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Article
Publication date: 24 July 2023

Carmenza Gallego Giraldo and Gregorio Calderon-Hernandez

The present document presents the possible contributions of strategic design to organizational transformation, as a part of business intellectual capital.

Abstract

Purpose

The present document presents the possible contributions of strategic design to organizational transformation, as a part of business intellectual capital.

Design/methodology/approach

A case study from a Colombian family business group, with three business units, industrial, commercial and service, were used. Interviews regarding critical events and semi-structured interviews were employed. Data were processed with NVivo software.

Findings

It was found that abductive, empathetic and creative competencies (human capital) that may facilitate the comprehension of nature, needs and alternatives to be employed in organizational change processes. Further, the importance of the participative design approach in co-creation, with interest groups, transformation projects (relational capital), and design thought, as a methodology for the implementation of the preceding (structural capital), was identified.

Research limitations/implications

The results revealed, in this case, suggest several future investigative routes. Firstly, increased empirical research, based on this proposal, is suggested. Specifically, it would be relevant to perform causal studies that report the contribution of each of the components of strategic design to the diverse organizational transformation processes. A third line of investigation might include delving into certain relationships that have already been identified, but require further comparison. One of these might be the role of design thought as a method to perform specific organizational transformation projects.

Practical implications

As a result of the present investigation, a model is established (see Figure 2) which may be useful to companies to address organizational transformation, capitalizing on the benefits offered by strategic design. In summary, the proposal considers four phases (see the central circle in Figure 2). Phase 1: understanding organizational occurrences and situations, the basis upon which to determine the nature of an organizational transformation. This activity alludes to the work that is collaboratively managed with different interest groups, in the systematic comprehension of the business organizational transformation chain of events. Phase 2: determining the path to be followed or the route for collaborative action. Doing so in participative fashion permits the representation of a diversity of ideas and opinions on a given problem/potential identified in the preceding process. This stimulates and strengthens the creative competency in company personnel (Jeffries, 2007). If this competency is incorporated into the corporate culture, differential factors may be established, in an environment with broad competency, thus achieving transformations appropriate for a competitive environment.

Social implications

Co-creation, the central axis of the organizational transformation process. At the base of all organizational transformation processes is an approach focused on human beings, whose principal questions include: What place do individuals have in strategic problem resolution, like those of organizational transformation, in companies? How are human competencies strengthened when applied to organizational transformation processes? What types of ties are made, beyond the establishment of natural relationships (work, purchase, sell), with interest groups? And most importantly: How do they achieve the construction of new business realities together? To do this, participative and co-creative methods must be employed as a scenario to jointly achieve multiple satisfaction realities, in which understanding the essence of the participative design approach becomes meaningful (Jones, 2015).

Originality/value

Design thought, as a methodological proposal for organizational transformation projects. The use of inspiration, ideation, and implementation stages, iteratively and permanently, is suggested. Continuous review of the point of departure, the path trodden and the goals to be achieved should be prioritized, such that they may act as compasses for organizational transformation, considering strategic design to be a key motor (Yee et al., 2017).

Details

Journal of Organizational Change Management, vol. 36 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 14 April 2022

Joseph Roh, Morgan Swink and Jeremy Kovach

The purpose of this study is to investigate how managers' abilities to design and implement organizational change initiatives affects supply chain (SC) responsiveness. Extant…

Abstract

Purpose

The purpose of this study is to investigate how managers' abilities to design and implement organizational change initiatives affects supply chain (SC) responsiveness. Extant research focuses on specific process and resource options to address responsiveness, with only limited reference to managers' capabilities in adapting to new organization designs that organize processes and resources. Consequently, organizational theory that characterizes the implications of developing and implementing various designs is ignored. The study directly leverages organization adaption, organization design and the dynamic managerial capabilities literature to address the question of how to improve SC responsiveness.

Design/methodology/approach

Qualitative data are used to identify specific dynamic managerial capability constructs, as well as the expected relationships depicted in our conceptual model. The authors test these relationships using quantitative survey data collected from 199 SC leaders.

Findings

The authors find that capabilities in organization design, functional leader negotiations and workforce communications foster SC responsiveness via improved structural adaptability (SA). The findings explain how and when organization design actions impact SA and responsiveness, and more importantly, why managers should invest in developing a workforce communication capability as the foundation for organizational adaptability.

Originality/value

By applying organization adaption, organization design and dynamic managerial capabilities concepts, the research expands the existing study of responsiveness in the SC organizational context.

Details

International Journal of Operations & Production Management, vol. 42 no. 6
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 May 1983

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…

16220

Abstract

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.

