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Transorganizational systems (TSs) are a collection of organizations that have agreed to work interdependently to accomplish a task too large in scope for a single organization. TS are organizational structures capable of addressing large-scale problems, and are vitally important. However, relative to the stand-alone organization, TS theory is under-developed and currently no comprehensive diagnostic model exits for managing TS change. Theoretically constructed diagnostic models are essential ingredients of any planned change effort. The purpose of this paper is to propose a comprehensive model for diagnosing TS.

In this paper a comprehensive model for diagnosing TS is proposed. In constructing the model existing literature is integrated with the enduring organization development work of Cummings and Worley (2015). These authors developed a comprehensive model to diagnose organizations at three levels: individual, group, and organization. This paper proposes adding a fourth, higher order level – the TS level.

The resulting diagnostic model offers theorists and practitioners a comprehensive framework for use in diagnosing TS functionality and performance.

The results of quality diagnosis are essential in managing change leading to improved TS effectiveness.

Currently no comprehensive diagnostic model is available for managing higher order change in TS. This paper aims to fill this void.

Here are five ways you can improve your company's strategic planning process.

The purpose of this paper is to examine whether homophily – whereby people are influenced by those perceived as similar to themselves – affects attitudes toward police misconduct. Specifically, whether demographic dissimilarity between police chief executive law enforcement officers (CEOs) and subordinates is related to differences in perceptions of misconduct.

The data for this research are drawn from the National Police Research Platform. Multilevel mixed-effects regression modeling is used to analyze data from 78 randomly selected US police agencies (78 law enforcement CEOs and 10,709 officers from those agencies).

The main finding is that demographic dissimilarity between the CEO and subordinates is associated with differences in attitudes about police deviance, net of other factors.

The results exemplify the need to diversify police agencies at all levels, not just the lower ranks. Because employees were found to be more similar to those one step (up or down) from one another on the organizational hierarchy, diversifying at all levels of the police organizations will help to reduce the social distance between those in closer ranks, which could ameliorate the dissimilarity effect. Likewise, police agencies may need to adopt new management strategies to compensate for a diversifying workforce.

This study builds on previous research and investigates an understudied topic in the policing literature by assessing the extent to which dissimilarity is related to attitudinal congruence about workplace deviance in police organizations.

There is an ongoing shortage of talented supply chain managers with the necessary skills and business-related competencies to manage increasingly complex and strategically important supply chain processes. The purpose of this paper is to propose that organizations can create and maintain competitive advantage by leveraging the expertise of human resource development (HRD) professionals to provide a range of developmental and change-oriented interventions related to critical supply chain manager skill sets that are currently in short supply.

This is a conceptual paper.

This is a conceptual paper.

Supply chain management (SCM) decisions significantly influence financial performance since firms expend up to 75 percent of their revenue on supply chain activities. HRD professionals' intervention capabilities in training and development, organizational development and change management uniquely equip them to disseminate a deeper and broader understanding of the SCM concept within organizations, to help prioritize the development of supply chain managers and to address the complex interpersonal issues associated with helping people to work together collaboratively to foster operational innovation and make increasingly complex supply chain processes function effectively.

The requisite skill sets for effective supply chain managers are described, linkages between HRD and SCM are highlighted, and areas of HRD professionals' expertise that can be exploited to better develop supply chain managers' skill sets and competencies are considered.

This study aims to extend the research in the field of external investments in family firms. It contributes to the literature by analyzing the drivers of the family firm owner-managers selling a minority stake to a strategic investor. This type of external investment might be of great interest to family firms because the family firm owner-managers can secure control over the firm and preserve socioemotional wealth while simultaneously generating additional financing and gaining strategic and managerial know-how. Likewise, minority investments in family firms might also be of high interest to strategic investors, thus enabling close collaborations (e.g. in R&D, purchasing and sales) with minor equity investments.

This study tests the hypotheses using a vignette study leveraging 327 observations from family firm owner-managers.

