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Article
Publication date: 1 January 1989

Raef T. Hussein

It is argued that no one can ignore the existence of informalgroups within formal organisations. They perform necessary functions andsatisfy human needs. The role of the leader to…

1698

Abstract

It is argued that no one can ignore the existence of informal groups within formal organisations. They perform necessary functions and satisfy human needs. The role of the leader to achieve co‐operation between the formal and informal organisations, thereby encouraging group goals and company goals to coincide, is explored.

Details

Leadership & Organization Development Journal, vol. 10 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 9 May 2016

Yulia Chilipenok and Olga Gaponova

This paper aims to address issues related to informal relationships in modern Russian organisations, namely, the extent of these relationships, the conditions of their existence…

Abstract

Purpose

This paper aims to address issues related to informal relationships in modern Russian organisations, namely, the extent of these relationships, the conditions of their existence and their connection with formal relations.

Design/methodology/approach

The paper contains a discussion of the relevant theoretical issues and a presentation of empirical research conducted by the authors through a survey of the staff of a number of businesses based in major cities of the Russian Federation. The study also includes an analysis of an expert survey of top managers and an assessment of the role of the informal component in the social and labour cooperation of workers and employers in modern Russian organisations.

Findings

It is concluded that with the further advancement of Russia towards establishing an effective market economy, there is a general trend towards a reduction in the role of personal relationships in social and labour relations, although a complete rejection of protectionism in this area is not possible because of certain peculiarities of the Russian mentality.

Practical implications

Knowledge and understanding of the Russian national identity and its influence on the informal component of workplace labour issues will enable managers to be more effective in building and developing modern international business relations.

Originality/value

The paper studies a unique set of empirical data obtained by using authoring tools carefully tailored to the specific conditions of Russia. The results of the study will enable more effective management of informal relations in modern organisations.

Details

International Journal of Organizational Analysis, vol. 24 no. 2
Type: Research Article
ISSN: 1934-8835

Keywords

Book part
Publication date: 1 December 2004

Karen L. Higgins and Joseph A. Maciariello

Executives of network organizations seek to combine core competencies and talents of individual firms, along the various links of the value chain for a given project. These firms…

Abstract

Executives of network organizations seek to combine core competencies and talents of individual firms, along the various links of the value chain for a given project. These firms are brought together in alignment for the purpose of providing organizations a competitive advantage. Using multiple examples as well as results from an extensive research project, this chapter introduces a multidisciplinary model for leading network organizations. The model is informed by theoretical and empirical research and by executive practice. It includes consideration of an organization’s internal interactions as well as its interactions with the environment and with the external organizations within its network. The chapter provides leaders a set of four imperatives for achieving effective collaboration within networks.

Details

Complex Collaboration: Building the Capabilities for Working Across Boundaries
Type: Book
ISBN: 978-1-84950-288-7

Article
Publication date: 12 January 2010

Alberto F. de Toni and Fabio Nonino

The purpose of this paper is to identify the key roles embedded in the informal organizational structure (informal networks) and to outline their contribution in the companies'…

3902

Abstract

Purpose

The purpose of this paper is to identify the key roles embedded in the informal organizational structure (informal networks) and to outline their contribution in the companies' performance. A major objective of the research is to find and characterize a new key informal role that synthesises problem solving, expertise, and accessibility characteristics.

Design/methodology/approach

A framework for an in‐depth informal structure analysis based on social network analysis (SNA) methodology is structured and applied in a case study of a knowledge‐based enterprise operating in the information systems industry.

Findings

The paper identifies and characterizes the key informal roles (namely opinion leaders, central connectors, bottlenecks, experts, consultants, or helpful people) and a new one, called pilus prior (first lancer) that synthesises problem solving, expertise, and accessibility characteristics.

Research limitations/implications

Future research will move through the enlargement of the sample that will allow a better generalization of the results and the development of a model to quantitatively evaluate the performances of individuals recognized as informal leaders.

Practical implications

The proposed framework has a general applicability and can be a valuable tool for an in‐depth organizational analysis based on SNA methodology. Consequently, some directions are provided to increase cooperation and knowledge sharing flows inside the company and to align the formal organizational processes to the informal one.

Originality/value

The results of the research have been achieved by using an original approach, the joint analysis of three informal networks. The case suggests that pilus priors are the informal emerging leaders in the company who outperform their colleagues.

