The Logic of Interactive Structure

2020 ◽  
pp. 221-251
Author(s):  
Rodrigo Magalhães
Keyword(s):  
Organizational Structure ◽  
Full Advantage ◽  
Social Theory ◽  
Organization Design ◽  
Organizational Capital ◽  
Informal Organization ◽  
Traditional Notion ◽  
Key Characteristics ◽  
Human Actors

This chapter builds on the discussions in Chapter 4 about the bridging between organization design (design as a noun) and organization designing (design as a verb). Based on the key precepts of Giddens’ (1984) social theory, it is argued that the traditional notion of organizational structure can be split into the concepts of structure and structuration and that while ‘structure’ is relatively stable, ‘structuration’ is ever changing. This allows us to talk of ‘interactive structure’ as a type of structure that changes with interaction and where the emphasis is on the monitoring of interactions between human and non-human actors, by means of multiple types of traces. Thus, rather than controlling people, with interactive structure, organizations are better able to deal with the disconnect between the formal and the informal sides of organization and take full advantage of the organizational capital to be found in one of the key characteristics of informal organization, i.e. improvisation.

Knowledge creation. The ongoing search for strategic renewal

2014 ◽  
Vol 114 (7) ◽  
pp. 1022-1035 ◽  
Author(s):  
M. Begoña Lloria ◽  
Marta Peris-Ortiz
Keyword(s):  
Organizational Structure ◽  
Knowledge Creation ◽  
Work Teams ◽  
Organization Design ◽  
Relational Model ◽  
Content Type ◽  
Design Variables ◽  
Innovation Teams ◽  
Design Innovation ◽  
The Relationship

Purpose – The purpose of this paper is to analyse how changes in a set of structural design variables (i.e. liaison position, networked design, innovation teams and work teams) affect the creation of new knowledge within organizations. The enablers intention, autonomy, fluctuation and creative chaos, redundancy, variety, and trust and commitment, taken from Nonaka's framework, are used as intermediate variables. Design/methodology/approach – A sample of 167 large Spanish companies was used to empirically test a general relational model. Findings – The analysis yielded two main conclusions. First, the relationship between structural variables and enablers, and, second, the relationship of enablers with knowledge creation emerged as highly relevant for knowledge creation in organizations. Research limitations/implications – A major limitation of this study was the relatively small number of variables used to define organizational structure. In reality, a large number of variables combine to create organizational structure, yet this study only included four: liaison position, networked design, innovation teams and work teams. A further limitation is the importance of the organizational context itself, which was not addressed in this study. Practical implications – This research has yielded findings that can help firms to understand and appreciate the changes that may occur in certain organizational design variables that affect knowledge creation. Equally, this research shows that knowledge creation has the potential to act as a catalyst for innovation, and may consequently drive change within the firm. Originality/value – Despite a long tradition of research into organizations and the ways in which these entities create knowledge, the literature requires enhancing through the publication of articles that provide a deeper knowledge of the context and tools that aid knowledge creation. The novel approach adopted in the current study verified whether certain variables related to organization design (i.e. liaison positions, networked design, innovation teams and work teams) exert a relevant influence on knowledge creation.

scholarly journals ORGANIZATION DESIGN IN MOTION: DESIGNING AN ORGANIZATION FOR AGILITY

2021 ◽  
Vol 1 ◽  
pp. 2349-2358
Author(s):  
Saeedeh Shafiee Kristensen ◽  
Mitra Shafiee ◽  
Sara Shafiee
Keyword(s):  
Product Development ◽  
Organizational Structure ◽  
Organization Design ◽  
Field Observations ◽  
Structured Interviews ◽  
Organizational Agility ◽  
Data Infrastructure ◽  
Contingency Perspective ◽  
Large Size

