scholarly journals Lateral Network Governance

2020 ◽  
pp. 243-265
Author(s):  
Johannes Glückler
Keyword(s):  
Decision Making ◽  
Social Network ◽  
Empirical Analysis ◽  
Network Governance ◽  
Analytic Approach ◽  
Governance Mode ◽  
Network Organizations ◽  
Common Goals ◽  
Empirical Context ◽  
Practical Implications

AbstractThe author of this article goes beyond acknowledging networks as a governance mode to elaborate on the actual forms of governance that convey legitimate and acceptable coordination. He advances the concept of lateral network governance in the empirical context of organized networks, in which organizations pool resources and join their interests in the pursuit of common goals. To solve the puzzle of having independent equals commit themselves to coordinating their actions, the author aims to overcome the traditional dualism between formal and informal mechanisms of governance. Instead, he conceives lateral network governance as a structure for the legitimate delegation of decision-making. He develops a social network analytic approach to assessing the relational distribution of legitimacy. With his empirical analysis of two case studies of inter-firm network organizations, he illustrates the degree to which the actual legitimacy distribution diverges from formal governance authority. Lateral network governance has practical implications for inter-organizational networks and network managers.

Grassroots Involvement in Interest Group Decision Making

1999 ◽  
Vol 27 (2) ◽  
pp. 216-235 ◽  
Author(s):  
CHRISTINE L. DAY
Keyword(s):  
Decision Making ◽  
Social Network ◽  
Interest Group ◽  
Direct Mail ◽  
Data Sets ◽  
Organizational Resources ◽  
Organizational Democracy ◽  
Organizational Decision Making ◽  
Network Organizations ◽  
Group Members

Interest groups' increased use of centrally managed mass communications technologies has reduced opportunities for social networking among group members. This study examines the relationship between organizational democracy, or rank-and-file participation in decision making, and two indicators of social network opportunities: existence of local chapters and extent of direct-mail usage. Control variables include membership incentives, organizational resources, group age and size, and competition with other groups for members. Multivariate analyses of two interest group survey data sets, using ordinal logit, indicate that social network organizations are no more likely to involve their members in decision making than are centralized direct-mail organizations. The variables that are significantly related to grassroots involvement in organizational decision making include purposive and solidary membership incentives as well as some organizational resources, size, and age. Implications for further study of organizational democracy are discussed.

The Supreme Court, 1888–1940: An Empirical Overview

1998 ◽  
Vol 22 (2) ◽  
pp. 201-224
Author(s):  
Sandra L. Wood ◽  
Linda Camp Keith ◽  
Drew Noble Lanier ◽  
Ayo Ogundele
Keyword(s):  
Decision Making ◽  
Supreme Court ◽  
Empirical Analysis ◽  
Empirical Data ◽  
Empirical Studies ◽  
Complete Picture ◽  
The Supreme Court ◽  
Empirical Context ◽  
Limited Scope

Studies of decision making on the modern Supreme Court have drawn on readily available empirical data to explore the details of how the Court conducts its business (Segal and Spaeth 1993; Spaeth 1995). Sadly, however, such empirical studies have not been plentiful for periods of the Court’s history before the appointment of Chief Justice Earl Warren. Some discussion has occurred dating from the chief justiceship of William Howard Taft beginning in 1910, but these studies have limited scope (Bowen and Scheb 1993; Leavitt 1970; Pritchett 1948; Renstrom 1972; Slotnick 1979; Tate and Handberg 1991). The result is a plethora of studies concerning the modern Court and a dearth of systematic information on earlier Courts (Aliotta 1988; Brenner and Spaeth 1995; Epstein and Kobylka 1992; George and Epstein 1992; Handberg 1976; Schubert 1965, 1974; Segal 1984; Tate 1981; Ulmer 1970). The picture we do have concerning earlier Courts is largely drawn from biographical or doctrinal studies. While both of these enterprises are immensely useful, they lack the systematic quality of an empirical analysis that considers all cases (not just the important ones) and all justices (not just the intellectual or social leaders). We seek to create an empirical context out of which those outstanding justices and decisions arose. Our study allows confirmation of findings of previous studies of individuals and doctrine and provides a more complete picture of the Court during a tumultuous time in its history.

Learning Conversation and Shared Network Leadership

2010 ◽  
Vol 9 (4) ◽  
pp. 181-194 ◽  
Author(s):  
Jürgen Weibler ◽  
Sigrid Rohn-Endres
Keyword(s):  
Qualitative Research ◽  
Grounded Theory ◽  
Social Network ◽  
Interorganizational Networks ◽  
Original Network ◽  
High Quality ◽  
Qualitative Research Design ◽  
Collective Processes ◽  
Shared Network ◽  
Practical Implications

This paper develops an understanding of how shared leadership emerges in social network interactions. On the basis of a qualitative research design (grounded theory methodology – GTM) our study in two interorganizational networks offers insights into the interplay between structures, individuals, and the collective for the emergence of shared network leadership (SNL). The network-specific Gestalt of SNL appears as a pattern of collective and individual leadership activities unified under the roof of a highly developed learning conversation. More importantly, our findings support the idea that individual network leadership would not emerge without embeddedness in certain high-quality collective processes of relating and dialogue. Both theoretical and practical implications of this original network leadership perspective are discussed.

