Search results

We apply a contemporary approach to study the effect of organizational complexity on post-merger integration. A computational, virtual experiment was carried out to determine how the level of structural complexity, a characteristic of all formal organizations, impacts the dynamics of organization performance during the post-merger integration period. We found that performance during this period is affected by the pre-existing complexities of the two merging organizations; surprisingly, the organizations’ size was found to be only a marginally relevant factor, instead, the number of work groups had a greater consequence. Moreover, we found that the homogeneity tendencies of the actors may be the source of an upper constraint on the merged organization's performance. Consistent to these findings, we develop hypotheses for later empirical study. Broadly, this chapter puts forth computational modeling as a vital methodology for advancing mergers and acquisitions research; in addition, this chapter uncovers previously unpronounced, phenomenological discoveries that were found using this promising approach. Throughout this chapter, we endeavor to advance the broad use of computational modeling into the fore of leading-edge post-merger integration and related research and practice.

Current models of organizational excellence are appropriate for the private organizations. It is evident that if an appropriate model is not adopted, the process of excellence in the organizations fails and some dimensions of the organization get affected by unpredictable damages. This research aims to identify an appropriate excellence model for public organizations.

First, a comprehensive literature review was conducted to identify the excellence criteria and models. Second, the models were through an expert-oriented questionnaire, analyzed by the analytical hierarchy process (AHP) technique. Participants were experts in the two domains of excellence models and public sector management. A sample of 15 experts was selected using purposive sampling. In order to emphasize on reliability, 10 questionnaires were adopted for analysis.

The findings showed that the European Foundation for Quality Management (EFQM) model is the most appropriate model for excellence measurement in the public organizations based on the five selected indices.

The identification of a model for measuring organizational excellence for public sector can significantly contribute to existing literature on excellence measurement.

Today, business model innovations leverage digital technologies to gain a competitive advantage and transform business processes. Blockchain is still gaining attention in specific fields and bringing value to business models. There is a dearth of research on how blockchain decentralized autonomous organizations impact organization business model innovations. This study attempts to contribute the body of knowledge based on a review of decentralized autonomous organizations and the business model innovation literature using the integrative and generative approach.

The paper offers an analysis of decentralized autonomous organizations based on digital business models built on the well-established work by Osterwalder and Pigneur (2010). The practical multilayered decentralized autonomous organizations architectural implementation model design is achieved using practical archetypes depicted in the proposed decentralized autonomous organizations business model. The paper evaluates a marketplace comprising 13 decentralized autonomous organizations led platforms with core functionalities.

The paper delivers decentralized autonomous organizations led digital business model canvas elements to explain decentralized autonomous organization business model innovations. It presents the underlying multilayered decentralized autonomous organizations architectural implementation model required to conceptualize a practical business model with an enterprise-ready target operating model.

The paper contributes directly to the practical decentralized autonomous organizations business model canvas, exemplifying the nine elements of decentralized autonomous organizations’ characteristics for any organizational transformation. The tools and accelerators (business model, layered architecture, target operating model and product mapping) developed in the paper address the managerial challenges of redesigning the decentralized business models.

The proposed decentralized autonomous organizations smart contract powered business model provide a digital platform to adhere to rules, follow policies, preserve principles and develop consensus without human interventions. The paper shapes the first of its kind decentralized autonomous organizations marketplace evaluation while mapping it to decentralized autonomous organizations layered architecture product requirement considering business model dimension to adopt actionable target operating model.

The purpose of this study is to explore how current trends in organization – government regulation, authoritarian governance and digitalization acts specifically to stop relevant change of a Nordic model. These trends unfold in organizational contexts by revoking mandates, stopping information sharing and eroding trust. When these elements of what is often seen as core characteristics of different Nordic models are hindered, this also means that change is stoked, such as it is understood by organizational learning theory. Hopefully, this more conceptual analysis can inspire fieldwork.

This viewpoint article investigates how recent trends may act in the ability of a Nordic model to change and remain relevant. Core elements of the abstract concept of a Nordic model are defined. These elements are related to organizational learning. In as far as the Nordic model can be seen as capable of organizational learning, it may be able to develop and change in response to external influence. Examples of current trends in society are presented. It is found that these new current trends act on the ability of the Nordic model to change. This poses an existential threat to the longevity of that model. Suggestions for further work is included.

