Log in

Relevant bibliographies by topics / Organisational design

Contents

Journal articles
Dissertations / Theses
Books
Book chapters
Conference papers
Reports

Academic literature on the topic 'Organisational design'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 January 2023

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Organisational design.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Organisational design"

1

Kallio, Tomi J., Kirsi-Mari Kallio, and Annika Johanna Blomberg. "Physical space, culture and organisational creativity – a longitudinal study." Facilities 33, no. 5/6 (April 7, 2015): 389–411. http://dx.doi.org/10.1108/f-09-2013-0074.

Full text

Abstract:

Purpose – The purpose of this study is to explore the potential positive effects of the design of a physical organisational environment on the emergence of an organisational culture conducive to organisational creativity. Design/methodology/approach – The study is based on an in-depth, longitudinal case study, the aim being to enhance understanding of how a change in physical space, including location, spatial organisation and architectonic details, supports cultural change. Findings – It is suggested that physical space plays an implicit yet significant role in the emergence of a culture conducive to organisational creativity. It appears from the case analysis that there are three aspects of culture in particular, equality, openness and collectivity, that may be positively affected by the design of an organisation’s physical environment. Practical implications – The careful choice, planning and design of an organisation’s physical location, layout and style can advance the appearance of an organisational culture conducive to creativity. Originality/value – The paper describes a longitudinal study comparing a case organisation before and after a change in its physical environment. The longitudinal data illustrates how a change in the spatial environment contributes to the emergence of a culture conducive to organisational creativity.

APA, Harvard, Vancouver, ISO, and other styles

2

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

3

Walton, Paul. "Information Evolution and Organisations." Information 10, no. 12 (December 12, 2019): 393. http://dx.doi.org/10.3390/info10120393.

Full text

Abstract:

In a changing digital world, organisations need to be effective information processing entities, in which people, processes, and technology together gather, process, and deliver the information that the organisation needs. However, like other information processing entities, organisations are subject to the limitations of information evolution. These limitations are caused by the combinatorial challenges associated with information processing, and by the trade-offs and shortcuts driven by selection pressures. This paper applies the principles of information evolution to organisations and uses them to derive principles about organisation design and organisation change. This analysis shows that information evolution can illuminate some of the seemingly intractable difficulties of organisations, including the effects of organisational silos and the difficulty of organisational change. The derived principles align with and connect different strands of current organisational thinking. In addition, they provide a framework for creating analytical tools to create more detailed organisational insights.

APA, Harvard, Vancouver, ISO, and other styles

4

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

5

Hirt, Christian, Renate Ortlieb, Julian Winterheller, Almina Bešić, and Josef Scheff. "Developing international talents: how organisational and individual perspectives interact." European Journal of Training and Development 41, no. 7 (August 7, 2017): 610–27. http://dx.doi.org/10.1108/ejtd-12-2016-0091.

Full text

Abstract:

Purpose Focusing on an international trainee- and internship programme, this paper aims to propose a new framework that links organisational strategies regarding ethnic diversity with career competencies of the programme participants. Design/methodology/approach The paper adopts a case study design. It examines the interplay of the perspectives of the organisation, which is an Austrian bank, and of the programme participants, who are university graduates from South-Eastern Europe. It draws on the typology of diversity strategies by Ortlieb and Sieben (2013) and the categorisation of individual career competencies by DeFillippi and Arthur (1994). Findings The bank benefits from the programme participants’ competencies with regard to South-Eastern Europe and increased legitimacy gained from the public. Programme participants acquire many knowing-how, knowing-why and knowing-whom competencies, especially if the bank pursues a so-called learning strategy towards ethnic diversity. On the other hand, individual knowing-how competency supports an organisation’s antidiscrimination strategy, whereas knowing-why and knowing-whom competencies benefit the organisational learning strategy. Research limitations/implications Although the paper builds on a single case study and the ability to generalise is limited, the findings imply that future human resource development concepts should jointly consider the perspectives of both organisations and individuals. Practical implications Owing to their high strategic relevance, organisations should look into the competencies of skilled migrants and evaluate the critical resources they offer. Both organisational learning and an organisation’s strategic development are key concerns. The proposed framework helps to effectively design trainee- and internship programmes and simultaneously anticipate organisational and individual consequences thereof at an early stage. Originality/value The proposed framework concerning the interplay between organisational and individual perspectives as well as the regional focus on South-Eastern Europe present novelties.

