cross-Level effects of High-Performance Work Systems on the Innovative Work Behaviours of Employees: The Role of Future Time Perspectives." East African Journal of Business and Economics 6, no. 1 (February 7, 2023): 34–46. http://dx.doi.org/10.37284/eajbe.6.1.1076.
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This study assesses the mediating role of future time perspective in the relationship between high-performance work systems and innovative work behaviours of employees in Tanzania’s banking sector. Drawing from AMO theory, social exchange theory, and socio-emotional selectivity theory, we hypothesise that, first, the utilisation of high-performance work systems in an organisation is positively associated with future time perspective; second, the utilisation of high-performance work systems in an organisation is positively associated with the innovative work behaviours of employees in the organisation, and third, future time perspective mediates the relationship between high-performance work systems and innovative work behaviours of employees in a workplace. The findings of this cross-level study constitute 152 respondents from the company level (business unit level) and 220 respondents from the employee level. The results provide empirical evidence that high-performance work systems have a significant and positive effect on future time perspective, high-performance work systems have a positive and significant effect on innovative work behaviour and, importantly, future time perspective has a partial mediation in the relationship between high-performance work system and innovative work behaviour. The practical implications of the study are that managers need to effectively implement HPWS practices to encourage employees to be innovative as mediated by their perception of future prospects. Through this adoption and utilisation of HPWS, organisations can enhance innovative work behaviours amongst employees and therefore organisational performance.