Details

Management Decision, vol. 21 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 January 2009

S.E. Gouvea da Costa and E. Pinheiro de Lima

Although, the advanced manufacturing technologies (AMT) benefits and potentialities are already known, issues regarding the management process, from the planning to the…

2543

Abstract

Purpose

Although, the advanced manufacturing technologies (AMT) benefits and potentialities are already known, issues regarding the management process, from the planning to the implementation, represent the main barriers to the effective use of such technologies. The actual benefits of the AMT incorporation to the manufacturing system, classified as systemic, will only be obtained and recognized if the current design and organizational structure become compatible with the change being introduced. The purpose of this paper is to present the rationality for the organizational design development related to AMT adoption.

Design/methodology/approach

The developed theoretical synthesis integrates two refined and tested frameworks: the organizational design and the strategic selections of AMT. The company's manufacturing strategy, specifically the manufacturing vision, defines a set of statements, the required competences, which constitute the organizational design specifications. By approaching the AMT as resources related to the manufacturing vision competences, it could be assured the cohesion between the organizational design and the technology to be introduced. The theoretical development is illustrated by some empirical data, particularly in the cases of competences, capabilities and manufacturing vision statements formulation.

Findings

This paper is a theoretical construction that organizes and synthesizes the issues that are being studied in the main theme: “The adoption of the automated systems,” focusing the discussion on the manufacturing strategy and organizational design domains.

Research limitations/implications

The generated framework is theoretical in essence and needs to be tested, although the theoretical exercise integrates tested frameworks.

Practical implications

The understanding of the relationships between the process of AMT adoption and the required changes in the organization contribute to the attainment of the benefits related to those technologies.

Originality/value

The main value of the present paper is the theoretical exercise to generate a set of recommendations of the organizational design‐revision process. The systemic design approached used will found future research to generate practical solutions for the design process, contributing to the AMT integration to the manufacturing system.

Details

Journal of Manufacturing Technology Management, vol. 20 no. 1
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 3 May 2011

Jan Achterbergh and Dirk Vriens

The purpose of this paper is to show how the viable system model (VSM) and de Sitter's design theory can complement each other in the context of the diagnosis and design of viable…

937

Abstract

Purpose

The purpose of this paper is to show how the viable system model (VSM) and de Sitter's design theory can complement each other in the context of the diagnosis and design of viable organizations.

Design/methodology/approach

Key concepts from Beer's model and de Sitter's design theory are introduced and analyzed in order to show how they relate.

Findings

The VSM provides insight into the related systems necessary and sufficient for viability. As such, it specifies criteria supporting the diagnosis and design of organizational infrastructures, i.e. of organizational structures, HR systems, and technology. However, it does not explicitly conceptualize and provide a detailed heuristic for the design of organizational structures. De Sitter's theory fills in this gap.

Originality/value

The paper illustrates how, based on a rudimentary model of organizational viability, de Sitter's design theory positively addresses the question of how to diagnose and design organizational structures that add to the viability of organizations.

Details

Kybernetes, vol. 40 no. 3/4
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 11 October 2011

Igor Gurkov and Alexander Settles

The purpose of this paper is to address issues related to organizational design and strategy fit by examining the “strategic stretch” that occurs when there exists a mismatch…

759

Abstract

Purpose

The purpose of this paper is to address issues related to organizational design and strategy fit by examining the “strategic stretch” that occurs when there exists a mismatch between an organization's structure and firm‐level strategy.

Design/methodology/approach

The paper contains a discussion of relevant issues and a presentation of research that considers the relationship between organizational design, strategy selection, and the competitive environment within which a firm operates. This research includes an analysis of a survey of top managers and an evaluation of organizational design and firm strategy to determine the existence of strategic misfit.

Findings

Misfits in strategy and structure exist because of Russian managerial proclivity to maintain direct control through centralization of all strategic formulations and because of high risk‐taking behaviors of Russian managers. While organizational inertia is a clear driver of organizational structure, cultural inertia also exists and, in the case of Russian organizational design, societal organizational culture drives strategy misfits.

Practical implications

An understanding of strategic misfits is crucial for managers so that they may recognize these disconnects early and make improvements as market or firm conditions changes. The results of the analysis of Russian firms suggest that in designing efficient organizations, greater attention should be placed on the specific impact of societal organizational culture. In addition, practitioners in organizational design consulting positions should make clear, whenever they attempt to eliminate misfits between existing structures and current strategies, the need to develop effective stretch for implementation of intended strategies.

Originality/value

The paper provides a unique application of the connection of strategy and organizational design under conditions of extreme uncertainty. This paper also extends the analysis of organizational design and strategy to firms operating in emerging markets. Rapid changes in dynamic, emerging markets provide fertile testing grounds for management theory and practices; this paper examines a unique set of empirical evidence.

