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The process approach to multi-level organizational behavior is based on the assumption that multi-level organizational behavior is processual in nature. This article defines group and organizational processes and their representation as process frameworks. Both functional and inclusional classes of levels exist, each of which has at least five categories of levels. All ten categories are special cases of process frameworks. This article provides examples of each category level, which it uses to illustrate new models of organizational work, extended models of interdependence, a new typology of theories based on their levels of processes, and a new tool for survey research called knobby analyses. After explaining the basic idea of knobby analysis, the article briefly describes the processual theory of the organizational hologram, the use of linear programming, and causal-chain analysis to provide multi-level explanations of employee opinion data. These ideas are embodied in conducting a strategic organizational diagnosis, which is the first stage of organizational design. Organizational design encompasses multiple stages, each of which itself involves multiple, multi-level phenomena and analyses. The basic point is that the processual nature of multi-level organizational phenomena gives more hope for improvements in theory building and their application if one uses the process approach rather than a variable approach.

This paper examines the role of knowledge management and knowledge management systems for supporting knowledge work. In a work environment, knowledge is always situated in a specific context, so an organization benefits from a knowledge management system when such a system is focused on a specific task. Providing support for knowledge work at the task level complements the work practices of actors performing the task. The paper suggests that knowledge management systems can be implemented as intelligent decision support that establishes a joint cognitive process between the system and the actor performing the task. The proposed approach has been derived from our application of a knowledge management framework to a number of field studies. These applications come from various domains and highlight different aspects of the proposed framework. The focus on task performance, as a driving force for knowledge management, unifies these field studies. The paper identifies the issues that emerge from these studies and describes their contribution to the development of the framework. The paper concludes that by privileging knowledge work, task‐based knowledge management can be an effective knowledge management strategy.

The purpose of this paper is to propose a framework for clinical governance, in particular, the compliance of data privacy in a healthcare organisation.

The approach of the research was to highlight problem areas in compliance and governance risk management (governance, risk and compliance (GRC)) in general, and then identify knowledge in other domains that could be combined and applied to improve GRC management, and ultimately improve governance outcomes.

There is a gap in the literature is respect of systems and frameworks to assist organisations in managing the complex minutiae associated with compliance. This paper addresses this gap by proposing a “compliance action framework” which builds on work existing in other domains in relation to education, process control and governance.

The present research provides a starting point for an implementation of the framework within a number of organisations, and opens questions for further research in the field.

The GRC framework proposed in this paper contributes to the state of the art, by proposing processes for improving the governance capability and compliance outcomes within an organisation for governance of data privacy risk and data protection.

The purpose of this paper is to analyze theory of inventive problem-solving (TRIZ) in terms of knowledge, skill, workload and affect to understand its effectiveness in enabling designers to achieve their optimized mental performance.

TASKS framework, which aims to capture the causal relations among Task workload, affect, skills, knowledge and mental stress, is adopted as our methodology. The framework supports the analysis of how a methodology influence designer’s affect, skills, knowledge and workload. TRIZ-related publications are assessed using the TASKS framework to identify the barriers and enablers in TRIZ-supported design.

TRIZ has limitations on its logic and tools. Nevertheless, it could create a beneficial impact on mental performance of designers.

This paper provides a theory-driven TRIZ usability analysis based on the materials in the literature following the TASKS framework. The impact of TRIZ, as an enabler or a barrier, has been analyzed in accomplishing a design task.

The purpose of this paper is to develop a nuanced framework for evaluating a channel partner’s performance in distribution channel relationships. Given a channel partner’s task environment characteristics (high/low munificence, dynamism and complexity), the study examines which performance metrics (output, activity or capability) are most relevant for evaluating its performance levels effectively.

The study adopts self-administered cross-sectional survey-based research design. Matched data were collected from 252 channel partners – manager relationship dyads. The latent change score (LCS) model within SEM framework provides mean paired-differences of the relevance ratings for each metrics. This was used to assess the empirical validity of the hypothesized relationships.

The study demonstrates the importance of calibrating performance evaluation metrics to a channel partner’s task environment state, made possible by its holistic approach to performance evaluation. Based on an extensive analysis, it shows that no single metric is relevant within all environmental states; rather, it could be dysfunctional, a result that differs from vast majority of the literature.

Investigates individual linkages between task environment dimensions and performance metrics to provide a fuller understanding of these relationships. Also provides a theoretical framework to support further research on the topic.

The study provides managerial guidelines (and extensive graphical analysis) for nuanced and dynamic evaluation of channel partners’ performance that can enable firms to identify and promote their most valuable channel partners and prevent the deterioration of others.

First one to develop and empirically validate a nuanced framework for evaluating performance of exchange partners that operate under diverse task environment states.

The purpose of this paper is to determine the extent to which team processes vary between team types, as well as the relative importance of these processes for different team types.