APA, Harvard, Vancouver, ISO, and other styles

6

Dogus, Yurdagul. "A qualitative research on organizational peace in schools." Cypriot Journal of Educational Sciences 14, no. 4 (December 31, 2019): 661–75. http://dx.doi.org/10.18844/cjes.v11i4.4486.

Full text

Abstract:

The concept of organisational peace is a dynamic situation that can develop through open communication, whose main elements are justice, trust and goodwill, and affect the peace and happiness of individuals. Organisational peace consists of two dimensions such as ‘internal organisational peace’ and ‘external organisational peace’. ‘Internal organisational peace’, which is formed by relations and conditions within the organisation itself, is influenced by four factors such as individual, organisational, managerial and job characteristics. The ‘external organisational peace’, which is formed by the organisation's relations with others, stems from the direct–indirect, optional or obligatory interactions of the organisation. External organisational peace is influenced by five factors such as hierarchical relations, close environment, other organisations, society and global relations. This research is the first study that provides a conceptual framework for the concept of organisational peace and examines the concept of organisational peace empirically. The aim of this study is to determine the views of teachers in the ‘internal organisational peace’ dimension in schools. The research was carried out in the phenomenological design of qualitative research methods. The study group consisted of 10 teachers selected by the criterion sampling method. Teachers explain the concept of organisational peace with happiness, common goals, cooperation, justice, comfort, democratic values, harmony, respect and healthy communication. Factors that promote ‘internal organisational peace’ are positive personality, job satisfaction, fair practices, effective organisational communication, competencies of managers and good physical conditions of the job. Factors that prevent ‘internal organisational peace’ are negative personality, violent behaviour, unfair management, closed communication and bad physical conditions of the job. Keywords: Organisational peace, school, Turkey.

APA, Harvard, Vancouver, ISO, and other styles

7

Curado, Carla. "Organisational learning and organisational design." Learning Organization 13, no. 1 (January 2006): 25–48. http://dx.doi.org/10.1108/09696470610639112.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

9

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

10

Clifton, Louise, and Paul Gentle. "The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation." International Journal of Public Leadership 11, no. 2 (May 11, 2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.

Full text

Abstract:

Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are analysed thematically in order to assess the impact of the action research project on the organisation’s culture. Findings – Participation by the majority of the Leadership Foundation’s staff in action learning and related opportunities for feedback within the organisation helped move its culture towards wider participation in strategy development and a whole organisation approach to working. Other organisations wishing to build collaborative working cultures can learn from the implications of the project, particularly those concerning the need to attend to the intended outcomes of action learning and the role of skilled, critical facilitators in action learning processes. Originality/value – The paper is innovative in that it explores practitioner-led action research work in a setting of leadership and organisational development. It will interest leaders and managers who seek to build learning organisations, as well as organisational developers with an interest in enhancing the impact of action learning.

APA, Harvard, Vancouver, ISO, and other styles

More sources

Dissertations / Theses on the topic "Organisational design"

1

Story, Thomas Martin, and n/a. "Technology and organisational design." University of Canberra. Management, 1990. http://erl.canberra.edu.au./public/adt-AUC20061109.103618.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

Teichert, Broer. "Organisational self-renewal : process design." Thesis, University of St Andrews, 2004. http://hdl.handle.net/10023/14064.

Full text

Abstract:

Firms compete based on their relative ability to renew as much as they do on their ability to extract profits from product-markets. Drawing from literature and case studies the research explores how renewal is affected in organisations. The main dynamics of the renewal process, and the issues and skills involved in its management, therefore, receive detailed treatment. Relevant data is gathered from a variety of primary and secondary sources. The research begins with an effort to understand the forces that trigger and processes that act to sustain decline in organisations. These findings are contrasted with a number of case studies that serve the identification of underlying characteristics and dynamics common to successful organizations. This comparison serves to uncover principles of successful organisation and that hold the key to renewal and sustained growth. The main objective of this research is to increase the understanding and awareness of the processes, problems and successful means of organisational renewal. Underlying is the concern to develop more formalised models and translate these findings into a useful conceptual framework as a basis and stimulus for further research and as a helpful guideline for management practitioners to handle successfully the problems of entropy and organisational ossification of their business.