AbstractIncreasingly competitive and multifaceted business landscapes and the accelerating pace of innovation require organizations to build in-house capability to evaluate the effectiveness of their design and redesign their organizational structure to drive agile product development. The purpose of this research is to examine how the ability of an organization to implement agile is affected by the organization design. A case study based on 35 semi-structured interviews and field observations at a leading, large-size, Danish software development company was carried out. Adopting the contingency perspective, this paper presents the relevant organizational elements that can increase organizational agility and how the companies can leverage the advantages of the design. Accordingly, it provides a framework that compromises eighteen core organizational practices grouped into four categories (organizational structure and governance, culture and people, IT tools and data infrastructure, and processes) to understand the effect of organization design on agile product development.

scholarly journals Dimensional Analysis Organization Design; Case LEMDIKLAT POLRI Training Certification Institute

2021 ◽  
Vol 5 (2) ◽  
pp. 336
Author(s):  
Fitri Kurnianingsih ◽  
Adi Gunawan Sofwan ◽  
Mahadiansar Mahadiansar
Keyword(s):  
Human Resources ◽  
Organizational Structure ◽  
Secondary Data ◽  
Organization Design ◽  
Education And Training ◽  
Structure Design ◽  
Literature Study ◽  
National Police ◽  
And Training ◽  
Certification Institute

LSP Lemdiklat Polri has a very strategic role in structuring the management of human resources of the apparatus, especially in ensuring and maintaining the competence of Polri's human resources and other police functions. However, the current organizational structure and work procedures of the National Police Institute of Education and Training are still not in accordance with the workload that must be carried out. Organizational structures are generally an integral part of carrying out their functions and tasks in a structured manner in order to play a role in realizing the vision and mission of the organization itself. Focus and research locus on the analysis of the organizational structure design of the Professional Certification Institute for Education and Training of the Indonesian National Police (LSP LEMDIKLAT POLRI), As for the research method used using literature study based on existing secondary data. The results show that the ideal design of the organizational structure consisting of complexity and centralization and formalization in general, the respondents have a concern for the activities of the LSP LEMDIKLAT POLRI in their environment. The researcher also gives the first conclusion that the LSP LEMDIKLAT POLRI requires improvement in terms of departmentalization and specialization to improve the quality of POLRI personnel, secondly to strengthen regulations and rules as a form of control to ensure and maintain competence in certification services for non-INP police function bearers.

scholarly journals Presence in Digital Spaces. A Phenomenological Concept of Presence in Mediatized Communication

Human Studies ◽  
2020 ◽  
Author(s):  
Gesa Lindemann ◽  
David Schünemann
Keyword(s):  
Social Theory ◽  
Digital Communication ◽  
Digital Technologies ◽  
Lived Body ◽  
Spatial Presence ◽  
Face To Face ◽  
Local Space ◽  
Helmuth Plessner ◽  
Human Actors ◽  
Communication Challenge

AbstractTheories of face-to-face interaction employ a concept of spatial presence and view communication via digital technologies as an inferior version of interaction, often with pathological implications. Current studies of mediatized communication challenge this notion with empirical evidence of “telepresence”, suggesting that users of such technologies experience their interactions as immediate. We argue that the phenomenological concepts of the lived body and mediated immediacy (Helmuth Plessner) combined with the concept of embodied space (Hermann Schmitz) can help overcome the pathologizing of digital communication in social theory and enable descriptions which are truer to the experience of using said technology. From this perspective it appears as an ethnocentric premise to restrict interaction to human actors being present in local space. This restricted understanding of interaction does not allow for an appropriate empirical analysis of the emerging structures of digital communication.

Designing Organization Design

2020 ◽  
Author(s):  
Rodrigo Magalhães
Keyword(s):  
Organizational Structure ◽  
Meaning Making ◽  
Organization Design ◽  
Organizational Structures ◽  
Organizational Life ◽  
Service Logic ◽  
Definition Of ◽  
And Control ◽  
Emergent Design ◽  
Normative Logic

