Статті в журналах: "Management of organizational forms"

1

Кадырова, П. Р. "Improving organizational forms of production management." Экономика и предпринимательство, no. 2(115) (May 6, 2020): 1020–22. http://dx.doi.org/10.34925/eip.2020.115.2.207.

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В статье обосновывается необходимость совершенствования методов управления проектами, что повышает эффективность внедрения организационных форм управления строительством, а также соблюдение заданных затрат и качества при полной ответственности перед заказчиком за своевременную реализацию инвестиционно-строительного проекта. Опыт отечественного и зарубежного строительства показывает, что организационные формы строительства оказывают существенное влияние на эффективность капитального строительства. В то же время к основным направлениям можно отнести специализацию строительства. The article substantiates the need to improve project management methods, which increases the efficiency of implementing organizational forms of construction management, as well as compliance with specifiedcosts and quality with full responsibility to the customer for the timely implementation of the investment construction project. The experience of domestic and foreign construction shows that organizational forms of constructionhave a significant impact on the effectiveness of capital construction. At the same time, specialization of construction can be attributed to the main areas.

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IVANOVA, T. Y., та L. R. MINGACHEVA. "ОРГАНИЗАЦИОННО-ПРАВОВЫЕ ФОРМЫ УПРАВЛЕНЧЕСКОГО КОНСУЛЬТИРОВАНИЯ". Экономика и предпринимательство, № 7(156) (20 вересня 2023): 144–47. http://dx.doi.org/10.34925/eip.2023.156.7.022.

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This article presents a theoretical analysis of the current organizational and legal forms of management that have developed at the present stage of socio-economic development. В настоящей статье представлен теоретический анализ актуальных организационно-правовых форм хозяйствования, которые сложились на современном этапе социально-экономического развития.

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Sanchez‐Bueno, Maria J., and Isabel Suarez‐Gonzalez. "Towards new organizational forms." International Journal of Organizational Analysis 18, no. 3 (July 27, 2010): 340–57. http://dx.doi.org/10.1108/19348831011062166.

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HEYDEBRAND, WOLF V. "New Organizational Forms." Work and Occupations 16, no. 3 (August 1989): 323–57. http://dx.doi.org/10.1177/0730888489016003004.

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Драница, М. В., Р. Р. Вахитов, А. С. Согоян, А. С. Михайлова, and С. Я. Лимонова. "Improvement of organizational forms of construction management." Экономика и предпринимательство, no. 10(123) (November 15, 2020): 1342–45. http://dx.doi.org/10.34925/eip.2020.123.10.269.

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Рационализация методов управления строительным процессом невозможна без поиска наиболее эффективных форм управления продвижением продукции конечному потребителю, оптимальной организационной структуры производственно -технологических систем, а также разработки экономического механизма распределения результатов совместной деятельности. В статье обосновывается необходимость совершенствования методов проектного управления, что повышает эффективность внедрения организационных форм управления строительством, а также соблюдение заданных затрат и качества при полной ответственности заказчика за своевременную реализацию инвестиционно-строительного проекта. Rationalization of methods for managing the construction process is impossible without finding the most effective forms of managing the promotion of products to the end consumer, the optimal organizational structure of production and technological systems, as well as developing an economic mechanism for distributing the results of joint activities. The article substantiates the need to improve project management methods, which increases the efficiency of the implementation of organizational forms of construction management, as well as compliance with the specified costs and quality with the full responsibility of the customer for the timely implementation of the investment and construction project.

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Hsu, Greta, and Michael T. Hannan. "Identities, Genres, and Organizational Forms." Organization Science 16, no. 5 (October 2005): 474–90. http://dx.doi.org/10.1287/orsc.1050.0151.

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Li, Dely, and Vladimir Ostanin. "Collaborative Theory of Integrated Organizational Forms of Management." Bulletin of Baikal State University 30, no. 2 (June 11, 2020): 273–80. http://dx.doi.org/10.17150/2500-2759.2020.30(2).273-280.

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Any economic system develops in the direction from a simple form of organization to a complex one. Integrated forms of organization make it possible to limit the harmful forms of competition for the business community. Analysis of contemporary science literature allowed the authors to reveal the lack of explanation of the essential reason for the existence of the nature of a firm. In integrated organizational forms, there is a partial replacement of competition relations with collaboration relations. The latter allow one to get additional synergistic effects. The successful implementation of this direction lies in the organizational forms of increasing the positive effect of regularity as consciously maintained proportionality. The positive effects of collaboration can be enhanced as a result of the formation of mechanisms by state institutions that allow creating institutional prerequisites to increase positive effects of the forms of business organization. In this article, collaboration is considered as a prerequisite for switching over to integrated organizational forms of management.

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Lewin, Arie Y., Chris P. Long, and Timothy N. Carroll. "The Coevolution of New Organizational Forms." Organization Science 10, no. 5 (October 1999): 535–50. http://dx.doi.org/10.1287/orsc.10.5.535.

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Osterloh, Margit, and Bruno S. Frey. "Motivation, Knowledge Transfer, and Organizational Forms." Organization Science 11, no. 5 (October 2000): 538–50. http://dx.doi.org/10.1287/orsc.11.5.538.15204.

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Fulk, Janet, and Gerardine DeSanctis. "Electronic Communication and Changing Organizational Forms." Organization Science 6, no. 4 (August 1995): 337–49. http://dx.doi.org/10.1287/orsc.6.4.337.

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Moll, Jodie, and Zahirul Hoque. "New organizational forms and accounting innovations." Journal of Accounting & Organizational Change 4, no. 3 (September 19, 2008): 243–69. http://dx.doi.org/10.1108/18325910810898052.

