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1 – 10 of 180
Article
Publication date: 1 April 1986

David Sims

Cooperation between organisations, particularly in the public sector, is often attempted through setting up small joint committees, teams or planning groups, with members drawn…

Abstract

Cooperation between organisations, particularly in the public sector, is often attempted through setting up small joint committees, teams or planning groups, with members drawn from each of the cooperating organisations. The experience of such teams is not always happy. Dixon has pointed out that the result of a joint approach may be an increase in conflict rather than cooperation. Their members may regard such interorganisational teams as, usually, a frustrating waste of time, but occasionally as a vehicle for achieving some of the things they want to achieve.

Details

Personnel Review, vol. 15 no. 4
Type: Research Article
ISSN: 0048-3486

Book part
Publication date: 15 December 2015

Christine Sinapi and Edwin Juno-Delgado

European performing arts companies, intrinsically fragile, have been severely hit by the economic crisis. Within the global search for new economic models in the sector, a growing…

Abstract

European performing arts companies, intrinsically fragile, have been severely hit by the economic crisis. Within the global search for new economic models in the sector, a growing number of initiatives have been taken in the form of establishing collective and participatory firms. Their forms vary from simple interorganization resource pooling to proper registration of a cooperative. Our research aims to understand the motivations of project initiators for collectively organizing their business. We test the influence of instrumental versus ideologically driven motives as well as the influence of the socio-economic context on the decisions of performing arts entrepreneurs (artists, producers, or directors) to establish participatory firms. We relate these results to the success or failure of collective firms and to the degree of cooperation. We use a qualitative method based on semi-directive interviews conducted in 21 performing arts collective organizations, over two years and in six European countries. Interviews were integrally transcripted and processed using qualitative data analysis software (QSR NVivo 10) in order to realize axial coding. We found that while the context, instrumental logic, and ideologically driven motives influence the decision to establish collective organizations in performing arts, it is the ideological dimensions that are predominant and constitute a necessary condition for the success of a participatory organization. We observe that the more collective organizations are ideologically motivated, the more they are likely to be successful in the long run (success being assimilated to economic sustainability). We also find that the greater the importance of the ideological motive, the more integrated the cooperation. Eventually, these results provide significant information regarding the form of collective firms in performing arts. We observe the emergence of new forms of cooperatives that comprise cooperatives of production and projects or companies, establishing participatory and democratic governance, and pooling resources and financial risk while preserving the artistic freedom of artists. We view these emerging types of cooperatives as a promising avenue both for the sector itself and for the development of the cooperative movement beyond its traditional sectors. The findings suggest that public incentives, as they are currently set up, may miss their objective of promoting shared practices in the arts or even be counterproductive; thus, it would be to their advantage to be modified in light of the above results. We also defend the interest of trans-border cooperative organizations inspired by the cooperatives of production and their governance models and organizations. Despite a number of studies highlighting cooperation in the cultural sector, research on cooperatives in this sector remains embryonic. This paper contributes to this literature. We argue that applied research in this sector can be of contributive value to the literature on cooperatives and participatory firms.

Details

Advances in the Economic Analysis of Participatory & Labor-Managed Firms
Type: Book
ISBN: 978-1-78560-379-2

Keywords

Book part
Publication date: 15 July 2009

Jiatao Li and Jing Yu Yang

Drawing on organization theory perspectives, this chapter investigates how multinational enterprises (MNEs) based in different home countries influence each other's foreign entry…

Abstract

Drawing on organization theory perspectives, this chapter investigates how multinational enterprises (MNEs) based in different home countries influence each other's foreign entry decisions. The proposition that the subsidiaries of multinationals from different countries constitute a reference environment and that this environment provides important information for potential new entrants was tested with panel data on foreign entries from 55 home countries into China from 1979 to 1995. The rate of new entries from a focal home country was found to correlate with the number of foreign subsidiaries already established by firms from other home countries with cultures similar to that of the focal home country. This was interpreted as reflecting transnational learning and competition. Uncertainty derived from home-host-country trade ties and cultural differences was shown to moderate this transnational mimetic learning.