As a topic, organization design is poorly understood. While it is featured in most management textbooks as a chapter dedicated to organizational structures, it is unclear whether organization design is a one-off event or an ongoing process. Thus, it has traditionally been understood to be the same as an organizational configuration, with neat lines of communication and distribution of responsibilities, following pre-set typologies. However, what can be said to constitute organizational structure in this first half of the 21st century? The extraordinary growth of digital communications, the decreasing relevance of hierarchical bureaucracies, and the general demise of command-and-control have all but decimated the traditional notion of organizational structure. In this book it is argued that organization design needs a theoretical revamping. Using a mix of design and social sciences theories and concepts, the new approach is divided into three parts: design logics, design processes, and design leadership. A generic definition of organization design logics is offered, as a set of beliefs shared by managers and entrepreneurs in given sectors of the economy about the way organizations should be designed. Five logics and three types of designing processes are put forward. Logics: (1) the identity logic, (2) the normative logic, (3) the service logic, (4) the logic of effectual reasoning, (5) the logic of interactive structure. Processes: (1) intended design, (2) emergent design, (3) perceived design. For the leadership part, a model of leaderful organization design(ing) is proposed, with the following distinguishing features: (a) practice-based, (b) guided by values of democratic participation, (c) places meaning-making and meaning-taking at the centre of organizational life, (d) driven by design logics, which can be adopted and adapted to suit different internal and external environments.

scholarly journals THE IMPACT OF ORGANIZATION DESIGN ON WORK PERFOMANCE OF COOPERATIVE DEPARTMENT, SMALL AND MEDIUM ENTERPRISES BUSINESS OF TRADE IN BANDUNG CITY

2018 ◽  
Vol 2 (1) ◽  
pp. 37
Author(s):  
Imas Sumiati ◽  
Yayan Mulyana ◽  
Tine Ratna Poerwantika
Keyword(s):  
Organizational Structure ◽  
Work Performance ◽  
Central Government ◽  
Small And Medium Enterprises ◽  
Study Participant ◽  
Quantitative Result ◽  
Organization Design ◽  
Literature Study ◽  
Medium Enterprises ◽  
The Impact

Based on the result of research in the Cooperative Office, Micro, Small and Medium Enterprises Bandung and the Department of Trade and Industry Bandung, there is work performance that has not been maximized, it can be seen from the indicators: the quantity of work, job knowledge and personal quality. This is due to: the complexity and formalization that have not been optimize. This research used combination research method by using Sequential Model that is with data and quantitative data analysis in first stage and with qualitative data in second stage. Technique collective data consist of literature study, field study (participant and non-participant observation, in-depth interviews with two heads of service, questionnaires distributed to 28 persons, Division Head and Section Head of both Focus Group Discussion), research design, data and data sources, key informant and informant, and documentation studies. The result of this research is quantitative result of 68.9% result of organizational design on work performance in Cooperation Department, Micro, Small and Medium Enterprises, Trade and Industry Office of Bandung City that have a high enough influence. The result of qualitative research is micro business that became a municipality affair then small enterprises are provincial affairs, and medium enterprises are the affairs of central government. This showed that there are still overlapping in work specialization and the authority that has not optimize yet from central to region, thus it needs a new concept or research findings that will certainly enrich organizational theory and study related to organizational structure and public institutional related to work performance. Keywords: Organizational Structure, Work Performance, New SOTK.

scholarly journals All Customers are Equal, but Some are More Equal Should Firms Prioritize their Customers ?

2010 ◽  
Vol 2 (1) ◽  
pp. 16-25 ◽  
Author(s):  
Christian Homburg ◽  
Dirk Totzek ◽  
Mathias Droll
Keyword(s):  
Organizational Structure ◽  
Negative Reaction ◽  
Equal Treatment ◽  
Sales And Marketing ◽  
Key Characteristics ◽  
Marketing Costs ◽  
Return On Sales ◽  
Positive Effect

Abstract Focusing marketing efforts on the most valuable customers so as to increase company profits is not as straightforward as it seems. There is a downside to customer prioritization such as negative reaction from low priority customers. Taking this into account we still show that prioritizing customers does lead to higher profitability and more return on sales. There are two reasons for this. Firstly, it has a positive effect on the key characteristics of a firm’s relationship with its elite customers while not affecting the lower level. Secondly, it reduces sales and marketing costs. Customer prioritization is more effective and efficient than equal treatment. We also show that firms can rely on six key levers relating to a company’s organizational structure and processes, enabling proper implementation of customer prioritization.

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