Details

The Learning Organization, vol. 17 no. 1
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 13 June 2016

Zaza Nadja Lee Hansen and Lauge Baungaard Rasmussen

Due to a number of reported failures of expatriation assignments, a growing body of literature is exploring the possible roles of mentors in supporting expatriates in critical…

1359

Abstract

Purpose

Due to a number of reported failures of expatriation assignments, a growing body of literature is exploring the possible roles of mentors in supporting expatriates in critical phases while working in another culture. The purpose of this paper is to expand upon the research of mentoring based on a literature review and an empirical study of mentoring expatriates in three transnational companies.

Design/methodology/approach

This paper is based on findings from three case companies based in Denmark. In total, 37 semi-structured interviews were conducted with expatriates, managers and vice presidents at the three home organizations and their subsidiaries.

Findings

Several empirical studies, including the study presented in this paper, indicate that ethnocentrism in the home-company is a main constraint for cross-cultural learning mediated by the expatriates. It is suggested that the HR department in the home-company should create specialized professional training programs and recruit employees with practical knowledge about expatriation. However, personal and relational mentoring should be conducted by experienced and motivated individuals who are supported and recognized, but not controlled, by the HR department.

Research limitations/implications

This research is focused on Danish companies and further research is needed to test the theories in other cultural settings.

Practical implications

This research can help companies and expatriates gain a more successful expatriation period.

Originality/value

The value and role of mentorship is detailed from a theoretical and practical perspective, which adds to the body of literature on expatriates and mentorship.

Details

Journal of Global Mobility, vol. 4 no. 2
Type: Research Article
ISSN: 2049-8799

Keywords

Book part
Publication date: 6 November 2012

Inya Egbe, Mathew Tsamenyi and Hadiza Sa’id

Purpose – This paper reports on the results of a case study that investigates the operations of formal and informal controls in a multinational-subsidiary in…

Abstract

Purpose – This paper reports on the results of a case study that investigates the operations of formal and informal controls in a multinational-subsidiary in Nigeria.

Design/methodology – Data has been gathered by way of semi-structured interviews, observation, document analyses and a focus group discussion.

Findings – Findings suggest that although issues relating to budgets, performance evaluation and rewards, staff recruitment and other formal aspects of controls were built on the platform of formality, these systems operated alongside informal controls in the organization. We suggest that beliefs systems, values and norms existing within the local community where the subsidiary is located could have a controlling effect and influence the formal organizational controls. Forms of informal controls such as trust were found to be prominent in the organization where superiors in certain instances assigned responsibilities to members of their teams not on the basis of their abilities or skills possessed by the member but because the member could be trusted.

Implications – The findings as reported here have significant implications for understanding the design of management controls in less developed countries (LDCs).

Book part
Publication date: 8 April 2013

Marty Laubach and Michael Wallace

Purpose – This study tests three theories of determinants of workers' subjective response to work situations – structural factors (measured by individual, organization, and job…

Abstract

Purpose – This study tests three theories of determinants of workers' subjective response to work situations – structural factors (measured by individual, organization, and job characteristics), general disposition, or informal work arrangements as constructed by Laubach's (2005) “consent deal.”Design/methodology/approach – Data were obtained from the Indiana Quality of Employment Survey, a survey of workers covering general working conditions. We constructed 10 models regressing worker perceptions and attitudes (e.g., satisfaction, relations with supervisors, meaningfulness) on structural determinants. We then used structural equation modeling to identify an underlying factor representing a general worker response from elements of the attitudes and perceptions. Finally, we regressed a scalar version of the general response factor on the structural determinants using the previous models.Findings – We identified a single second-order latent factor underlying the 10 attitudes and perceptions which represented the “general subjective response” of workers. This supported the concept of a dispositional effect. We then found that structural factors had a minimal effect on the subjective response, but that informal arrangements had a very strong effect. This undermined the first two theories and supported the third.Implications – Worker attitudes and perceptions are very resilient to different formal work arrangements but are highly influenced by the informal arrangements negotiated between workers and frontline management. Organizations can have the strongest effect on developing worker support by empowering frontline managers to make informal deals on workplace rules.Originality/value – This study offers a means to probe the relationship between formal and structural and the informal and subjective worlds of the workplace.

Article
Publication date: 25 March 2019

Bieke Schreurs, Antoine Van den Beemt, Nienke Moolenaar and Maarten De Laat

This paper aims to investigate the extent professionals from the vocational sector are networked individuals. The authors explore how professionals use their personal networks to…

1051

Abstract

Purpose

This paper aims to investigate the extent professionals from the vocational sector are networked individuals. The authors explore how professionals use their personal networks to engage in a wide variety of learning activities and examine what social mechanisms influence professionals’ agency to form personal informal learning networks.