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12

Scelles, Nicolas, Jean-François Mignot, Benjamin Cabaud, and Aurélien François. "Temporary organizational forms and coopetition in cycling." Team Performance Management: An International Journal 24, no. 3/4 (June 11, 2018): 122–34. http://dx.doi.org/10.1108/tpm-03-2017-0012.

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Purpose The purpose of this study is to investigate the determinants of breakaway success in road cycling races. Design/methodology/approach Descriptive statistics were computed, and a logit model of breakaway success was estimated based on a new kind of statistical data describing the development of each of the 268 breakaways that occurred in the 76 regular stages of the Tour de France 2013 to 2016. Findings Breakaway success partly depends on the physics of cycling: breakaways are more successful when the stage is hilly or in mountain than flat. In addition, the likelihood of breakaway success depends on strategic moves such as attack timing and the percentage of riders with a teammate in the breakaway. Research limitations/implications Understanding why certain breakaways succeed and others do not is useful to comprehend cycling performance and to help coopetitive temporary organizational forms such as breakaways optimize their strategic behavior. A limitation is the focus on the Tour de France only. Originality/value The present study adds to the literature on temporary organizational forms, coopetition and cycling performance by analyzing within-stage data in cycling and, as such, enabling to capture its strategic dimension.

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13

Leblebici, Huseyin. "Transactions and Organizational Forms: A Re-analysis." Organization Studies 6, no. 2 (April 1985): 97–115. http://dx.doi.org/10.1177/017084068500600201.

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This paper is an attempt to extend and amplify the concept of transaction and its relation to alternative organizational forms. Based on the institutional economics tradition of Commons (1924), the economics of internal organizations (Williamson 1975), and recent developments in organization theory (Ouchi 1980), it proposes a conceptual scheme to explain what distinguishes organizational forms and the transformation of these forms under the condition of future uncertainty. The implications of this framework for organization theory and design are also discussed.

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14

Palmer, Ian, Jodie Benveniste, and Richard Dunford. "New Organizational Forms: Towards a Generative Dialogue." Organization Studies 28, no. 12 (December 2007): 1829–47. http://dx.doi.org/10.1177/0170840607079531.

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15

Torpman, Jan. "The differentiating function of modern forms of leadership." Management Decision 42, no. 7 (August 1, 2004): 892–906. http://dx.doi.org/10.1108/00251740410550952.

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According to recent developments in decision‐making theory organizational decisions are governed by organizational values and identities according to a logic of appropriateness rather than calculative and preference‐driven rationality. Similarly, leadership theory has developed from ideas about leadership as an exchange between superiors and subordinates (transactional leadership) to ideas about symbolic manipulation of organizational values and identities (transformational leadership). In this paper, it is shown how the combination of organizational and personal identities in decision‐making and leadership can cause decision‐making problems. Where individuals are encouraged as organizational members to identify with the organization, and thus, be motivated beyond a perspective of give and take, an overlap between individual and organizational identities should be expected. Also discussed how individual decision‐makers' insufficient understanding of organizational decision‐premises may lead to the faulty replacement of organizational identities with individual values and identities.

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Banshchikov, V. M. "Organizational forms of educational and methodological guidance." Kazan medical journal 32, no. 5-6 (October 2, 2021): 389–92. http://dx.doi.org/10.17816/kazmj81409.

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The question of how to organize educational and methodological work in Meduniversities, what organizational forms, what cells to create to guide this work is a serious issue that is of no small importance. At the same time, speaking about the organizational forms of management of educational and methodological work, one cannot limit ourselves to indicating these forms only at the local level, in Meduniversities, it is also necessary to indicate the organizational forms of this leadership in the center, in NKZdrav.

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Pearce, Craig L., Julia Elisabeth Hoch, Hans Jeppe Jeppesen, and Jürgen Wegge. "New Forms of Management." Journal of Personnel Psychology 9, no. 4 (January 2010): 151–53. http://dx.doi.org/10.1027/1866-5888/a000022.

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Rouleau, Linda, Mark de Rond, and Geneviève Musca. "From the ethnographic turn to new forms of organizational ethnography." Journal of Organizational Ethnography 3, no. 1 (April 14, 2014): 2–9. http://dx.doi.org/10.1108/joe-02-2014-0006.

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Purpose – The purpose of this paper is to outline the context and the content of the six papers that follow in this special issue on “New Forms of Organizational Ethnography”. Design/methodology/approach – This editorial explains the burgeoning interest in organizational ethnography over the last decade in terms of several favourable conditions that have supported this resurgence. It also offers a general view of the nature and diversity of new forms of organizational ethnography in studies of management and organization. Findings – New forms of organizational ethnography have emerged in response to rapidly changing organizational environments and technological advances as well as the paradigmatic transformation of ethnography and ascendency of discursive and practice-based studies. Originality/value – The editorial highlights an “ethnographic turn” in management and organization studies that is characterized by a renewal of the discipline through the proliferation of new forms of organizational ethnography. A focus on new organizational phenomena, methodological innovation and novel ways of organizing fieldwork constitute the three main pillars of new forms of organizational ethnography. It encourages researchers to develop forums and platforms designed to exploit these novel forms of organizational ethnography.

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Chandra Balodi, Krishna. "Strategic orientation and organizational forms: an integrative framework." European Business Review 26, no. 2 (March 4, 2014): 188–203. http://dx.doi.org/10.1108/ebr-08-2013-0106.