The paper finds that core elements of the Nordic model are influenced in such a way that the ability of the model to work as learning organizations (at least in the sense of Senge’s theory) is inhibited or even prohibited. The way this unfolds in principle may inform choices for fieldwork.

A major limitation of this topic is that it discusses emerging changes that have only recently become apparent in the Nordic countries. The number of cases is yet limited and recent. This is why more conceptional approaches might be useful.

The digital realm is changing society, and this change has been catapulted by the pandemic. This may impact on how Nordic organizations are able to deliver on the purposes of co-decision legislation, how organizational culture based on “Nordic” values such as trust (as defined by the WVS), information sharing and mandate can develop, how organizations that abstain distributed information and mandates are able to adapt.

Recent (2020) estimates indicate that between one in three and one in two jobs will be directly impacted in the Nordic countries. This is likely to have implications, but the nature of these is still under debate. This paper points to the possibility that core values and ways to deliver productivity may be challenged.

The originality lies in linking some core elements of different versions of a very abstract construct (“a Nordic” model) to one specific theory of organizational learning (in this example, Senge). This allows for a discussion about how societal change may be relevant specifically for the ability of Nordic model(s) to change. The discussion is current as the chosen trends are all recent phenomena in Nordic society.

The popularity of Building Information Modelling (BIM) has improved tremendously in recent years. The business sense it makes to construction small to medium‐sized (SME) organizations has also become vitally important, especially when the deliverables of BIM potentials are becoming more explicit than they were several years ago. Moreover, there is adequate evidence to suggest that an early adoption of BIM by construction SME organizations could mean marked sustainable business advantage to them. The purpose of this paper is to initiate a long‐term study on how BIM triggers market improvements in the Australian construction industry, to establish the specific impact of these on construction industry's contribution to Australian economy, also to develop a simple model on the cost of implementing BIM in a typical construction SME.

This research relies on evidence from literature to identify different operational models of construction organizations, namely; matrix, divisional, functional and networked business models. A definite approach was taken to articulate some contributory concepts and rationales which drive organizational response to technological changes across the identified four categories of organization structure models. Focus group discussion was the primary research method for this study, while additional data were collected from public sources. Respondents and data were sourced from two firms selected from each type of organization model. In the end, 24 industry practitioners from a range of Australian construction SME businesses that provide software and technical support services, consultancy and contracting services took part in the study.

Analysis of 32 sample cases revealed that BIM implementation costs were mostly defined by a range of cost variables, including software acquisition and technical support, hardware, training, services and implementation contingencies. On the average, software costs accounted for about 55 percent of total implementation costs. This particular cost descriptor was about five to seven times more than the cost of hardware (depending on the level of sophistication of operations, expected implementation outcomes and whether new hardware were used or existing installation were upgraded with BIM compliant drivers). The study also found that training cost was a third of software costs, while the average total cost of services, recruitment and contingencies, all added together, was about 5 percent of total implementation costs. In the end, a linear model was developed to predict the cost of BIM implementation in construction SMEs.

A preliminary version of this study has been presented in the 2010 edition of the International Conference on Information Technology in Construction (CIB W078). As a study in a new direction, it focuses on specific organization models and their unique responses to drivers of change. While other studies have looked into macro implementation of BIM, mostly without considering the peculiarity and dynamics of organization structure, this study has focused on construction SME businesses offering a wide range of services.

The main purpose of this paper is to construct a conceptual model that addresses one of the most urgent matters for contemporary organizations, which is how organizations are to learn and integrate sustainability in its’ working processes. The guiding research question reverberates around how organizational learning (OL) and corporate entrepreneurship (CE) can promote and facilitate sustainability practices in organizations.

This paper uses knowledge from OL and CE theories representing tools to think with for an exploration of how to actualize sustainability practices in organizations.

This paper construes and presents a four-phase multilevel conceptual model for the analysis and creation of sustainability practices using insights from OL and CE. OL contributes with vital parts for creating sustainability practices in organizations delineated by continuous feedback and feedforward loops on individual, group, organizational and societal levels. CE prompts essential process and concrete working elements accentuating the importance of acquiring sustainability in all phases of the change process.