Based on the socioemotional wealth perspective, this study hypothesizes that the degree of family prominence, the degree of employee orientation and pure family management influence the willingness to sell. In addition, this study hypothesizes that the moderating effect of a below-average financial performance weakens the abovementioned direct effects. This study finds support for most hypotheses.

This study extends the research in the field of external investments in family firms. It contributes to the literature by analyzing the drivers of the family firm owner-managers selling a minority stake to a strategic investor.

Scarcity of resources, ecological imbalance, global warming, rising energy prices and the ever-changing need for variety have attracted the government and manufacturers for sustainable development of the industries. The integrated sustainable-green-lean-six sigma-agile manufacturing system (ISGLSAMS) provides a solid platform for meeting both the customers’ variety needs and business sustainability requirements. Many organizations opted for ISGLSAMS, but still due to various barriers organizations are not able to fully implement ISGLSAMS. The purpose of this paper is to identify the barriers to the ISGLSAMS, so that a more sustainable industrial manufacturing system and industrial symbiosis can be developed.

A literature review, from the Web of Science and Google Scholar database, has been carried out to identify the various barriers to the implementation of ISGLSAMS in the entire value chain. A total of 168 research papers have been reviewed for identifying the ISGLSAMS barriers.

This paper elaborates the concept of the ISGLSAMS, its attributes and various barriers and contributes to a better understanding and successful implementation of ISGLSAMS to meet business’ sustainability and market performance goals in the entire value chain. The paper also projects the future research framework and directions for the ISGLSAMS, integrated sustainable-green-lean-six sigma-agile (ISGLSA) product and ISGLSA supply and value chain.

The study contributes to a better understanding of ISGLSAMS’ barriers. The government, stakeholders and policymakers may plan the policy, road map and strategies to overcome the ISGLSAMS’ barriers. In-depth knowledge of subclauses of ISGLSAMS’ barriers will help the practitioners to overcome the ISGLSAMS’ barriers strategically. By overcoming the ISGLSAMS barriers, a more sustainable 7 Rs based market focused manufacturing system can be designed. This will also increase the opportunities to enhance the industrial ecology, industrial symbiosis and better recovery of the product, process and supply chain residual value. This will reduce the waste to the ecosystem.

This work has been carried out in search of a more sustainable manufacturing system, i.e. ISGLSAMS (which is 7 Rs based, i.e. 6 Rs of sustainability with 7th R, reconfiguration) to meet the customer variety needs along with sustainability in the ever-changing customer market. This study adds value to the practitioners to identify and prioritize the ISGLSAMS’ industry-specific barriers and design the solution for the more sustainable development of (1) industries, (2) the industrial symbiosis system and (3) the ISGLSA product, process, system and supply value chain with minimum resource consumption and environmental impact. The research also contributes to the (a) ISGLSAMS (b) ISGLSA supply chain (c) reconfigurable, sustainable and modular products and (d) redesign, recovery and refurbishing of the product to increase the product life cycle.

The aim of the paper is to contribute to the discussion of treating the concepts of lean and agile in isolation or combination by presenting an alternative view from complexity thinking on these concepts, considering an epistemological approach to this topic.

The paper adopts an epistemological approach, using the complexity thinking as the dominant paradigm from which to investigate the concepts and principles of lean and agile.

The epistemological approach to the topic clearly reveals the opposition between two thinking principles: the principle of simplicity and the principle of complexity. Next, the authors evaluated how the complexity thinking principles of Morin may permit the two different ways of thinking to be reconciled. They find out that, in an organization, lean and agile are not only inseparable but also interdependent.

The paper shows how the concepts of lean and agile can be combined, which may be of help to managers and project leaders to adopt from both practices and tools to improve their competitiveness.

The novelty of this paper is the presentation of an alternative approach to the concepts of lean and agile, using an epistemological point‐of‐view. The paper deepens the understanding of the lean and agile concepts by applying the complexity paradigm as proposed by Edgar Morin. Furthermore, it proposes self‐organizing teams for possible unification of both concepts.