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Purpose – This paper aims to bring together strategic orientation (SO) and organizational forms literatures by proposing refined SO typologies based on various combinations of entrepreneurial orientation (EO) and market orientation (MO); and postulating typical organizational forms (configurations) for proposed SO types relative to each other in terms of parameters identified from organizational forms literature. Design/methodology/approach – This conceptual paper employs selective-intensive review of literature dealing with: both EO and MO to identify extant SO typologies, relevant strategic attributes, and relationships between EO, MO and strategic attributes; and organizational forms to identify parameters. Tabular frameworks are used to compare the proposed and extant SO types, posit strategic attributes for the proposed SO types, and compare ideal organizational profiles across SO types. Findings – EO and MO are related constructs that capture distinct aspects of business philosophy. Relationships of EO and MO with each strategic attributes are summarized. To explain differences across all attributes simultaneously, using combinations of EO and MO, five SO types – prospector, analyzer, proactive defender, reactive defender, and reactor – are proposed. Relative organizational profiles are specified for proposed SO types, using parameters strategy, structure, resources, and environment. Originality/value – This paper brings together sporadic attempts towards developing SO typology and explicitly integrates SO and organizational forms literatures. It offers ground work for developing testable propositions and tabular frameworks that may serve as heuristics into nature of firms' orientations and their performance implications.

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Chen, Hsing Hung, and Chuan Pang. "Organizational forms for knowledge management in photovoltaic solar energy industry." Knowledge-Based Systems 23, no. 8 (December 2010): 924–33. http://dx.doi.org/10.1016/j.knosys.2010.06.008.

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HIRZHEVA, Olha. "Organizational forms for improvement of sales management at agricultural enterprises." Actual problems of innovative economy, no. 2020/2 (May 28, 2020): 67–72. http://dx.doi.org/10.36887/2524-0455-2020-2-12.

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Introduction. Reserves for increasing price competitiveness are limited by production and technological capabilities and the situation in the resource segments of the agricultural market. This makes it secondary to increase the economic effi-ciency of agricultural enterprises by increasing production compared to increasing the efficiency of sales. There is a need to find additional ways to provide opportunities institutionally for effective marketing activities. The purpose of the article is to develop ways to improve the marketing activities of agricultural enterprises based on the development of organizational components of its management. Results. The state of development of the consulting services market in Ukraine can be described now as the initial stage of formation, especially when it comes to the provision of services to agricultural enterprises. It was found that the existing subjects of the consulting services market specialize mostly in post-restructuring support of business entities, mar-keting research, organization and improvement of marketing management at enterprises, development of strategies for socio-economic development, communication activities, etc. The expediency of forming agro-consulting services at the regional level as a response to the challenges of the competitive situation in the target markets is substantiated. It is proved that using such services, agricultural enterprises will be able to sell off fully their production, realize their commercial potential and receive equivalent results of production and development stabilization of their activities results. Conclusions. It is predicted that the creation of regional agricultural consulting services with a wide range of func-tional workload and commercial authority in several regions will sooner or later lead to the emergence of economic relations among them on the basis of cooperation. The latter will help harmonize the economic interests of agricultural market partici-pants and create conditions for expanded reproduction of their capital. Keywords: sales, marketing and sales activities, agricultural enterprises, consulting service, commercial activity.

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Voskobiinyk, Solomiia. "Personnel management at agricultural enterprises of different organizational and legal forms of management." Ekonomika APK, no. 9 (September 28, 2018): 86–92. http://dx.doi.org/10.32317/2221-1055.201809086.

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Bilokon, A. I., and L. V. Kyslytsia. "ORGANIZATION OF REAL ESTATE DEVELOPMENT PROJECTS." Ukrainian Journal of Civil Engineering and Architecture, no. 1 (019) (April 20, 2024): 45–55. http://dx.doi.org/10.30838/j.bpsacea.2312.270224.45.1022.

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The considers the field of development, specifically focusing on the organization of project management in development. It is demonstrated that real estate development possesses certain characteristics that directly impact the activities of developers and the organization of development management. The presence of these characteristics creates a unique environment in which developers operate, influencing various approaches, schemes, forms, and models of project development management organization. The purpose of the article is to formulate systematic concepts regarding the forms of organization in development projects. To achieve the goal of forming a comprehensive understanding of organizational mechanisms for managing development projects, the paper examines the organizational environment in which project teams operate and the forms of project management organization in development companies. The paper illustrates that in the project life cycle model, the organizational structure of project management can vary both within individual phases and across projects of different concepts and scales. The management organization during different phases of the project life cycle (PLC) and the organizational structures of development companies during the construction phase have been analyzed. It is demonstrated that contemporary organizations consistently channel their efforts towards improving (developing) the organizational management environment in development and creating conditions for the successful implementation of projects. Therefore, in addition to the value of creating new tangible assets, the project management group (PMG) adds (creates) value through the establishment of a unique organizational environment. The approach to evaluating the values of collaborative work within a project team is demonstrated. The developed organizational environment unquestionably represents a value that the developer additionally acquires along with new development projects. Task: the paper explores the organization of project management groups (PMG) in development; organizational forms of development project management; the organization of project management in development during the construction phase as the most significant; and organizational structures of development companies. Research results: a system application for the organization of development projects’ management has been created. Possible forms of development projects’ organization and elements of the company's organizational structure are analyzed.

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Zhang, Jianjun, and Hean Tat Keh. "Interorganizational Exchanges in China: Organizational Forms and Governance Mechanisms." Management and Organization Review 6, no. 1 (March 2010): 123–47. http://dx.doi.org/10.1111/j.1740-8784.2009.00148.x.