APA, Harvard, Vancouver, ISO, and other styles

3

Rottier, Johannes. "Conceptual design of an organisational capability." Pretoria : [s.n.], 2006. http://upetd.up.ac.za/thesis/available/etd-11092006-121921/.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Herfurth, Lorenz. "Organisations as artefacts : an inquiry into hidden design activities within situated organisational contexts." Thesis, Lancaster University, 2016. http://eprints.lancs.ac.uk/86225/.

Full text

Abstract:

The overall aim of this PhD is to provide insights into the hidden and socially-distributed design activities and behaviours through which members of an organisation contribute to its shape. How do those who are part of the organisational artefact contribute to the design of the artefact? Looking at an organisation as an artefact on the one hand acknowledges the human-made process that brings organisations into existence and the possibility that an organisation is a product of human action. On the other hand it raises questions with regard to the properties of this artefact and the design activities that lead to its existence or influence its development. A paradox is represented by the circumstance that an organisation is both made by and, at the same time, “consists” of humans. A small sample qualitative multi-case study was selected as the research strategy. One case is a retrospective study of an architectural construction project for a higher education institution in the UK, the other is a live study of a mass participation music performance that took place in a major UK city. Together they combine the wealth of material from a longitudinal and retrospective study with the detailed insights obtained from live observation. Analysis is partially grounded, prioritising an understanding emerging from the data itself rather than applying a specific concept to identify themes accordingly. However, fundamental understandings of design are applied to understand whether the design activities identified cohere with existing approaches or provide novel insights into hidden design actions. In both cases the findings confirm the existence of hidden and socially-distributed design actions in processes of organisational design. While fundamental indicators of design change are identifiable in selected events, novel characteristics add to existing understandings of design. Contributions this PhD makes concern the identification and description of hidden design activities within communities of non-expert, silent designers and the empirically supported specification of organisations as socially-designed artefacts. Specifically, the findings lead to the articulation of three contributions: design-before- design, an approach that promotes the acknowledgement of unique organisational settings before design interventions, socially-distributed design as an empirically supported extension of silent design and the resulting description of case studies as self-referential artefacts.

APA, Harvard, Vancouver, ISO, and other styles

5

Griesel, Jakobus T. "Organisational design considerations for performance through responsibility and accountability." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52403.

Full text

Abstract:

Organisational performance, and how this performance can be influenced, continue to be primary concerns for managers. Although many motivational and performance related theories are presented by literature, the role and importance of responsibility and accountability as concepts within the organisation and in performance theory have been neglected, to the point that authors clearly highlight the need for further research in this regard (Mero, Guidice, & Werner, 2014; Greenwood & Miller, 2010). This research developed a speculative model which integrates organisational design theory with responsibility and accountability theory. The aim of the speculative model is to enhance managers understanding of how responsibility and accountability fit into the organisation and how an organisation can be designed to strengthen these concepts to the extent that performance can be positively influenced. The study also presented guiding principles as examples of the practical implication inferred from the results of the study and the speculative model developed. The qualitative research was conducted at an engineering firm in South Africa. Fifteen in-depth interviews were conducted with employees in positions at different levels (organisational level, group level and individual level) of the organisation. These interviews enabled the researcher to explore mechanisms related to responsibility and accountability and inductively develop the speculative model. It was found that the various links that determine how strong responsibility and accountability are present in a specific context could successfully be linked to different design components within the organisation, highlighting a specific area of focus within the organisation when a specific link of responsibility or accountability needs to be addressed.
Mini Dissertation (MBA)--University of Pretoria, 2015.
ms2016
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted

APA, Harvard, Vancouver, ISO, and other styles

6

Walker, Helen. "The virtual organisation : exploring issues associated with the design, development and management of this new organisational form." Thesis, University of Bath, 2000. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.760746.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Jones, Susan Jane. "The design and evaluation of multimedia for management education." Thesis, University of Sunderland, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.269022.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Platt, David Geoffrey. "Process modelling and process support environments for design management." Thesis, University of Bristol, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.259516.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Brooks, Laurence Stuart. "Human and organisational aspects of new technology : design supervision and Computer-Aided Design/Draughting." Thesis, University of Liverpool, 1992. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.240460.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Martinez, Felipe. "Possibilities of Object-Oriented Programming in the Organisational Architecture of Firms." Doctoral thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-162493.

