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The purpose of this paper is to assist an organization to restructure as a bi‐modal organization in order to achieve sustainability in today's highly complex business world.

The paper is conceptual and is based on relevant literature and the authors' research and practice.

Although fluid self‐organizing networks are the natural state for humankind, in most organizations “organizing” entails the process of autopoiesis. This process does not produce the open fluid organization that is required for success in today's business world. While autopoiesis is taking place, informal socialization is taking place across the organization's interpersonal networks. Under supportive conditions, this leads to the development of a bi‐modal organization where one or more open systems may emerge and co‐exist concurrently with the autopoietic system; these open systems include fluid networks and complex adaptive system. The bi‐modal organization achieves sustainability by balancing a certain amount of organization versus a certain amount of instability, leading to predictability with disorder, and planned long‐term strategy achieved through many concurrent short‐term actions.

Future research will involve an empirical study that will further examine the bi‐modal organization, its development, and its properties.

The systems that surround a business organization now and for the foreseeable future are highly dynamic, competitive, and socially individualized, and demand a new organizational form and competencies that may only be exhibited by a bi‐modal organization based on an open system. The paper describes how an organization can restructure to become a bi‐modal organization.

The paper should help improve quality of work‐life and organizational structure.

The paper describes a new organizational form designed to flourish in today's complex business contexts.

Change is an essential business trait. Manufacturing particularly is transforming at an unprecedented pace. Adopting effective management practices, capable of keeping pace with the changing technological environment, is particularly important to success in global markets. Manufacturers employing advanced manufacturing technology (AMT) are often more flexible than their traditional counter‐parts since AMT permits the integration of product design and production processes. Consequently, this synergistic effect facilitates achievement of world‐class manufacturing objectives. Despite obvious advantages, sparse research exists concerning achieving AMT competitive advantages. To incorporate AMT organizationally, management must be cognizant of the requirements for successful AMT implementation. Provides managerial requirements for successfully achieving AMT competitive advantages. Assuming management understands the “how” of doing things right and incorporates the necessary corporate cultural changes to embrace AMT, manufacturing strategic planning can lead the organization towards “what” are the right things to pursue. Therefore, strategic planning is given substantial consideration.

This study aims to contribute to the field of computer systems for sustainability research. It proposes a framework for sustainability awareness using online social networks (OSNs) by analyzing major research streams of the current state of knowledge and different bibliometric variables, and identifies a future research agenda in the field.

The preferred reporting items for systematic review and meta-analysis (PRISMA) methodology, content analysis and bibliometric tools were employed to identify, select, collect, synthesize, analyze and evaluate all research published on sustainability awareness using OSNs to provide complete insight into this research area.

This study proposed a framework comprising four categories for sustainability awareness using OSNs. These four categories are: the key factors to success, analysis of existing tools, proposal of new methods, approaches and theoretical frameworks, and case examples. In addition, this study synthesized the future research challenges for each category of the proposed framework.

Fostering sustainability awareness and sustainable behavior using OSNs is a growing area of research that seeks cultural change in society to achieve sustainable development. Through OSNs, people can discover and become aware of the consequences of unsustainable practices and habits in society, and learn how to develop sustainable behavior.

The peer review history for this article is available at https://publons.com/publon/10.1108/OIR

Considering the size and intricate nature of defense supply chains (DSC), there exists a need for a conceptual understanding regarding the precise dynamics of collaboration among the various participants engaged in these chains. This paper seeks to address the gap by investigating the practices that enable or inhibit collaborations and the development of new competencies to effectively employ a flexible response to temporary or more sustained surges in demand. Ultimately, the study aims to develop a theoretical framework relevant to the practical implementation and scholarly examination of contemporary military supply chains.

Semi-structured interviews were conducted with 51 DSC professionals in 7 embedded cases within an enterprise framework. The resulting transcripts were analyzed using constructs and concepts from a supply chain logistics (SC/L) literature analysis and synthesis relevant to our research purpose. Finally, the results were validated by an industry focus group with 12 participants representing the government, military, industry, and academia.

This research produced empirical generalizations that provide in-depth and systematic exploratory insights into collaboration’s meaning and characteristics within the DSC context. This study culminates by introducing a conceptual model and definition of defense supply chain collaboration (DSCC) and concludes by proposing future research directions.

This study makes a novel and empirical contribution to the SC/L body of knowledge by investigating embedded cases through unique access to informants within an enterprise framework that focuses on the antecedent influencing factors of collaboration within the contextual domain of the DSC and positions a future research agenda.

The transition to the information age is shifting the decision‐making authority structure in organizations from political systems and subjective appraisals to management systems and objective personnel evaluations. The critical need to adopt the management system and objective evaluation procedures is based on the truism that timely, relevant, accurate feedback is a primary motivator of people.

Research on communication in organisations has enabled us to develop a body of knowledge about recognising and overcoming barriers to effective communication. In contrast to the tenet in the communication literature that communication barriers require minimisation, the leadership literature provides a basis for a re‐conceptualisation of the “problems” into opportunities. This article offers a theoretical synthesis of the communication and leadership literatures to extend our knowledge of improving communication in organisations.

Given that the majority of firms are followers of pioneering firms into new, related product markets, managers of almost all firms can benefit from benchmarking their competitive responses to pioneering new product introductions. This paper examines the competitive responses of firms not only in terms of the time until their responding new product introduction, but also in terms of the firms’ preceding stages of competitive response: awareness, interest, and evaluation. For example, how long does – and should – it take a follower firm to become aware of a pioneering new product introduction? A general conceptual framework and basic methodology is proposed for firms to evaluate and benchmark their competitive responses. Follower firm responses to pioneering new low‐fat food product introductions in North America are examined and illustrate the opportunity for benchmarking firms’ competitive responses.

This paper uses a developmental perspective to characterise quality initiatives in the higher education systems of four countries: Australia, New Zealand, the UK, and North America. Each country demonstrates variety in its practices, as well as consistent patterns of environment, policy and institutional response. Survey data support a continuum of quality evolution from a low quality, low organisational learning environment toward organisational learning capabilities. The three stages of learning proposed by both Senge and McKay and Kember are also reflected in the study’s findings. Drawing on these findings, implications for managers are outlined focusing on areas of key organisational transformation such as leadership, culture and infrastructure.

The 1990 International Conference of The Planning Forum held in Washington, D. C. set a new attendance record. Some 1300 senior executives exchanged war stories, business theories, and points of view while attending three days of presentations by major company CEOs, consultants to leading corporations, noted academics, and practitioners of strategic management. Many of the star presenters had the discerning Bernard C. Reimann, chairman of the Department of Management at Cleveland State University, in their audience busily taking notes. Professor Reimann regularly reports on major strategic management conferences for Planning Review.

There is a vast literature on managers' values and beliefs. However, there have been very few attemps to identify British managers' values or beliefs and relate them to employee relations practice. Marsh's survey of practice included questions on managerial values but this researcher did not attempt to develop a set of values which could explain differences between organisations. The objective of the current research reported here was to identify a paradigm of values and beliefs about employee relations as a basis for understanding differences in practices. The central proposition for the research was: There are among British managers identifiable values and beliefs about work, employment, management, effective organisations and the role of government in employee relations to explain, in part, differences in employee relations practice.