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AbstractThis article discusses how organizations exchange with one another in China, focusing on the type of organizational ownership and the form of governance mechanism. The theoretical foundation builds on institutional theory, resource dependence theory, agency theory, and evolutionary theory. Given the three main forms of organizations in China – state-owned enterprises, privately owned enterprises, and foreign-invested enterprises - we show how these organizations choose between two types of governance mechanisms, contracts and guanxi, to manage interorganizational exchanges. We then analyze the possible modes of interaction between organizational forms. We argue that the relative importance of guanxi is likely to decline or that guanxi will shift from being primary in some organizations to complementary in all organizations with the progress of market transition. This conceptual framework is expected to help provide the momentum for further theoretical exploration and empirical study in this area.

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Babkin, A. V., and E. A. Baykov. "Specific Aspects of Strategic Management in Innovative Geographically Distributed Organizational and Economic Systems." Economics and Management, no. 7 (September 15, 2019): 15–23. http://dx.doi.org/10.35854/1998-1627-2019-7-15-23.

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The presented study analyzes the modern models of geographically distributed organizational and economic systems and specific aspects of strategic management of these systems.Aim. The study aims to examine the specific aspects of strategic management of such modern forms of geographically distributed organizational and economic systems as clusters and special economic zones.Tasks. The authors examine the nature and features of the major modern forms of geographically distributed organizational and economic systems, namely, clusters and special economic zones; identify innovative models within these forms: priority development areas, industrial, commercial, and technological parks, technopolises, innovation centers, etc.; substantiate methodological approaches to the strategic management of these innovative formations in general as well as formation of the corresponding organizational management structures and a set of strategies of different hierarchical levels.Methods. This study uses general scientific methods of cognition and strategic management methods to examine geographically distributed organizational and economic systems and their innovative models and to propose a set of hierarchical strategies for the development of innovative formations.Results. In the current context of formation and development of the Russian digital economy, clusters and special economic zones are becoming increasingly widespread forms of geographically distributed organizational and economic systems. This has facilitated the emergence of various innovative models of the corresponding systems: priority development areas, industrial, commercial, and technological parks, technolopolises, innovation centers, technology transfer centers, business incubators, etc. In view of these models, the authors present the specific aspects of their strategic management and provide recommendations on the structure and functions of strategic management bodies – supervisory boards and managing companies. The authors also propose a system of strategies of different hierarchical levels for such formations, including areas for the application of advanced digital and marketing technologies.Conclusion. Economic development has led to the emergence of new forms of geographically distributed organizational and economic systems – clusters and special economic zones. The study substantiates methodological approaches to the strategic management of these innovative formations in general as well as formation of the corresponding organizational management structures and a set of strategies of different hierarchical levels.

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Ojha, Abhoy K. "Organizational Forms in the Electronic Age." Vikalpa: The Journal for Decision Makers 29, no. 3 (July 2004): 83–96. http://dx.doi.org/10.1177/0256090920040307.

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There is a fundamental shift in economics of information due to emerging information and communication technologies (ICTs). This shift has resulted in what is popularly called the ‘information revolution.’ Most people are quite familiar with arguments that suggested the death of organizations as we know them. While a lot of such writing was hyped, there is a definite impact of the emerging ICTs on fundamental organizing principles leading to some real changes in organizations. This paper attempts to understand and explicate some of these influences by expanding the framework offered by Transaction Cost Theory (TCT). TCT assumes that economic actors (individuals or firms) display bounded rationality and opportunism. Bounded rationality suggests that people cannot be truly rational despite their desire to be so. Opportunism suggests that people often cheat to gain at the expense of the other party in a transaction. Hence, organizations are designed to reduce the impact of bounded rationality and safeguard against opportunism. Transaction costs are incurred in ensuring efficient and fair exchanges between economic actors. There are three kinds of transaction costs: information costs related to the search, acquisition, storing, processing, and dissemination of information associated with the transactions contracting costs which refer to the cost of negotiations and contract development coordination costs related to the activity concerned with satisfying each party to an exchange that the value given and received is in accordance with the formal contractual agreements and expectation. The most efficient forms of organizations result when governance mechanisms reduce the transactions costs. Traditionally, TCT suggested that market, hierarchy, and clan were three governance mechanisms that were efficient in three different contexts. This paper argues that the internet has increased the efficiency of market governance leading to transactions that were not feasible earlier. Large and reputed organizations now have an opportunity to reach out to customers and also increase their participation in transactions. The internet has also led to the emergence of virtual organizations based on a new mode of governance called self-governance. Organizations can now encourage their employees to be part of communities of practice for mutual benefit. Extranets have enhanced the scope of network organizations by making network governance more viable. They provide a means of developing a reliable vendor network that gives the large organizations the benefits of the market while maintaining appropriate hierarchical control. Finally, intranets have improved the efficiency of hierarchical governance thus expanding its scope of application. They have improved the efficiency of matrix organizations and facilitated the management of integrated and centralized organizations. Intranets have also made clan governance more feasible. This will allow large companies to build organic solidarity in a geographically distributed team to create new products. In essence, the emerging information technologies are beneficial for the following reasons: They have led to the emergence of new modes of governance. They have increased the opportunity to govern a greater range of exchanges than was possible without them. They have altered the conditions under which the alternate modes of governance are suitable. However, organizational designers need to acquaint themselves with the limitations before designing organizational forms.

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Adriani, Zulfina, Shofia Amin, and Sry Rosita. "PEMBELAJARAN MODEL METODE KASUS (CASE METHOD) UNTUK MENINGKATKAN PEMBELAJARAN INOVASI MAHASISWA MATA KULIAH MANAJEMEN STRATEGIK." Indonesian Educational Administration and Leadership Journal (IDEAL) 5, no. 2 (December 25, 2023): 61–69. http://dx.doi.org/10.22437/ideal.v5i2.30969.