Full text

Abstract:

The procedures to establish organisational structure are the focal subject of this study. The review of literature and research components of this dissertation identify that there is lack of procedures, processes, and working guidelines to facilitate this managerial task. The creation of any of these procedures is inherently complex as is the intended organisational structure to create. Organisational theories present several models. They identify and discuss primary organisational elements but fail to propose adequate methods for structuration. The doctoral candidate confronts this void to both practitioners and academicians by means of two approaches. Firstly, it proposes a procedure to institute organisational structure founded on the Object-Oriented paradigm. Secondly, it compares and contrasts this procedure with existing processes deployed by managers, entrepreneurs, and expert-consultants. The presentation of this procedure includes a fundamental analogy for its creation; the paradigm selection and explanation (Object-Oriented); a detailled 'step by step' guide for successful implementation and concrete applications of the procedure. The review in this area is extensive and promotes analyses that are both practical as well as theoretical. This assessment promotes and develops a research based on organisational structuring experiences. It uses quantitative and qualitative tools to collect the data. The data are discrete. Various techniques are employed to illustrate findings. Bar graphs with distributions curves represent the data. The graphical and statistical analyses argue the existence of a general procedure to set up the organisational structure. In addition, the research compares the general and proposed procedures. It uses descriptive and graphical tools for the comparison. The findings corroborate the proposed procedure as a valid method to implement organisational structure. The resulting hypotheses derived from the research problem and formulated research questions are validated. This unlocks the opportunity to formally use the procedure as appropriate guidelines for structuring. It equally demonstrates the use of paradigms borrowed from other disciplines within organisational design. Additionally, the procedural knowledge is formally transferable through university course material and lectures. The benefit of the dissertation is the inclusion of the Object-Oriented paradigm within the discipline of organisational design. In doing so, it eliminates the void in this domain and offers both academicians and managers further areas of research.

APA, Harvard, Vancouver, ISO, and other styles

More sources

Books on the topic "Organisational design"

1

Ruiz-Mercader, Josefa. Organisational design and organisational size: Empirical evidence. Manchester: MMU, International Business Unit, 1997.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

2

Cushway, Barry. Organisational behaviour and design. London: Kogan Page in association with AMED, 1993.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

3

Onwuchekwa, Christian Ike. Organisational structure: Capabilities and responsiveness : dimensions of organisational design. Enugu: Zik-Chuks, 2002.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

4

Human Resource Development Advisory Council (Botswana). Organisational design and implementation plan: Report. Gaborone?]: Human Resource Development Advisory Council, 2010.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

5

Rowbottom, Ralph. Organisational design: The work-levels approach. Aldershot: Gower, 1987.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

6

Rowbottom, Ralph William. Organisational design: The work-levels approach. Aldershot, Hants, England: Gower Pub. Co., 1987.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

7

Fox, Roland. The organisational design of fixed cost services. Salford: University of Salford Department of Business and Management Studies, 1993.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

8

Peters, Nils. Inter-organisational Design of Voluntary Sustainability Initiatives. Wiesbaden: Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-8720-4.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

The organisational implications of computer technology for professional work. Aldershot: Avebury, 1988.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

10

M, Thirkell John E., ed. Labour relations in Eastern Europe: Organisational design and dynamics. London: Routledge, 1991.

Find full text

APA, Harvard, Vancouver, ISO, and other styles

More sources

Book chapters on the topic "Organisational design"

1

Bernus, Peter. "Organisational Design." In Handbook on Enterprise Architecture, 575–94. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-540-24744-9_16.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

Thompson, Paul, and David McHugh. "Organisational Design." In Work Organisations, 171–220. London: Macmillan Education UK, 1990. http://dx.doi.org/10.1007/978-1-349-20741-1_6.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Tayeb, Monir H. "Organisational Design." In The Management of International Enterprises, 113–26. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1057/9780230598591_7.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Cannon, James. "Organisational design." In Toxic Cultures at Work, 91–109. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003307334-10.