Details

Managing, Subsidiary Dynamics: Headquarters Role, Capability Development, and China Strategy
Type: Book
ISBN: 978-1-84855-667-6

Article
Publication date: 25 February 2014

Gunnar Augustsson

– The purpose of this study is to identify temporary workers' (temps') expected conditions for learning when they are leased to a client company (CC) for numerical flexibility.

Abstract

Purpose

The purpose of this study is to identify temporary workers' (temps') expected conditions for learning when they are leased to a client company (CC) for numerical flexibility.

Design/methodology/approach

The analysis is based on a phenomenological approach containing 121 transcribed interviews with employees and managers who were active in more than 10 CCs' in seven industries and from seven temporary work agencies.

Findings

One important finding is that the CC expects temps not to learn something about the surrounding organization, but to limit themselves only to the concrete tasks assigned to them. Another is that temps' opportunities to influence organizational conditions in the CCs seem to be cut off in a strategic way.

Research limitations/implications

Results are valid for interviewees' expressed thoughts and expectations about temps' workplace learning, not about an actual separation between knowledge and actions in the working conditions.

Practical implications

CCs associate temps with learning backgrounds that allow them to perform subordinate tasks, such as routine, instructional, or regulatory duties. They associate regular staff with more advanced learning backgrounds and tasks more directly related to occupation and workplace. CCs could benefit from accepting the exchange of knowledge and competence between temps and the company, rather than neglecting it.

Originality/value

The originality of this paper lies in its contribution to the relatively unexplored topic of workplace learning and leaders and employees' expectations of temps.

Details

Journal of Workplace Learning, vol. 26 no. 2
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 1 January 2013

Ming‐Ji James Lin and Chin‐Hua Huang

Customer participation has been recognised as a critical factor in successful new product development (NPD). However, there is scant empirical evidence on how customer…

3544

Abstract

Purpose

Customer participation has been recognised as a critical factor in successful new product development (NPD). However, there is scant empirical evidence on how customer participation affects NPD performance. This research attempts to provide a framework to interpret how inter‐organisational relationships mediate the impact of customer participation on NPD performance based on marketing, innovation management and social networks literature.

Design/methodology/approach

An empirical study of 179 high‐tech firms in Taiwan is analysed by structural equation modelling.

Findings

The results indicate that the impacts of customer participation as an information resource and customer participation as a co‐developer on NPD performance are mediated by inter‐organisational relationships.

Practical implications

The results offer a guideline for high‐tech firms that decide to involve customers in NPD activities. In order to improve efficiency and effectiveness, this research suggests that firms build inter‐organisational relationships with customers to foster knowledge sharing, cooperation, and problem solving. However, firms should be aware that product innovativeness may be hindered by such close collaborative relationships.

Originality/value

The research demonstrates that the contributions of customer participation may not be regarded as inevitable. The authors confirm that research for investigating the linkage between customer participation and NPD performance should consider the mediating roles of inter‐organisational relationships, which may help resolve the conflicting results obtained by researchers on the contributions of customer participation. In addition, the results show that the establishment of close customer‐supplier relationships during NPD cooperation is a key success factor for both efficiency and effectiveness, but has the opposite effect on product innovativeness.

Details

Journal of Business & Industrial Marketing, vol. 28 no. 1
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 July 1987

Crumpton Farrell and Jae H. Song

Strategic uses of information technology focus on the improvement of customer/client services to increase the value of products, which in turn provides market power, enhancing…

Abstract

Strategic uses of information technology focus on the improvement of customer/client services to increase the value of products, which in turn provides market power, enhancing profits. An external focus on customer/client services leads typically to higher revenues via product‐differentiation strategies, whereas the traditional data processing use of computers has been applied mainly to reduce costs. The leadership and expertise of modern management are necessary to shift emphasis to applications of information technology. Strategic opportunities are in (a) helping buyers, suppliers and consumers to improve the purchasing, supplying, using, maintaining, and replacing products or services, (b) introduction of new products or services based on surplus market information plus information processing capability, and (c) changing the public's ability to use information technology and providing new ways to serve customers.