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Strategic management is very important in managing an organization, because it can differentiate how well an organization achieves its performance, can face all forms of change and every decision provides benefits for various forms and types of profit-oriented organizations, government institutions, health and other organizations. other non-profits. Strategy is a process of implementing planning to achieve the organization's long-term goals by involving various existing resources. The Strategic Management course is a course designed to provide students with an understanding so they can implement a series of managerial decisions and actions in determining company performance in the long term. After students complete this strategic management course, students are expected to understand strategic management in terms of environmental observation, strategy formulation (strategic planning or long-term planning), strategy implementation, and evaluation/control. In addition, students are able to consider the implications of organizational strategy for the entire human resource system in the organization by translating organizational goals into specific resource management systems.

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Gersick, Kelin E. "Ethnicity and Organizational Forms: An Interview with William Ouchi." Family Business Review 5, no. 4 (December 1992): 417–36. http://dx.doi.org/10.1111/j.1741-6248.1992.00417.x.

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Professor William Ouchi, the author of Theory Z and The M-Form Society, is one of the country's most respected authorities on comparative international management and competitiveness. In this interview, he discusses the application of his concept of the organizational clan to family enterprise, and the critical importance of ethnicity in our experience of our social environment.

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Gena, E. E. "Legal forms of the organizational basis for the activities of the innovation science and technology center." Ser-11_2023-1 64, no. 1, 2023 (January 30, 2023): 88–100. http://dx.doi.org/10.55959/msu0130-0113-11-64-1-6.

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The article is about the organizational basis of the innovative scientific and technological centers activity (ISTC) and its legal forms: 1) the organizational structure of the ISTC established in the law; 2) organizational relationship between persons involved in the project implementation, defining as a person’s special legal status depending on the ISTC management company’s decision (either on granting the status of a project participant to a legal entity, or on concluding an agreement on the implementation of scientific and technological activities with a person without the project participant status). The author, considering the elements of management in the ISTC organizational structure, concludes that there are differences in management relations in the ISTC and in a corporation. The article defines features of the ISTC management system and management subjects’ legal status: the management company — a joint-stock company endowed with public legal powers and carrying out general management of the ISTC activities, and the fund — a non-profit organization that acts as the owner or tenant of the property, which is part of the ISTC, as well as making strategic decisions on the ISTC creation and functioning. Analyzing the organizational relationship, the author highlights the legal consequences of the organizational relationship existence between the persons involved in the project implementation.

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Huybrechts, Benjamin, and Helen Haugh. "The Roles of Networks in Institutionalizing New Hybrid Organizational Forms: Insights from the European Renewable Energy Cooperative Network." Organization Studies 39, no. 8 (July 30, 2017): 1085–108. http://dx.doi.org/10.1177/0170840617717097.

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Hybrid organizational forms combine values and practices from different institutional domains, rendering them difficult to fit neatly into the structures of extant organizational forms. Since the work required to institutionalize a new hybrid organizational form may be beyond the resources and capabilities of individual organizations acting alone, we shift the focus to inter-organizational collective action. Using empirical data from a study of a European network of renewable energy cooperatives, we find that, in order to institutionalize the new hybrid organizational form, the network can contribute to overcome the legitimacy challenges inherent in organizational hybridity. In particular, the network builds field-level receptivity to institutional pluralism, collectively codifies the hybrid organizational form, and consolidates legitimation towards plural field-level audiences. In order to perform these institutionalization roles, the network itself becomes increasingly formalized and mobilizes mediating functions involving different types of resources, legitimacy and target audiences. The research advances knowledge of hybrid organizational forms and their collective institutionalization through inter-organizational networks.

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Gerster, Daniel, Christian Dremel, Walter Brenner, and Prashant Kelker. "How Enterprises Adopt Agile Forms of Organizational Design." ACM SIGMIS Database: the DATABASE for Advances in Information Systems 51, no. 1 (January 21, 2020): 84–103. http://dx.doi.org/10.1145/3380799.3380807.

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Arjoun, Aida, and Sami Boudabbous. "Innovation Practices and Organizational Learning." International Journal of Business and Management Review 12, no. 1 (January 15, 2024): 52–80. http://dx.doi.org/10.37745/ijbmr.2013/vol12n15280.

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The organization's ability to innovate is a prerequisite for the successful use of inventive activity of resources and new technologies. Indeed, the introduction of new technologies presents complex opportunities and challenges for organizations, leading to changes in management practices and the emergence of new organizational forms. Thus, innovation is an important source of growth and a determinant of competitive advantage for many organizations. Indeed, achieving innovation requires coordinated efforts of many actors and the integration of activities across specialized functions, domains and contexts of knowledge application. Our goal is to provide a perspective on organizational innovation and to identify the importance of organizational cognition and learning to improve innovation.

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Wang, Ya Ning, and Yi Hong Zhao. "Study on Organizational Design of Enterprise Project Management." Applied Mechanics and Materials 174-177 (May 2012): 2889–92. http://dx.doi.org/10.4028/www.scientific.net/amm.174-177.2889.

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Enterprise project management (EPM) is a new enterprise managing pattern, which organizational design of enterprise needs to fit with. The characteristics of project organization and enterprise organization are analyzed, and organizational requirement of enterprise project management are discussed. Based on these analyses, the paper puts forward organization forms of enterprise project management, and discusses how to select the enterprise project management organization (EPM organization).

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Nantoi, Daria, and Vadim Nantoi. "ORGANIZATION MANAGEABILITY ENHANCED THROUGH TOPOLOGICAL MODULAR FORMS." Journal of Social Sciences 6, no. 2 (July 1, 2023): 16–36. http://dx.doi.org/10.52326/jss.utm.2023.6(2).02.