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

Dignum, Virginia. "Assessing Organisational Design." In Understanding Complex Systems, 541–62. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-540-93813-2_20.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Corbett, J. Martin. "Organisational design and change." In Critical Cases in Organisational Behaviour, 178–206. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23295-6_7.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Thompson, Paul, and David McHugh. "Organisational design: beyond bureaucracy?" In Work Organisations, 155–97. London: Macmillan Education UK, 1995. http://dx.doi.org/10.1007/978-1-349-24223-8_6.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Silva, António Rito, and Michael Rosemann. "Integrating Organisational Design with IT Design." In Lecture Notes in Computer Science, 271–86. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-29863-9_20.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Pettinger, Richard. "Organisation structure and design." In Introduction to Organisational Behaviour, 438–67. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24683-0_16.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Duignan, Patrick A. "Fuzzy Leadership: Dancing with Organisational Reality." In Fuzzy Systems Design, 3–23. Heidelberg: Physica-Verlag HD, 1998. http://dx.doi.org/10.1007/978-3-7908-1885-7_1.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Organisational design"

1

Thorneycroft, Sarah. "Maybe It's Us: Imagining Organisational Learning Design." In ASCILITE 2020: ASCILITE’s First Virtual Conference. University of New England, Armidale, 2020. http://dx.doi.org/10.14742/ascilite2020.0123.

Full text

Abstract:

Higher education is in crisis mode, and as organisations we need to find new ways to exist. The traditional entities tasked with change in the sector have had limited impact, however, and it may be time to explore new catalysts for organisational change. This short narrative paper describes one such potential catalyst, the concept of organisational learning design – a new practice domain that harnesses the capabilities and affordances of learning design and evolves them beyond technology into organisational learning and organisational culture practices to create a high-leverage change agent.

APA, Harvard, Vancouver, ISO, and other styles

2

Storvang, Pia. "Space as organisational strategy." In Design Research Society Conference 2016. Design Research Society, 2016. http://dx.doi.org/10.21606/drs.2016.443.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Sun, Qian. "Service design in organisational change." In DRS2022: Bilbao. Design Research Society, 2022. http://dx.doi.org/10.21606/drs.2022.416.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Wognum, P. M. "Designers in Organisations." In ASME 2002 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2002. http://dx.doi.org/10.1115/detc2002/dtm-34028.

Full text

Abstract:

Design processes in current industrial contexts require integration between different disciplines and functions, not only within an organisation but also across organisational and even national borders. Many barriers to integration can be observed, however, in multi-disciplinary and multifunctional design projects. One of these barriers is the lack of organisational, management, and social knowledge and skills, on the level of team members as well as on the level of project management. To achieve a sufficient level of integration technical knowledge and skills are necessary but not sufficient. Organisational, management, and social skills are necessary too. In our research on organisation and management of business processes we have found that this last category of knowledge needs improvement for the largest part of design team members and managers. As designers are professionals who have been employed because of their knowledge and skills, gained through prior academic or professional education, the question can be asked to what extent organisational, management, and social knowledge is included in this education. One way to answer this question is by studying the knowledge and skills deemed important for performing design tasks. An important source of this knowledge can be found in journal articles in the area of engineering design. The authors of these articles are in most cases also the ones transferring this knowledge to future designers. In this paper, a study of 94 recently published journals articles is described, which reveals, that organisational, management, and social skills are not yet a major focus of attention. In particular the number of empirical studies on the organisational, social, and managerial behaviour of designers in practical contexts is scarce in the engineering research community. These results will be confronted with results from management and social sciences research. We argue that the gap between these two fields of research needs to be bridged to better prepare designers for their task in current industrial contexts.