A survey study evaluated a sample of 316 members of various work teams that were classified as either intellectual (e.g. executive team) or physical (e.g. production team) teams. Independent samples t‐tests, paired samples t‐tests, and confirmatory factor analysis were used to evaluate hypotheses.

Confirmatory analysis indicated transition and action oriented process behaviors were distinct from one another. Intellectual teams were found to value transition processes (planning and strategizing) more highly than physical teams. Intellectual teams also valued transition processes (planning and strategizing), more than action processes (monitoring and coordinating).

Research on team processes tends to focus upon a “one size fits all” approach to teamwork, but this approach has yielded inconsistent frameworks. This study provides evidence that these inconsistencies are due to the changing nature of teamwork. This study was limited in that only two broad types of teams and two types of process competencies were assessed.

Differences in the importance of certain processes for specific team types should be taken into account when implementing systems for team selection, performance appraisal, and training.

This paper provides empirical support for previous theoretical suppositions that different team types differ in the level of importance they place on certain processes.

Multi-robot coalition formation (MRCF) refers to the formation of robot coalitions against complex tasks requiring multiple robots for execution. Situations, where the robots have to participate in multiple coalitions over time due to a large number of tasks, are called Time-extended MRCF. While being NP-hard, time-extended MRCF also holds the possibility of resource deadlocks due to any cyclic hold-and-wait conditions among the coalitions. Existing schemes compromise on solution quality to form workable, deadlock-free coalitions through instantaneous or incremental allocations.

This paper presents an evolutionary algorithm (EA)-based task allocation framework for improved, deadlock-free solutions against time-extended MRCF. The framework simultaneously allocates multiple tasks, allowing the robots to participate in multiple coalitions within their schedule. A directed acyclic graph–based representation of robot plans is used for deadlock detection and avoidance.

Allowing the robots to participate in multiple coalitions within their schedule, significantly improves the allocation quality. The improved allocation quality of the EA is validated against two auction schemes inspired by the literature.

To the best of the author's knowledge, this is the first framework which simultaneously considers multiple MR tasks for deadlock-free allocation while allowing the robots to participate in multiple coalitions within their plans.

This chapter provides a new theory for organizational leadership in which an organization's leadership, authority, management, power, and environments (LAMPE) are made coherent and integrated. Organizations work best if their LAMPE is coherent, integrated, and operational. The chapter begins by introducing basic concepts, such as structures, processes, process frameworks, task–role matrices, interdependence uncertainty, and virtual-like organizational arrangements. The LAMPE theory is then built upon this base. Leadership is defined as the processes of initiating, enabling, implementing, and sustaining change in an organization. Authority is defined as the legal right to preempt the outcome of a decision or a process. Management is defined in term of its major processes. Power is the control of interdependence uncertainty. When 29 leadership practices are introduced, it is possible to link them to all five of LAMPE's constructs. A number of conclusions are derived, in the form of 36 propositions: 5 dealing with leadership, 5 focusing on leadership requirements matching, 4 relating to leadership effectiveness, 5 dealing with leadership capacity, 4 concerning the benefits of distributed leadership, and 13 linking LAMPE to the theory of the organizational hologram.

Explores the impact of early supplier involvement (ESI) on product development practices. Develops a conceptual framework and a case study for effective implementation of ESI. A conceptual framework for ESI in product development consists of the four building blocks of design, procurement, supplier, and manufacturing requirements. Notes that, while each of the building blocks has a unique role in ESI, their interrelationships are the focus of the ESI conceptual framework. These blocks are decomposed into a set of specific tasks required to implement ESI. Applies the framework in a company that currently implements ESI in order to test and validate its viability. This comparison enumerates the examples of success and failure of ESI and two measurements of the company’s ESI effectiveness. Discusses the framework’s validity and proposes modifications. Additionally, presents a set of findings, hypotheses, and recommendations for implementing ESI. Also presents a set of hypotheses as a basis for future ESI theory building and testing.

This paper explores how task characteristics in terms of trigger type and task topic influence individual participation in community-based free/libre open source software (FLOSS) development by considering participation in individual tasks rather than entire projects.

A quantitative study was designed using choose tasks that were carried out via the email discourse on the developers' email fora in five FLOSS projects. Choice process episodes were selected as the unit of analysis and were coded for the task trigger and topic. The impact of these factors on participation (i.e. the numbers of participants and messages) was assessed by regression.

The results reveal differences in participation related to different task triggers and task topics. Further, the results suggest the mediating role of the number of participants in the relationships between task characteristics and the number of messages. The authors also speculate that project type serves as a boundary condition restricting the impacts of task characteristics on the number of participants and propose this relationship for future research.

Empirical support was provided to the important effects of different task characteristics on individual participation behaviors in FLOSS development tasks.

The findings can help FLOSS participants understand participation patterns in different tasks and choose the types of tasks to attend to.

This research explores the impact of task characteristics on participation in FLOSS development at the task level, while prior research on participation in FLOSS development has focused mainly on factors at the individual and/or project levels.