Details

International Journal of Organizational Analysis, vol. 19 no. 4
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 3 May 2011

Dirk Vriens and Jan Achterbergh

The purpose of this paper is to use de Sitter's design theory to show how organizational structures can be designed so as to attenuate organizational disturbances and amplify…

1102

Abstract

Purpose

The purpose of this paper is to use de Sitter's design theory to show how organizational structures can be designed so as to attenuate organizational disturbances and amplify regulatory potential. It is argued that organizational structures with low values on so‐called design‐parameters are themselves no source of disturbances and have the required built‐in regulatory potential.

Design/methodology/approach

Key concepts from de Sitter's design theory are introduced and used to show how structures can attenuate disturbances and amplify regulatory potential.

Findings

The analysis in this paper deepens our understanding of the role of organizational structures for dealing with organizational complexity, and of the design parameters that should be manipulated to achieve structural attenuation and amplification.

Practical implications

Having a structure permitting organizations to attenuate and amplify is a crucial condition for organizational viability. This paper provides guidelines for the design of such structures.

Originality/value

This is one of a limited number of studies that makes apparent how general insights from (management) cybernetic (e.g. viability, attenuation and amplification) may be realized in organizations by their structural design.

Details

Kybernetes, vol. 40 no. 3/4
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 6 May 2014

Marianne Stang Våland and Susse Georg

– The purpose of this paper is to examine the managerial implications of adopting a design attitude to organizational change.

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Abstract

Purpose

The purpose of this paper is to examine the managerial implications of adopting a design attitude to organizational change.

Design/methodology/approach

Based on an ethnographic study of a merger, the paper investigates the intricate interplay between architectural design and organizational change in the context of physically relocating an organization to a new office building. Emphasis is given to the socio-materiality of this double design process.

Findings

The data suggests that taking a design attitude toward managing organizational change can allow different actors to participate in organizational design processes, releasing management from its traditional role as the keeper of the design solution.

Research limitations/implications

Although based on a single case, the paper provides insights into the socio-materiality of organizational change that is relevant in other settings where developing new collective understandings of change processes are needed.

Practical implications

A design attitude allows for multiple contributions to organizational change processes that can help reduce anxiety among those involved. The approach calls for openness, experimentation and the ability to balance different concerns. It can provide new ways of attending to resistance and produce valuable inputs to shaping organizations.

Originality/value

This study contributes to the growing research on the role of material artifacts in organizational studies by providing a detailed account of organizational change as a socio-material achievement.

Details

Journal of Organizational Change Management, vol. 27 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 28 February 2024

Yao Chen, Liangqing Zhang, Meng Chen and Hefu Liu

Drawing on the knowledge-based view, this study investigates how IT–business alignment influences business model design via organizational learning and examines the moderating…

Abstract

Purpose

Drawing on the knowledge-based view, this study investigates how IT–business alignment influences business model design via organizational learning and examines the moderating role of data-driven culture in the relationship between IT–business alignment and business model design via organizational learning.

Design/methodology/approach

Using multi-respondent survey data collected from 597 Chinese firms, mediation and moderated mediation analyses were used to examine this study's hypotheses.

Findings

The mediation test results revealed organizational learning served as a mediator between IT–business alignment and two types of business model design (i.e. novelty- and efficiency-centered). In addition, data-driven culture strengthened the indirect effects of IT–business alignment on these two types of business model design via organizational learning.

Originality/value

This study extends current understandings of the relationship between IT–business alignment and business model design by revealing the mediating role of organizational learning and investigating its indirect effects under various degrees of data-driven culture. As such, it contributes to the literature on the business model and IT–business alignment and provides insights for managers seeking to achieve the expected business model design.

Details

Information Technology & People, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-3845

Keywords

Book part
Publication date: 5 February 2016

Julien Barrier and Christine Musselin

Facing intense global competition and pressure from public authorities, several universities in Europe have engaged in merger and concentration processes. Drawing on two in-depth…

Abstract

Facing intense global competition and pressure from public authorities, several universities in Europe have engaged in merger and concentration processes. Drawing on two in-depth case studies, this paper considers university mergers as an opportunity to explore the processes involved in the creation of a new organizational structure. In line with recent scholarly calls to revisit the notion of organizational design, we combine insights from three different research streams to address the functional, political, and institutional dynamics that shaped the organizational architecture of the merged universities. Two main results are presented and discussed. First, although these mergers were initiated largely in response to the diffusion of new global institutional scripts, these scripts had little influence on organizational design: deeply institutionalized local scripts prevailed over global mimetic pressures. Second, while these institutional scripts provided many of the basic building blocks of the new universities, in both cases their design was also heavily shaped by time pressures and power games. While a few powerful actors used the merger as an opportunity to promote their own reform agenda, some of the key features of the two merged universities stemmed from choices by exclusion, whose primary aim was the avoidance of conflicts.

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