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This book highlights the growing number of ‘post-bureaucratic’ firms that are abandoning hierarchical organizational forms in favor of self-managing teams. Addressing the need to outperform, these new organization types foresee the benefits of an organic structure with new and more indirect forms of control, and aim to coordinate the activities of highly-skilled workers without relying on a bureaucratic superstructure. The chapters explore the tensions that exist between external and internal institutional forces. As new forms of control strategies emerge, mostly value-based, this book accounts for the cognitive categories, conventions, rules and logic that should be integrated and combined with traditional forms of managerial controls in order to enable co-existence with established bureaucratic frameworks. This book will be of interest to academics in the fields of organizational behavior and innovation management, and also practitioners and managers aiming to shift from a traditional hierarchical structure to post-bureaucratic forms.
Reflecting the emergence of new organizational forms and hybrid organizations, this edited collection explores the processes of exchange, collaboration and technological management that have changed organizational structures. By investigating the impact that inter-organizational collaboration can have on the production and implementation of ideas within new firms, this study contributes to the growing field of innovation and responds to the need for a greater understanding of renewed processes. The authors argue that collaborations need to go beyond existing practices to create emerging paths such as bricolage, experimentation, effectuation and learning. Drawing together a diverse body of literature on the internal dynamics that drive organizational change, Learning and Innovation in Hybrid Organizations presents multiple perspectives on combining organizational flexibility with learning and innovation, and provides implications for future practice.
What do shared service models involve? Which business processes can and/or should be shared? This ASM volume deals with such questions relating to the increasingly popular use of Shared Service Centers in organizations. The volume intends to move beyond debating the relevance of shared services towards more systematic research action.
Electronic Inspection Copy available for instructors here Now in its Third Edition, this unique and highly esteemed text goes from strength to strength, continuing to offer: seamless coverage of the essential topics of organizational behaviour a realist's guide to management capturing the complex life of organizations (the paradoxical, emotional, insecure, self-confident, responsible, irresponsible) and delivers the key themes and debates in an accessible way interactive, instructive (and fun) learning aids and features, both in the text and on the Companion Website an attractive, easily navigable, full-colour text design a guide to further reading including hand-selected journal articles, many of which are available on the Companion Website. As well as cutting-edge content and features, the Third Edition now includes: clearer, more concise exposition of all you need to know about organizations expanded coverage of public-sector, informal and non-profit organizations additional discussion of international cultures revised case studies to cater for readers across the world at all levels of knowledge and experience a revisited Companion Website with longer case studies. Over the last seven years, more and more students and tutors have been won over by Managing and Organizations' coverage, wisdom and insight, and this new edition is a yet more essential guide to negotiating and understanding the bustling and complex life of organizations. Visit the Companion Website at www.sagepub.co.uk/managingandorganizations3 To watch Tyrone Pitsis talk about the new edition of Managing and Organizations - click here.
Governance of Public Sector Organizations a nalyzes recent changes in government administration by focusing on organizational forms and their effects. Contributors to this edited volume demonstrate how generations of reform result in increased complexity of government organizations, and explain this layering process with multiple theories.
Management in the Age of Digital Business Complexity focuses on how the digital age is changing management and vastly speeding up complexity dynamics. The recent coevolution of technologies has dramatically changed in just a few years how people and firms learn, communicate, and behave. Consequently, the process of how firms coevolve and the speed at which they coevolve has been dramatically changed in the digital age, and managerial methods are lagging way behind. Combining his own expertise with that of a number of specialist and international co-authors, McKelvey conveys how companies that fall behind digitally can quickly be driven out of business. The book has been created for academics seeking to upgrade management thinking into the modern digital age and vastly improve the change capabilities of firms facing digital-oriented competition.
Organization scholars have long acknowledged that control processes are integral to the way in which organizations function. While control theory research spans many decades and draws on several rich traditions, theoretical limitations have kept it from generating consistent and interpretable empirical findings and from reaching consensus concerning the nature of key relationships. This book reveals how we can overcome such problems by synthesising diverse, yet complementary, streams of control research into a theoretical framework and empirical tests that more fully describe how types of control mechanisms (e.g., the use of rules, norms, direct supervision or monitoring) aimed at particular control targets (e.g., input, behavior, output) are applied within particular types of control systems (i.e., market, clan, bureaucracy, integrative). Written by a team of distinguished scholars, this book not only sheds light on the long-neglected phenomenon of organizational control, it also provides important directions for future research.
This work explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints. All organizations are dependent on the environment for their survival. It contends that it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behaviour both possible and almost inevitable. Organizations can either try to change their environments through political means or form interorganizational relationships to control or absorb uncertainty.
Shaping Organization Form considers the role of new communication technologies in shaping organizations today and in the future. Four key themes are considered in depth: changes in technology, changes in organizational form, and their mutual influence on one another; evolutionary processes in organizations and the ways in which technology can influence these processes; the development of organizational communities and inter-organizational relationships that are mediated by electronic communication systems; and major controversies surrounding electronically mediated organizations and directions for future research that flow out of these controversies.
Provides an international collection of studies on knowledge-intensive organizations with insight into organizational realities as varied as universities, consulting agencies, corporations, and high-tech start-ups.