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Organizational manageability is a crucial aspect of business management, requiring a combination of forecasting, planning, organizing, implementing, controlling and decision-making. Topological modular forms study the properties of objects that are invariant under certain types of transformations and the authors search for and identify a set of key factors that are essential to the organizational manageability (both stable and unstable) and create a framework that captures these factors. Organizational manageability is highly complex and multifaceted field that requires the integration of mentioned elements. In order to simplify incommensurable complexity, authors offer the hypothesis that differentiating the approach to manageability in the two distinct situations "steady and familiar condition" and "unsteady and with considerable uncertainty condition" is effective. Discrimination between those two situations is essential for business success and requires a deep understanding of market trends, customer needs, design of organization and usage of resources. By mastering the principles of organizational manageability based on mentioned classification of situations, businesses can improve their performance, increase their competitiveness and achieve their goals more effectively.

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Loncar, Dragan. "Postmodern organization and new forms of organizational control." Ekonomski anali 50, no. 165 (2005): 105–20. http://dx.doi.org/10.2298/eka0565105l.

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This article displays post bureaucratic organisational concept as an adequate representative of all emerging organizational forms which are natural result of persistent initiatives to flexibly and intensify working process. Under this term we assume all budding ?sub-representatives' such as Total Quality Management (TQM), Just-in-time concept (JIT), network systems and joint ventures, virtual organizations, teamwork and other related structures. The author concludes that main virtues of new organizational paradigm are flexibility, decentralization, higher employee empowerment, knowledge and information sharing, responsibility for the system as a whole and permanent learning. On the other hand, some downsides become obvious. Those are danger from anarchy, responsibility and stress, greater employees' insecurity and resistance to new practices. Furthermore, the paper shed light on power and identity dynamics through the lens of improved and still intentional methods of organizational control. The main argument is that compulsive desire to control never fades away, only the methods of control takes different, more advanced forms through organizational culture, vocabulary and discourses monitoring at a distance, peer evaluation inside teams, employee selection and many others.

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Životić, Ilija, Kristijan Ristić, Snežana Krstić, Srboljub Nikolić, and Bruno Đuran. "Management of organizational payment security." Oditor 8, no. 3 (2022): 72–95. http://dx.doi.org/10.5937/oditor2203072z.

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Risk management in payment transactions includes identifying, measuring and managing risks. That is why it is necessary to establish its effective function in payment transactions. In the last ten years, the development of risk management in countries in transition is evident. Bearing these facts in mind, the aim of this research study is to analyze the risks in payment transactions, with special reference to the analysis of cash management. The results of this overview study show that each bank operates with a smaller or larger number of risks, positioning itself between two extremes: absolute risk acceptance and absolute risk non-acceptance. It is necessary that the level of risk acceptance be proportional to the bank's ability to cover the resulting losses, as well as to achieve an acceptable rate of return. Achieving higher returns is possible if the bank establishes effective identification, measurement and management of business risks. The carriers of security breaches arise from the types of sources from which forms of security breaches will later arise. In order to carry out the defense and protection function, it is necessary to include those measures that provide the possibility of eliminating elements that lead to the violation of security and danger. Those measures must be an integral part of the institution and the execution of the work process. The condition for safe and normal operations in cash payment transactions implies the necessity of having trained personnel for the implementation of the security function. In order to implement the security function and manage it successfully, it is necessary to integrate various norms in the existing legal regulations.

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Osterloh, Margit, Jetta Frost, and Bruno S. Frey. "The Dynamics of Motivation in New Organizational Forms." International Journal of the Economics of Business 9, no. 1 (February 2002): 61–77. http://dx.doi.org/10.1080/13571510110102976.

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Walsh, Ian J., Mamta Bhatt, and Jean M. Bartunek. "Organizational Knowledge Creation in the Chinese Context." Management and Organization Review 5, no. 2 (July 2009): 261–78. http://dx.doi.org/10.1111/j.1740-8784.2008.00121.x.

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This paper elaborates theories of organizational knowledge creation by exploring the implications of institutional change for organizational knowledge creation in Chinese organizations of different ownership forms. Using a dynamic institutional perspective, we discuss prominent characteristics of the Chinese context and develop propositions about knowledge creation patterns in different organizational forms. We also theorize about the effects of increasing institutionalization on patterns of organizational knowledge creation in China and the consequent implications for innovation. We conclude with a discussion of the theoretical implications of this model and suggestions for further research.

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Barron, David N. "Pathways to Legitimacy Among Consumer Loan Providers in New York City, 1914-1934." Organization Studies 19, no. 2 (March 1998): 207–33. http://dx.doi.org/10.1177/017084069801900203.

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In this paper, I study the early development of two organizational forms: credit unions and Morris Plan banks which, in the early twentieth century became socially acceptable money-lenders. Three forms of legitimacycognitive, moral, and pragmaticare important in understanding their evolution and social integration. Cognitive legitimacy corresponds to what is usually considered by organizational ecologists to be legitimacy as 'taken-for-grantedness'. Organizations have moral legitimacy in so far as they have the moral approval of most members of society. Pragmatic legitimacy 'rests on the self-interested calculations of an organization's most immediate audiences' (Suchman 1995). The analysis goes beyond previous work in two ways. First, new mechanisms of legitimation are introduced into models of organizational founding and growth. Second, organizations are assumed to be able to deliberately influence their legitimacy by their actions. Empirical tests combine quantitative analyses of founding and growth rates with a qualitative analysis of historical material. In addition to density-dependent processes of legitimation, the organizations are found to act in a social-movement-like manner, thereby enhancing their moral legitimacy. This increases their founding and growth rates, and gives them a competitive advantage over earlier forms of money-lending that lacked moral legitimacy. I also find evidence that pragmatic legitimacy is spread via social networks.