The outlined conceptual model is general and need to address the deeper complexities and context dependencies of sustainable practice in organizations in a more elaborate form. Thus, the proposed model calls for empirical scrutiny and further theoretical development.

Derived from two interrelated fields of research, this paper contributes with a novel model addressing how sustainability practices can be conceptualized and facilitated in organizations. By using OL theory in combination with CE studies, the proposed model seeks to capture key elements to guide new understandings of and transitions to sustainable practices in organizations.

The increasing interest in economic, social, and ecological sustainability has important implications for the traditional views on organization effectiveness, organization design, and organization development. Managers need to design organizations to achieve a “triple bottom line.” A review of the organization effectiveness literature suggests that no single model seems to provide the necessary guidance, and there is a clear need for creation, revision, and integration. Organization effectiveness criteria in the future require a clearer modeling of the multistakeholder demands so that organization designers can specify appropriate strategies, structures, systems, and processes as well as the changes necessary to develop them. We propose an integration called “responsible progress” and suggest that it represents an important new stream of organization development theory. The relationships between this new criterion of organization effectiveness and the design features necessary to pursue them must be tested.

We present a simulation designed to capture the impact of both formal authority ties and informal socialization ties on the performance of an organization adapting to a turbulent world. We present a summary of three key models that informed our approach and then outline and describe the operation of our resulting simulation. Using an experiment that manipulated both the authority network structure and the stress the organization placed on socialization, we show inefficient authority structures harm performance, and also that socialization has a strong and nonlinear impact on peak organizational performance and on the performance of top management. We also present a case study, instantiating the general model with the specific context of a real-world organization. Finally, our integrated multimodel suggests that companies should pursue different strategies in hiring key strategic actors than they do for other actors.

Research on employee training has largely focused on either the employer or employees, and has investigated the likelihood or amount of training rather than the content of training. Our understanding about how organizations decide to focus on different skills therefore remains constrained. To address this issue, the current study examines what affects training consulting organizations’ focus on different types of training, and in particular, their focus on personal development training, a highly popular type of training in recent years. Training organizations have become an increasingly important supplier in the training field. Building on the neo-institutional perspective of organizations, I propose an institutional analysis of training organizations. I argue that at a fundamental level, the kinds of skills organizations consider useful (such as specific-technical, general-technical, human relations, and personal development skills), are affected by the shared organizing principles of their time, and I draw on the research on managerial ideology to understand how such shared frameworks evolved over time. Training organizations try to conform to the dominant organizational model at their founding in order to gain legitimacy for their product offerings and convince their clients of the efficacy of their services. The focus of training is thus shaped by the dominant organizational model at founding and tends to stay with training organizations. Specifically, I argue that training organizations founded later in time, when the participatory citizenship model of organization became dominant, are more likely to focus on personal development. I analyze a 10% random sample (N=269) of the population of training organizations in 1994 with logistic models. Empirical results are consistent with the proposed link between the skills trained and the dominant organizational model at the training organizations’ founding. Characteristics of training organizations focused on personal development are also compared with those focused on other types of training. The implication of this study for the classic question, “why do employers provide general-skill training?” is discussed.

Improving the performance of health care organizations is now perceived as essential in order to better address the needs of the populations and respect their ability to pay for the services. There is no consensus on what is performance. It is increasingly considered as the optimal execution of four functions that every organization must achieve in order to survive and develop: reach goals; adapt to its environment; produce goods or services and maintain values; and a satisfying organizational climate. There is also no consensus on strategies to improve this performance. The paper aims to discuss these issues.

This paper intends to analyze the performance of primary health care organizations from the perspective of Kauffman’s model. It mainly aims to understand the often contradictory, paradoxical and unexpected results that emerge from studies on this topic.

To do so, the first section briefly presents Kauffman’s model and lays forward its principal components. The second section presents three studies on the performance of primary organizations and brings out the contradictory, paradoxical and unexpected results they obtained. The third section explains these results in the light of Kauffman’s model.

Kauffman’s model helps give meaning to the results of researches on performance of primary health care organizations that were qualified as paradoxical or unexpected. The performance of primary health care organizations then cannot be understood by only taking into account the characteristics of these organizations. The complexity of the environments in which they operate must simultaneously be taken into account. This paper brings original development of an integrated view of the performance of organizations, their own characteristics and those of the local environment in which they operated.