Design/methodology/approach

This study applied a mixed-method approach to data collection. Social network data were gathered among school professionals working in the vocational sector. Ego-network analysis was performed. A total of 24 in-depth, semi-structured, qualitative interviews were analyzed.

Findings

This study found that networked individualism is not represented to its full potential in the vocational sector. However, it is important to form informal learning ties with different stakeholders because all types of informal learning ties serve different learning purposes. The extent to which social mechanisms (i.e. proximity, trust, level of expertise and homophily) influence professionals’ agency to form informal learning ties differs depending on the stakeholder with whom the informal learning ties are formed.

Research limitations/implications

This study excludes the investigation of social mechanisms that shape learning through more impersonal virtual learning resources, such as social media or expert forums. Moreover, the authors only included individual- and dyadic-level social mechanisms.

Practical implications

By investigating the social mechanisms that shape informal learning ties, this study provides insights how professionals can be stimulated to build rich personal learning networks in the vocational sector.

Originality/value

The authors extend earlier research with in-depth information on the different types of learning activities professionals engage in in their personal learning networks with different stakeholders. The ego-network perspective reveals how different social mechanisms influence professionals’ agency to shape informal learning networks with different stakeholders.

Details

Journal of Workplace Learning, vol. 31 no. 2
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 24 June 2020

Pratima Verma, R.R.K. Sharma, Vimal Kumar, Sung Chi Hsu and Kuei-Kuei Lai

The paper aims to investigate organizational variables and develop their relationship with horizontal strategy. The cultural dimensions and organization structure have been…

1062

Abstract

Purpose

The paper aims to investigate organizational variables and develop their relationship with horizontal strategy. The cultural dimensions and organization structure have been considered as organizational variables. The study also aims to shed light on the implementation horizontal strategy in conglomerates.

Design/methodology/approach

A survey was carried out with 122 conglomerate firms for examination. These companies were chosen to be of different sizes and sectors. The multiple regression analysis was utilized to analyze the data.

Findings

The results reveal that conglomerate firms also have a horizontal strategy. Additionally, organizational cultural dimensions namely, collectivism, clan culture, market culture and long-term orientation; formal and informal relationship; and horizontal organization structure (HOS) have positive and significant relationship with horizontal strategy. No significant relationship was found between uncertainty avoidance and adhocracy culture, and horizontal strategy.

Research limitations/implications

The major contributions of this study are explicitly identified as horizontal strategy exists in the conglomerate firms where the few organizational variables play a significant role in horizontal strategy implementation.

Originality/value

This study has been done in an effort to make supporting guidelines to fill the gaps in conglomerate firms. This study offers an effective role of cultural dimensions and structure as drivers of horizontal strategy implementation, and this study spells out and extends the literature and proposes a conceptual framework.

Details

Benchmarking: An International Journal, vol. 29 no. 5
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 1 April 2004

S.C. Morton, N.J. Brookes, P.K. Smart, C.J. Backhouse and N.D. Burns

Management thinking has seen organisations group product development activities in a number of ways in the quest to improve performance. The implementation of multi‐disciplinary…

4960

Abstract

Management thinking has seen organisations group product development activities in a number of ways in the quest to improve performance. The implementation of multi‐disciplinary teams has been recognised as a means of rapidly improving the way product development activities are managed. However, such an approach is not without its ills. Moreover, Henderson's research (Henderson, R., “Managing innovation in the information age”, Harvard Business Review, January, 1994, Reprint no. 94105) indicates that what governs product development success is the ability of the company to overcome the boundaries of any organisational grouping, rather than the type of organisation structure adopted. This research seeks to corroborate Henderson's propositions in a number of different industrial settings. Social network analysis helped embody the theory into a specification for a model to visualise and manipulate the informal organisation and the on‐going research activities further developed the specification into a working model that has been trialed in a number of different industrial settings. This paper sets the research context and presents the results thus far, both in the context of knowledge from academic research and practical application of the model. The working model has been able to manipulate the informal organisation by enabling visualisation of “core knowledge communities”, generating discussion, and supplying focus for individuals and teams to manage relationships more effectively and hence improve product development performance. Implications for further use of the model are reported, together with its potential for improving performance in organisational areas external to product development.

Details

International Journal of Productivity and Performance Management, vol. 53 no. 3
Type: Research Article
ISSN: 1741-0401

Keywords

21 – 30 of over 62000