Details

Industrial Management & Data Systems, vol. 87 no. 7/8
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 1 June 2004

Josephine Chinying Lang

This paper argues that social contexts and social capital enable knowledge integration; that different social contexts combined with different types of social capital enable…

3921

Abstract

This paper argues that social contexts and social capital enable knowledge integration; that different social contexts combined with different types of social capital enable different types of knowledge integration. Four types of social contexts are distinguished based on the extent of social embeddedness and closeness of interorganizational coupling; four types of social capital are also described. Based on the diversity of knowledge streams, the extent of tacitness of knowledge to be exchanged, and value created through such exchanges, four modes of knowledge integration are identified, namely frontier, incremental, combinative, and instrumental. This paper provides new insights about the processes of interorganizational transfer of knowledge: the unique combination of a specific social context with a specific type of social capital means firms can achieve equally effective yet highly differentiated approaches to different modes of knowledge integration.

Details

Journal of Knowledge Management, vol. 8 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 1 February 1973

Ian F. Wilkinson

Examines a number of features of the power and influence structures of distribution channels. Discusses a number of dimensions of the distribution of power and influence in…

1424

Abstract

Examines a number of features of the power and influence structures of distribution channels. Discusses a number of dimensions of the distribution of power and influence in channel systems. Looks at the relationship between the power and influence structure of a channel and channel functioning. Considers the need for a channel leader or centre of influence. Suggests that “how” a leadership is exercised and not by “whom” is more crucial, a better alternative being a “democratic” leadership.

Details

European Journal of Marketing, vol. 7 no. 2
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 1 January 1975

Michael G. Harvey

This article applies the theory of coalition formation in triads to channels of distribution. The theory explains alternative power strategies of weaker (smaller) channel members…

Abstract

This article applies the theory of coalition formation in triads to channels of distribution. The theory explains alternative power strategies of weaker (smaller) channel members to dominance by more powerful channel entities. Six pre‐coalition situations are examined to aid in predicting the possible conditions that may form, given an uneven distribution of power in the channel system. This type of analysis could be used to predict disadvantageous power combinations in the channels of distribution to the overall macro effectiveness of the channel system.

Details

International Journal of Physical Distribution, vol. 5 no. 3
Type: Research Article
ISSN: 0020-7527

Article
Publication date: 10 August 2015

Abdollah Jassbi, Javad Jassbi, Peyman Akhavan, Mei-Tai Chu and Morteza Piri

– The purpose of this paper is to design a model to outline the structure of communities of practice (CoPs) corresponding to organizational context.

Abstract

Purpose

The purpose of this paper is to design a model to outline the structure of communities of practice (CoPs) corresponding to organizational context.

Design/methodology/approach

This research utilizes both descriptive and prescriptive approaches, as the authors are looking for a comprehensive relational model to deal with the problem of selecting suitable CoPs concerning organizational context. Thus, this study applies interviewing and fuzzy Delphi methods to explore the model.

Findings

The work provides a new and comprehensive relational model of CoPs and organizational variables affecting CoPs structure. In this model, three basic concepts of the literature were developed. First, the components concerning types of CoPs were identified and then the organizational variables related to CoPs were determined. Finally, the authors extracted the relationships between the organizational variables and the components of CoPs.

Practical implications

From a practical perspective, the relationships among the components concerning types of CoPs and the organizational variables may provide a model which can effectively guide firms how to promote, design and manage CoPs within organizational contexts.

Originality/value

The results of this study contribute to CoPs literature in terms of identification of two variables (CoPs components and organizational variables) to produce a matrix for the construction of a holistic CoPs model. The significant finding of this research is the guidance it provides for designing a relational model involving relations between organizational variables and CoPs components.

Details

VINE, vol. 45 no. 3
Type: Research Article
ISSN: 0305-5728

Keywords

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