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The purpose of this paper is to examine how public sector organizations become nimbler while retaining their resilience during digital transformation.

The study adopts a hermeneutic approach in conducting deep expert interviews with 22 senior executives and managers of multiple organizations. The method blends theory and expert views to study digital transformation in the context of enterprise information management.

Drawing on technology enactment framework (TEF), this research poses that organizational form is critical in the enactment of technologies in digital transformation. By extending the TEF, the authors claim that organizations are not in pure bureaucratic or network organizational form during digital transformation; instead, they need a hybrid combination in order to support competing strategic needs for nimbleness and resilience simultaneously. The four hybrid organizational forms presented in this model (4R) allow for networks and bureaucracy to coexist, though at different levels depending on the level of resiliency and nimbleness required at each point in the continuous digital transformation journey.

The main theoretical contribution of this research is to extend the TEF to illustrate that the need for coexistence of nimbleness with stability in a digital transformation results in a hybrid of networks and bureaucratic organization forms. This research aims to guide public sector organizations' digital transformation with extended the TEF as a tool for building the required organizational forms to influence the technology enactment to best meet their strategic needs in the digital era.

The results from expert interviews point to the fact that the hybrid organizational forms create a multi-modal organization, extending the understanding of enterprise information management. Depending on the department or business needs, a hybrid organizational form mode would be dominant. This dominance creates a paradox in organizations to handle both resilience and nimbleness. Therefore, the 4R model is provided as a guide to public sector managers and consultants to guide strutting their organization for digital transformation.

The model (4R), the extended TEF, shows that organizations still work towards networks and bureaucracy; however, they are not two distinct concepts anymore; they coexist at different levels in hybrid forms depending on the needs of the organization.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

This paper aims to examine the interplay among forms of entrepreneurship and the gendered entrepreneurial divide. Using data from the Global Entrepreneurship Monitor (GEM) and the World Values Survey (WVS), the authors investigate the likelihood that females will venture in the commercial entrepreneurial ventures versus social entrepreneurial ventures. The authors draw on the theoretical concept of hegemonic masculinity and emphasized femininity to explain gender variance in the organizational forms of commercial and social entrepreneurship. Specifically, the authors investigate whether pursuing an opportunity in a society that highly values ideologies of hegemonic masculinity and emphasized femininity impacts the probability of venturing in either of these kinds of organizations.

To test the hypotheses, the authors use GEM data from 2009 (n = 14,399) for nascent entrepreneurs and baby businesses owners in 55 counties. They also use the WVS to measure the ideologies of hegemonic masculinity and emphasized femininity at the country level. The authors estimate a logistic multilevel model to identify the drivers of social venturing over commercial venturing. Data are nested by countries, and the authors allow random intercepts by countries with a variance components covariance structure.

The findings demonstrate that there is a divide in entrepreneurial activity, as women entrepreneurs are more likely to start social ventures than commercial ventures. They also find that hegemonic masculinity decreases the incidence of social entrepreneurship, whereas emphasized femininity increases the incidence of social entrepreneurship. Moreover, the authors find evidence that women in societies with a strong view on hegemonic masculinity are less likely to pursue social organizational forms than male entrepreneurs are. Furthermore, in societies with strong views of emphasized femininity, the probability increases that female founders will pursue social organizational forms. The findings highlight the considerable impact of the gender ideologies on entrepreneurship.

Although the authors use the terms “gender” and “sex” in this paper interchangeably, they recognize that these two terms are not equivalent. For the purposes of this manuscript, the authors use a gender analysis approach activity based on biological sex to investigate empirical differences in entrepreneurial. The findings suggest that women ultimately, and unintentionally, are consenting to the practices and norms that reiterate the masculinity of entrepreneurship. In this way, the patriarchal ideologies of hegemonic masculinity and masculinization of entrepreneurship ultimately leave women unable to fully take up the identity of “woman” alongside that of “entrepreneur”. Future research can build upon our findings by applying a more nuanced view of gender via constructivist approaches.

The findings empirically demonstrate the gendered nature of entrepreneurial activity, leading to specific stereotypical female social organizational forms and male commercial organizational forms. Furthermore, the authors are able to provide theoretical explanations based on hegemonic masculinity and emphasized femininity to understand why social entrepreneurship appeals to women.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

The objective of this paper is to analyze the organizational change in 100 of the largest Spanish firms (a new national context) over the period 1993‐2003 (a more recent time period).

To achieve this purpose, consideration has been given to both traditional organizational categories and new organizational forms, such as cooperative multidivisional, competitive multidivisional, and the internal network. Detailed definitions of the new organizational forms being developed by companies are provided in the paper. Thus, these new organizational forms may differ in several aspects, such as the decision‐making process and integration between divisions.

The results show that over this period, Spanish firms experienced a steadily rising trend towards divisionalization. The cooperative multidivisional structure is the one most frequently adopted in Spain, as opposed to the competitive multidivisional form and the internal network.

The systematic study of the distinctive attributes of the new forms of organization, providing accumulated knowledge, is in an emergent phase of development in the international field, and this work seeks to contribute to such development. The nature of the study strengthens the global implications of the work, and the information obtained from top practitioners in these Spanish firms enhances the contribution of the study.

This study aims to examine how evolutionary and ecological forces shape the market strategy and performance of firms after their organizational form was changed by exogenous shock.

Hypotheses are developed based on both evolutionary and ecological perspectives and tested using fixed effect logistics models and a sample of 3,110 firms that were privatized during 1998–2007.

I find that once the organizational form of firms is changed, the market strategy of organizations is shaped by the population density of their old and new organizational forms in their existing market. Moreover, such a market strategy enhances the survival chance of firms.

This study contributes to organizational evolution literature by unpacking the evolution process when exogeneous shock to organizational form takes place. It advances both evolutionary economics and organization ecology theory through integrating them to understand the evolution process of organizations. This study also contributes to the privatization literature through examining the ecological forces that shape the restructuring strategy of firms after privatization and the performance implications of such restructuring.

The purpose of this paper is to adapt concepts from resiliency theory to understand the conditions under which social enterprises may remain true to form and purpose or are likely to change their character. This leads us to consider issues of governance, economic incentives associated with different organizational forms of social enterprise and the effects of the financial environment, the role of organizational slack and the influence of organizational leadership on the dynamics of social enterprises. Three case studies of organizations in the USA are analyzed to illustrate the application of resiliency theory to the stability of social enterprises. The fact that all forms of social enterprise must reconcile the tensions of social purpose and market raises important questions about the dynamics of these enterprises.

Theory and case study analysis.

Governance, financial incentive structure, organizational slack and leadership influence the stability of social enterprises.

First application of resiliency theory to the analysis of social enterprise stability.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The development of the large modern corporation, and the separation of ownership from control, has raised questions about the objectives these companies set themselves. Discusses the markets and hierarchies model of organizational structures. Analyses the claim that specific organizational structures lead to superior profitability. Concludes that relatively few firms have adopted the structure claimed to yield the highest profits and that there is no evidence to support the view that internal structure and profitability are linked in the manner described by the model.

The history of Organizational Development (OD) reveals a much older tradition of organizational science than the conventional wisdom would suggest. By the 1960s and 1970s OD became self‐confident and dynamic. This period was not only highly experimental but established the principles of OD for much of the twentieth century. By the end of the twentieth century new images of OD had occurred and much of the earlier thinking had been transformed. This review illustrates some examples under a series of themes that have had a major impact on the discipline of OD and on the wider thinking of organizational theorists and researchers.