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Grisold, Thomas, Adrian Klammer, and Florian Kragulj. "Two forms of organizational unlearning: Insights from engaged scholarship research with change consultants." Management Learning 51, no. 5 (May 29, 2020): 598–619. http://dx.doi.org/10.1177/1350507620916042.

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Following recent calls to extend our understanding of organizational unlearning, we gain empirical insights into how the process unfolds in practice. Based on the findings of a study with change consultants in Europe, we conceptualize two forms of organizational unlearning. First, open-ended unlearning refers to instances where organizational knowledge is intentionally discarded, but the outcomes of the change process are not known. Second, goal-directed unlearning refers to situations where organizations implement specified knowledge structures that are incompatible with established ones. We also find that both forms of organizational unlearning necessitate preparatory work and interventions that increase their likelihood to succeed. Outlining the implications of the organizational unlearning concept in organizational practice contributes to a better understanding of existing research. We further discuss implications for theory and outline avenues for future research.

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Alekseev, O. B., A. S. Alekhin, D. V. Sanatov, and R. A. Baryshev. "Using the Organizational Balance Method for Transforming the Management of Scientific Activities in a University." University Management: Practice and Analysis 28, no. 1 (June 22, 2024): 99–110. http://dx.doi.org/10.15826/umpa.2024.01.007.

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The main aim of this article is to describe the application of the organizational balance method to diagnose and evaluate the state of scientific research organization in contemporary Russian universities. Despite the widespread view of the modern university as a research-oriented institution, only a relatively small portion of universities have been able to organizationally embrace coherent forms of educational and research activities. In the majority of universities, not only the lack of resources for scientific research, but also the evident dominance of educational activities as resource-generating over scientific endeavors in all possible forms, leads to the stagnation of educational program reorganization processes and drifts away from solving real-world problems. The authors perceive a solution to this predicament in more active experimentation with new autonomous, interdisciplinary, and networked forms of organizing the interaction between education and science in the university.

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Ali, Muzaffar Ahmed, Sherwan Omar Omer, and Zana Majeed Sadiq. "The Role of Information System Efficiency Human Resources in the Strategic Practices of Human Resources Management." Iraqi Administrative Sciences Journal 2, no. 2 (June 30, 2018): 219–33. http://dx.doi.org/10.33013/iqasj.v2n2y2018.pp219-233.

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The objective of the research is to analyze the relationship between organizational strength and functional entanglement and its impact on achieving strategic objectives at the level of the research sample. This is based on the model of default after taking into account the nature of the relations between the variables of research and their dimensions represented by the organizational force (structural strength, Emotional, cognitive and behavioral immersion in the achievement of strategic objectives that include their dimensions (innovation, productivity, social responsibility). Two main hypotheses have been constructed, resulting in a set of sub-hypotheses, In order to test the hypotheses, and in line with the above, a sample of private hospital leaders was selected in the city of Erbil as a community and a sample for research. 60 forms were distributed to the administrative leaders and 51 forms were retrieved while the valid forms for analysis (49), accounting for 81.6% of the total. The research found that there is a correlation between organizational strength and job entanglement and a significant positive effect on the relationship between organizational power and job integration combined and individually in achieving strategic objectives. The research recommended that work should be done to raise organizational organizational levels and research organizational factors that can lead to the development of the organizational strength of the organizations with incentives and incentives that contribute to increasing the rate of managerial involvement.

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Giustiniano, Luca, and Chiara D'Alise. "Networks, Clusters, and Small Worlds: Are they related?" Journal of Organization Design 4, no. 2 (July 7, 2015): 48. http://dx.doi.org/10.7146/jod.20478.

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In recent years, many industries have seen the rise of new inter-organizational forms. Among those new forms, organizational networks, clusters, and small worlds are attracting increasing interest, both in academic research and management practice. While economic theory considers such forms to be market failures, organization theory highlights their potential positive effects on the participating organizations. The organizational literature often uses the terms “networks”, “clusters”, and “small worlds” as synonymous even though there are differences between them. Moreover, given the sometimes-spontaneous emergence of these organizational forms, the extent to which they can be designed is not always clear. This article discusses the characteristics of networks, clusters, and small worlds; their operational parameters; and how these organizational forms are related. Further, we identify the role of design in these types of organizations.

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Tamunosiki-Amadi, Jasmine Okponanabofa, and Helen-May Ogoun. "IMPERATIVE OF ORGANIZATIONAL PERSONALITY AND ORGANIZATIONAL COMMITMENT IN THE CHEMICAL/PHARMACEUTICAL INDUSTRY IN SOUTHEAST, NIGERIA." International Journal of Research in Commerce and Management Studies 05, no. 02 (2023): 19–40. http://dx.doi.org/10.38193/ijrcms.2023.5203.

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The study looked at the organizational commitment and personality of workers in chemical and pharmaceutical companies. In this study, organizational commitment in the forms of normative, continual, and affective commitment were used to gauge an organization's practical personality traits. Three hypotheses were developed to investigate the association and a research question was posed using the individual employees as the unit of study. According to Krejcie and Morgan's sample size calculation, the study's sample size was one hundred and forty-eight employees, which is the same size as the population of two hundred forty-three. The analysis's findings demonstrated that there is a considerable and advantageous impact on the types of commitment. The study suggests that participation and objectivity in the functioning and management of the organizational personality can increase commitment and make the difference between an organization's success and failure.

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Ilinitch, Anne Y., Richard A. D'Aveni, and Arie Y. Lewin. "New Organizational Forms and Strategies for Managing in Hypercompetitive Environments." Organization Science 7, no. 3 (June 1996): 211–20. http://dx.doi.org/10.1287/orsc.7.3.211.