Prophetic Leadership Model: Conceptualizing a Prophet’s Leadership Behaviour, Leader-Follower Mutuality and Altruism to Decision Making Quality

2015 ◽  
Vol 3 (1) ◽  
pp. 93
Author(s):  
Nik Maheran Nik Muhammad
Keyword(s):  
Decision Making ◽  
Social Network ◽  
A Priori ◽  
Complex Function ◽  
Spiritual Leadership ◽  
Leadership Theory ◽  
Future Research ◽  
Leadership Model ◽  
Leadership Behaviour ◽  
Current Leadership

This article advocates that research is lacking on the connection between leadership theory and social network theory. To date, little empirical research has been conducted on leadership and social networks. Thus, the proposition of this article goes beyond traditional leadership models to advocate for a fuller and more integrative focus that is multilevel, multi-component and interdisciplinary, while recognizing that leadership is a complex function of both the organisational leaders and the followers who perform tasks, all of which subsequently leads to decision making qualities. Indeed, the current leadership model focuses on leadership behaviour and the ability to gain followers mutuality, to achieve decision making quality involving the integration of leadership and social network theories. Given the apparent mutable palette of contemporary leadership theory, this emergent construct of the leadership paradigm can expand the poles of the leadership continuum and contribute to a richer and deeper understanding of the relationships and responsibilities of leaders and followers as they relate to decision making qualities. This new construct, which is termed prophetic leadership, explores the literature of the life experiences of the prophet in the ‘Abrahamic Faith’ religion. Drawing on a priori links between the personality trait and spiritual leadership that has recently garnered the interest of scholars, the present study asserts a normative leadership theory that links the personal quality of a leader, posture and principal (based on the Prophet’s leadership behaviour) to synergy and decision making quality. Altruism is proposed to enhance relationships between leadership behaviour and decision making quality. For future research, much work needs to be done specifically aiming to (a) achieve greater clarity of construct definitions, (b) address measurement issues, and (c) avoid construct redundancy.

Prophetic Leadership Model: Conceptualizing a Prophet’s Leadership Behaviour, Leader-Follower Mutuality and Altruism to Decision Making Quality

2015 ◽  
Vol 1 (3) ◽  
pp. 93
Author(s):  
Nik Maheran Nik Muhammad
Keyword(s):  
Decision Making ◽  
Social Network ◽  
A Priori ◽  
Complex Function ◽  
Spiritual Leadership ◽  
Leadership Theory ◽  
Future Research ◽  
Leadership Model ◽  
Leadership Behaviour ◽  
Current Leadership

This article advocates that research is lacking on the connection between leadership theory and social network theory. To date, little empirical research has been conducted on leadership and social networks. Thus, the proposition of this article goes beyond traditional leadership models to advocate for a fuller and more integrative focus that is multilevel, multi-component and interdisciplinary, while recognizing that leadership is a complex function of both the organisational leaders and the followers who perform tasks, all of which subsequently leads to decision making qualities. Indeed, the current leadership model focuses on leadership behaviour and the ability to gain followers mutuality, to achieve decision making quality involving the integration of leadership and social network theories. Given the apparent mutable palette of contemporary leadership theory, this emergent construct of the leadership paradigm can expand the poles of the leadership continuum and contribute to a richer and deeper understanding of the relationships and responsibilities of leaders and followers as they relate to decision making qualities. This new construct, which is termed prophetic leadership, explores the literature of the life experiences of the prophet in the ‘Abrahamic Faith’ religion. Drawing on a priori links between the personality trait and spiritual leadership that has recently garnered the interest of scholars, the present study asserts a normative leadership theory that links the personal quality of a leader, posture and principal (based on the Prophet’s leadership behaviour) to synergy and decision making quality. Altruism is proposed to enhance relationships between leadership behaviour and decision making quality. For future research, much work needs to be done specifically aiming to (a) achieve greater clarity of construct definitions, (b) address measurement issues, and (c) avoid construct redundancy.

Models of decision support in socio-cyber-physical systems

2019 ◽  
pp. 55-70 ◽  
Author(s):  
A. V. Smirnov ◽  
T. V. Levashova
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Situation Awareness ◽  
Cyber Physical Systems ◽  
Emergent Behavior ◽  
Emergent Properties ◽  
Decision Making Process ◽  
Physical Systems ◽  
Decision Support Models ◽  
Common Goals

Introduction: Socio-cyber-physical systems are complex non-linear systems. Such systems display emergent properties. Involvement of humans, as a part of these systems, in the decision-making process contributes to overcoming the consequences of the emergent system behavior, since people can use their experience and intuition, not just the programmed rules and procedures.Purpose: Development of models for decision support in socio-cyber-physical systems.Results: A scheme of decision making in socio-cyber-physical systems, a conceptual framework of decision support in these systems, and stepwise decision support models have been developed. The decision-making scheme is that cybernetic components make their decisions first, and if they cannot do this, they ask humans for help. The stepwise models support the decisions made by components of socio-cyber-physical systems at the conventional stages of the decision-making process: situation awareness, problem identification, development of alternatives, choice of a preferred alternative, and decision implementation. The application of the developed models is illustrated through a scenario for planning the execution of a common task for robots.Practical relevance: The developed models enable you to design plans on solving tasks common for system components or on achievement of common goals, and to implement these plans. The models contribute to overcoming the consequences of the emergent behavior of socio-cyber-physical systems, and to the research on machine learning and mobile robot control.

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