APA, Harvard, Vancouver, ISO, and other styles

5

Heikkinen, Maarit, and Hannamaija Maatta. "Design driven product innovation in enhancing user experience oriented organisational culture in B-to-B organisations." In 2013 IEEE Tsinghua International Design Management Symposium (TIDMS). IEEE, 2013. http://dx.doi.org/10.1109/tidms.2013.6981226.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Thuan, Nguyen Hoang, David Swann, Yi-Te Chiu, and Pedro Antunes. "Understanding and modelling organisational information flows." In 2017 IEEE 21st International Conference on Computer Supported Cooperative Work in Design (CSCWD). IEEE, 2017. http://dx.doi.org/10.1109/cscwd.2017.8066675.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Sharp, J. V., J. E. Strutt, J. Busby, and E. Terry. "Measurement of Organisational Maturity in Designing Safe Offshore Installations." In ASME 2002 21st International Conference on Offshore Mechanics and Arctic Engineering. ASMEDC, 2002. http://dx.doi.org/10.1115/omae2002-28421.

Full text

Abstract:

The measurement of health and safety performance is an important requirement but most performance metrics are lagging indicators, measuring lost time incidents, dangerous occurrences etc. The challenge is to develop metrics that can be applied at the design stage. It is widely recognised that most accidents are influenced by the design stage, and many can be directly attributable to deficiencies in design. This paper is concerned with a design capability maturity model’, which is complementary to the design safety performance indicator model developed to apply to the design process itself. It has been developed to measure the capability of an organisation to design a safe installation, and is based on five maturity levels, ranging from level 1 (initial or learner approach) to optimised or best practice at level 5. This maturity model was originally developed for the software industry and has now been applied to offshore safety. A similar maturity model for quality assurance is now incorporated in the latest version of ISO 9004. Eleven characteristics associated with safety have been identified, in three main groups representing formal safety demonstration, safety implementation and longer term investment in safety. A maturity level is assigned to each of these characteristics and the profile produced reflects the organisation’s overall maturity in design for safety. An important aspect of the model is that it enables an organisation to establish its current level of maturity for each of the characteristics and to identify what steps are necessary to enable the organisation to progress to a higher level. The model can be used as a self assessment tool or applied through an external independent body to the different organisations involved in design (contractor’s design team, duty holder’s team etc).

APA, Harvard, Vancouver, ISO, and other styles

8

"ORGANISATIONAL LEARNING - foundational roots for design for complexity." In 6th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2004. http://dx.doi.org/10.5220/0002652400850093.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Soma, T., and S. Heum Listerud. "High Speed Safety: The Impact of Human and Organisational Factors." In High Speed Craft: Design & Operation. RINA, 2004. http://dx.doi.org/10.3940/rina.hs.2004.18.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

"Organisational Semiotics for Co-Design of Business and IT Systems." In Third International Symposium on Business Modeling and Software Design. SCITEPRESS - Science and and Technology Publications, 2013. http://dx.doi.org/10.5220/0004773400050005.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Organisational design"

1

Daniellou, François. Taking account of human and organisational factors in planning and designing a high risk system. Fondation pour une culture de sécurité industrielle, July 2021. http://dx.doi.org/10.57071/381ynz.

Full text

Abstract:

A Human and Organisational Factors (HOF) approach to project planning and design aims to improve decisions by anticipating the consequences of technical and organisational choices on the human activity that will take place in future operations. To foster efficient and safe work, the HOF approach is based on in-depth analysis of human activity in existing situations combined with simulation of probable activity in future operations, based on planned technical and organisational choices. The approach requires project owners to express their requirements clearly, good coordination with design and engineering contractors, and participation of various stakeholders, in particular from operations. The integration of a HOF approach should start at Front End Engineering and continue until the final project review.

APA, Harvard, Vancouver, ISO, and other styles

2

Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, Heather Cassie, Moya Fox, Philippa Sterlini, Jenna Breckenridge, Alex Gardner, and Thomas Curtin. IKT for Research Stage 4: Study Design. University of Dundee, December 2022. http://dx.doi.org/10.20933/100001251.

Full text

Abstract:

In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peerreviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 4: Study Design.

APA, Harvard, Vancouver, ISO, and other styles

3

Vasanth K, Pooja, and Dwaipayan Banerjee. Operations SOP: How to Organise COVID Vaccination for 200-Person Educational Institutions / Small Organisations. Indian Institute for Human Settlements, 2021. http://dx.doi.org/10.24943/opssop.072021.