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Kallinikos, Jannis. "Work, Human Agency and Organizational Forms: An Anatomy of Fragmentation." Organization Studies 24, no. 4 (May 2003): 595–618. http://dx.doi.org/10.1177/0170840603024004005.

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This article is concerned with the changing premises of human involvement in organizations underlying current employment and labour trends. The appreciation of these trends is placed in the wider historical context signified by the advent of modernity and the diffusion of the bureaucratic form of organization. The article attempts to dissociate bureaucracy from the dominant connotations of centralized and rigid organizational arrangements. It identifies the distinctive mark of the modern workplace with the crucial fact that it admits human involvement in non-inclusive terms. Modern humans are involved in organizations qua roles, rather than qua persons. Innocent as it may seem, the separation of the role from the person has been instrumental to the construction of modern forms of human agency. An organizational anthropology is thereafter outlined based on Gellner's conception of `Modular Man'. Modernity and bureaucracy construe human beings as assemblages of relatively independent behavioural modules that can be invoked individually or in combination to respond to the differentiated character of the contemporary world. While the occupational mobility and organizational flexibility currently under way presuppose a model of human agency that recounts basic attributes of the modular human, they at the same time challenge it in some important respects.

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Torres, Pedro, and Mário Augusto. "Understanding complementarities among different forms of innovation." European Journal of Innovation Management 23, no. 5 (October 21, 2019): 813–34. http://dx.doi.org/10.1108/ejim-01-2019-0012.

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Purpose The purpose of this paper is to better understand complementarities-in-performance of three forms of innovations: product innovation, process innovation and organizational innovation. Additionally, complementarities-in-use for product innovation are examined, considering an additional condition: manufacturing flexibility. Design/methodology/approach Using data from 223 unlisted Portuguese industrial firms, and a fuzzy-set qualitative comparative analysis, different combinations of different forms of innovations were examined to identify complementarities-in-performance and complementarities-in-use. Findings Through the configurational analysis, a path to achieve high performance was uncovered, which includes the presence of both product and organizational innovations. The study also reveals that the joint absence of two conditions (from the three that were considered in the analysis) can lead to low performance. This result indicates that the relationships among the antecedent conditions are non-linear. The configurational analysis also shows that the combination of manufacturing flexibility with either process innovation or organizational innovation can lead to high product innovation. This result confirms that manufacturing flexibility is an important condition for product innovation. Research limitations/implications The empirical evidence reported in this paper may be influenced by the definitions that were considered. Further conceptual and empirical research is encouraged to corroborate (or refute) or consolidate the findings presented herein. Moreover, although the obtained results present a high empirical coverage, other antecedent conditions beyond the scope of this study can also play an important role; for instance, marketing could influence innovation performance. Furthermore, radical innovation was not distinguished from incremental innovation when analyzing firm performance. Practical implications This study provides some clues for policy makers who aim to enhance firm performance through innovation. Managers should focus on both organizational and technological innovations, in particular product innovation, to improve firm performance. Moreover, they should be aware of the complementarities-in-use for product innovation. Considering the importance of developing product innovation to enhance performance, firms should promote high levels of product innovation. To achieve this outcome, manufacturing flexibility should be present. Originality/value Focusing on a very complex and still under-researched topic, this study contributes to the complementarities literature in several ways. This study employs a configurational approach to better understand complementarities and to integrate technological and organizational innovations. By taking this approach, this study acknowledges the existence of non-linearity and identifies not only the strategies to achieve high performance, but also the configurations that lead to low performance.

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Dhillon, Gurpreet, and James Douglas Orton. "Schizoid Incoherence, Microstrategic Options, and the Strategic Management of New Organizational Forms." M@n@gement 4, no. 4 (2001): 229. http://dx.doi.org/10.3917/mana.044.0229.

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Dentoni, Domenico, Jos Bijman, Marilia Bonzanini Bossle, Sera Gondwe, Prossy Isubikalu, Chen Ji, Chintan Kella, Stefano Pascucci, Annie Royer, and Luciana Vieira. "New organizational forms in emerging economies: bridging the gap between agribusiness management and international development." Journal of Agribusiness in Developing and Emerging Economies 10, no. 1 (February 10, 2020): 1–11. http://dx.doi.org/10.1108/jadee-10-2019-0176.

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PurposeThis editorial article introduces and analyzes a variety of new organizational forms that rapidly emerged in Africa, Asia, Latin America and Eastern Europe in the latest two decades. Among the others, these include: business model partnerships, business platforms, incubators and hubs, public–private partnerships, agribusiness companies' foundations and spin-offs, short supply chains, community-supported agriculture and other community self-organizing experiences. Building upon the recent literature and the five selected papers in this special issue, the authors discuss what is novel in these organizations and why, when and how they emerge and evolve over time.Design/methodology/approachThe authors identify three elements that, when considered together, explain and predict the emergence and evolution of these new organizational forms: institutions, strategies and learning processes.FindingsThe authors demonstrate that societal actors seeking to (re)design these new organizational forms need to consider these three elements to combine the pursuit of their interests of their own constituencies with the sustainable development goals (SDGs).Originality/valueTaking stock from the literature, the authors invite future research on new organizational forms to take explicitly the pursuit of the SDGs into consideration; to build upon a process ontology; and to deeply reflect on our positionality of scientists studying and sometimes engaging in these organizations.

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Skica, Tomasz, Jacek Rodzinka, and Elzbieta Ociepa-Kicinska. "Organizational Forms of Entrepreneurship Support: A Case Study." EUROPEAN RESEARCH STUDIES JOURNAL XXIV, Issue 3 (August 1, 2021): 367–85. http://dx.doi.org/10.35808/ersj/2359.

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