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Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

Organisational issues present the main barriers to the implementation of concurrent engineering (CE) to new product development (NPD) processes in manufacturing organisations. Both research and practice have demonstrated that companies that invest in improving organisational development issues fare better than those that rely purely on tools and technology alone. The key issues are improving cross‐functional integration and developing social mechanisms that facilitate a collaborative environment. Organisational analysis represents the first step an organisation can take in order to improvement its effectiveness. Organisational analysis techniques have been a field of study for many years, resulting in the development of a number of different methodologies ranging from purely mathematical models of analysis to heuristic models using simulation. This paper presents a methodology that draws upon traditional organisational theory and combines it with the more recent business process re‐engineering approaches for the analysis of organisational issues in a CE environment. The methodology is based on the hierarchical modelling and analysis of the business process. A detailed case study of its application in industry is presented. The paper concludes by summarising the key features of the methodology and issues emerging from its implementation.

Organizational learning is traditionally structured with conventional in-house learning models aiming to equip employees with practical skills for operational needs. In contrast, contemporary goals emphasize unstructured organizational learning provided with learning environments to facilitate employees’ formal and informal knowledge creation. Therefore, the conventional organizational learning models are facing tremendous challenges, and it is crucial to change the traditional modes of practice into a new approach of collective learning and knowledge transfer. As well, the emergence of innovative business environments and tacit knowledge-based society urges a new form of organizational learning model to cope with employees’ learning, knowledge transfer and even knowledge management. The paper aims to discuss these issues.

In this study, the authors’ team applied a typological review for systematically analyzing current organizational learning models aiming to modify and create a new collective model.

The new model covers the strengths of existing approaches from which the fundamental 3Ps (i.e. principles, purposes and processes of organizational learning) concept is derived from incorporating a development perspective of organizational trajectories and technological innovations.

The authors envisage that the new model can facilitate organizations to assess and adapt their organizational learning needs and orientations by applying this organic and dynamic model which emphasizes assessment in relation to the competitive environment, technological trends and organizational growth.

Companies pursuing certification to quality standards must apply change methodologies to institutionalize the requirements into the business. Existing change models, such as Burke‐Litwin, can serve as the foundation for identifying underlying, predictive variables impacting response variables of a quality management system including quality and delivery performance. The models were selected based on their applicability and similarity in integration of organizational variables with great similarities to those of a typical quality management system. Adaptation of change models specifically to quality management standards provides the conceptual framework in which businesses can operate. The discussion reviews quality management standards, organizational change and models, and change management in pursuit of certification. A conceptual model was developed and serves as the foundation for empirical research efforts. This bridges the gap between organizational change models and quality management systems.

The study of group dynamics was central to the field of organization development at its inception. More recently, there has been a move away from considering irrational and unconscious dynamics in organizational life and more attention focused on rational and observable behavior that can be measured and quantified. We introduce the tool, Beneath the Surface of the Burke-Litwin Model, that invites consideration of how the overt behavior of individuals, groups, and entire systems is linked to covert dynamics. This more comprehensive view of organizational life provides scholar-practitioners with a systemic perspective, a view of covert dynamics by organizational level, and support for the ongoing development of one’s capacity for using self-as-instrument when engaged in organization development and organization change efforts.

In this chapter we examine some possibilities of using computer simulation methods to model the interaction of affect and cognition in organizations, with a particular focus on agent-based modeling (ABM) techniques. Our chapter has two main aims. First, we take stock of methodological progress in this area, highlighting important developments in the modeling of affect and cognition in other fields, including psychology and economics. Second, we outline how ABM in particular can help to advance managerial and organizational cognition by building and testing theoretical models predicated on the interaction of affect and cognition. We argue that using ABM for this purpose can improve the level of specificity of cognitive and affective concepts and their interrelationships in organizational theories, yield more behaviorally plausible models of behavior in and of organizations, and deepen understanding of the generative behavioral mechanisms of multi-level organizational phenomena. We highlight possibilities for using ABM to model affect–cognition interactions in studies of mental models, collective cognition, diversity in work groups and teams, and organizational decision-making.

This paper aims to give an overview of the alternatives that Norwegian municipalities have regarding organisational models for their facility management (FM) and cleaning organisations, and to investigate what organisational models they apply, if building category or size of municipality influences their use of organisational models and whether their FM and cleaning organisations are organised similarly within identical municipalities.

The research is based on a national survey conducted during year 2010. All Norwegian municipalities were invited to respond. The survey asked the head of the FM departments (or the chief executive officer [CEO] if the first could not answer) what organisational models they used for their FM and cleaning organisations and what changes they planned for the organisation in the future. All questions were asked according to different building categories to determine whether building category had any influence on their choices.

Limited research has been published regarding the structure of the FM organisations in Norwegian municipalities and even less regarding their cleaning organisations. The results show that Norwegian municipalities prefer integrated models and also purchasing services from the private sector prior to applying decoupled models as inter-municipal alternatives and Municipal Limited Companies. The results do also indicate that Norwegian municipalities’ interest in such models is rising and that they seem to be moving away from traditional and integrated alternatives.

Although all municipalities were invited to the survey, only one-third responded.

The article may represent a first thorough overview of what organisational models and what combinations of models Norwegian municipalities use for their FM and cleaning organisations. Compared to former studies, this article explores a greater variety in organisational models and a greater variety in researched building categories.

This paper aims to find out how construction organizations can achieve excellence and enhance excellence through knowledge and workforce management. The combination of knowledge and workforce management, referred to here as the People Capability, is the key area of concern in this study.

The European Foundation for Quality Management (EFQM) model of organizational excellence is used as the basis for organizational excellence assessment and system dynamics is used as the modeling tool. Scenario analysis is conducted to identify the enabling factors that are more significant for organizational excellence, as well as how these factors operate and interact.

Based on the outcomes of the model, human resource development and training is the most important enabling factor that enhances organizational capabilities. Both workforce management and knowledge management are key components of People Capability, and they play crucial roles in the performance of construction firms. There is a high degree of dependence on these two components. Human resource development and training affect all capability areas and are key to the effective implementation of capability building programs.

Organizations might have various options in choosing different policies, and those policies can be planned and expressed in different manners and scales. How can an organization determine which scenarios end up producing desired performance results? Simulation techniques, especially system dynamics, have been used to answer these types of questions due to their ability to model causal relationships among various system components. The results of this research can help construction organizations identify effective knowledge and workforce management policies and capability-building programs that improve their organizational capabilities.

This study aims to examine how open innovation can be effective in changing organizational inertia to create business model innovation and improve firm performance. It also seeks to explore whether the existence of open innovation has a mediating effect and influence.

This study constructs a theoretical model to explore the relationship between latent variables and uses a questionnaire to collect research data. In the conceptual framework, organizational inertia is a second-order latent variable and comprises three first-order latent variables: insight inertia, action inertia, and psychological inertia. Open innovation is also a second-order latent variable, and consists of two first-order latent variables: outbound and inbound open innovation. To clarify the relationship between these latent variables, structural equation modeling (SEM) is used to test the goodness of fit of the theoretical model and research hypotheses. This study uses 141 small to medium-sized manufacturing enterprises (SMEs) in Taiwan as the research subjects.

The SEM analysis revealed that open innovation has a significant mediating effect on the relationship between organizational inertia and business model innovation, and the relationship between organizational inertia and firm performance; business model innovation also has a positive influence on firm performance.

This study contributes the empirical analysis of SMEs to illustrate the role of open innovation on business model innovation processes.

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.