Full text

Abstract:

This document details the Standard Operating Procedures (SOP) which can be followed by any small organisations/educational institutions/ apartment complexes (approximately up to 200 individuals) for organising an on-site COVID-19 vaccination drive for their staff, students, residents and family. The sections detail the basic design and process workflow that can be planned within the premises to ensure elimination of unproductive waiting time on one hand and also provide maximum safety for all beneficiaries from chances of cross transmission of COVID-19 infection. The document captures details about the manpower planning, zone demarcations and roles and responsibilities of stakeholders, which can be used as a guideline for setting up similar initiatives. The COVID-19 safety protocols have also been covered to ensure adherence of processes as a safeguard against infections. A section has been added at the end on lessons learnt, which provides an insight on how to further improve the existing process and account for additional aspects which need to be considered for an improved experience and enhanced safety.

APA, Harvard, Vancouver, ISO, and other styles

4

Opiyo, Newton. What are the effects of interventions to improve the use of systematic reviews in decision-making by health system managers, policy makers, or clinicians? SUPPORT, 2017. http://dx.doi.org/10.30846/170112.

Full text

Abstract:

A number of interventions aiming to increase the use of systematic review evidence in decision making are currently in use. These include summaries of systematic reviews designed to improve the accessibility of the findings (“information products”) and changes to organisational structures, such as employing specialist groups to synthesise evidence in order to inform local decision making.

APA, Harvard, Vancouver, ISO, and other styles

5

Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, Heather Cassie, Moya Fox, Philippa Sterlini, Jenna Breckenridge, Alex Gardner, and Thomas Curtin. IKT for Research Stage 8: Dissemination. University of Dundee, December 2022. http://dx.doi.org/10.20933/100001255.

Full text

Abstract:

In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peer-reviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 8: Dissemination.

APA, Harvard, Vancouver, ISO, and other styles

6

Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, Heather Cassie, Moya Fox, Philippa Sterlini, Jenna Breckenridge, Alex Gardner, and Thomas Curtin. IKT for Research Stage 1: Partnership Building. University of Dundee, December 2022. http://dx.doi.org/10.20933/100001248.

Full text

Abstract:

In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s Open Research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decisionmakers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peer-reviewed and grey literature and consists of eight knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 1: Partnership Building.

APA, Harvard, Vancouver, ISO, and other styles

7

Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, Heather Cassie, Moya Fox, Philippa Sterlini, Jenna Breckenridge, Alex Gardner, and Thomas Curtin. IKT for Research Stage 3: Proposal Development. University of Dundee, December 2022. http://dx.doi.org/10.20933/100001250.

Full text

Abstract:

In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peerreviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 3: Proposal Development.

APA, Harvard, Vancouver, ISO, and other styles

8

Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, Heather Cassie, Moya Fox, Philippa Sterlini, Jenna Breckenridge, Alex Gardner, and Thomas Curtin. IKT for Research Stage 5: Data Collection. University of Dundee, December 2022. http://dx.doi.org/10.20933/100001252.

Full text

Abstract:

In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peerreviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 5: Data Collection.

APA, Harvard, Vancouver, ISO, and other styles

9

Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, Heather Cassie, Moya Fox, Philippa Sterlini, Jenna Breckenridge, Alex Gardner, and Thomas Curtin. IKT for Research Stage 2: Generating Priorities and Ideas. University of Dundee, December 2022. http://dx.doi.org/10.20933/100001249.

Full text

Abstract:

In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s Open Research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decisionmakers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peer-reviewed and grey literature and consists of eight knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 2: Generating Priorities and Ideas.

APA, Harvard, Vancouver, ISO, and other styles

10

Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, Heather Cassie, Moya Fox, Philippa Sterlini, Jenna Breckenridge, Alex Gardner, and Thomas Curtin. IKT for Research Stage 6: Data Analysis. University of Dundee, December 2022. http://dx.doi.org/10.20933/100001253.

Full text

Abstract:

In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peer-reviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 6: Data Analysis.

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!