Using an Agile Approach in a Large, Traditional Organization

2006 ◽  
Author(s):  
D. Tudor ◽  
G.A. Walter
Keyword(s):  
Traditional Organization ◽  
Agile Approach

Labor Motivation and Stimulation Mechanism in Learning Organization Formation

2021 ◽  
pp. 19-22
Author(s):  
Ekaterina Kuryachaya ◽  
I. Kul'kova
Keyword(s):  
Learning Organization ◽  
Integrated Approach ◽  
Monetary Incentives ◽  
Management Mechanism ◽  
Organization Model ◽  
Motivation System ◽  
Hr Management ◽  
Relevant Topic ◽  
Traditional Organization ◽  
Self Learning

The article is devoted to a relevant topic − the HR management system creation during the transforming a traditional organization into a self-learning one, and, first of all, a staff motivation system. The scientific novelty element is the developed and tested complex HR management mechanism, which is closely related to the results and employees' performance assessment. A tested and implemented mechanism for managing the employees’ motivation system is proposed, which is one of the stages in the formation of the self-learning organization model; the motivation management principles and guidelines for building a motivation system based on an integrated approach, including systems of monetary, non-monetary incentives, as well as social guarantees systems.

Digital innovation in context

2019 ◽  
Vol 32 (3) ◽  
pp. 696-714 ◽  
Author(s):  
Daniel Nylén ◽  
Jonny Holmström
Keyword(s):  
Centralized Control ◽  
Church Of Sweden ◽  
Advertising Agency ◽  
Digital Innovation ◽  
Content Type ◽  
Organizational Settings ◽  
Interpretive Case Study ◽  
Traditional Organization

Purpose The purpose of this paper is to investigate how digital innovation processes emerge and evolve in organizational settings, and how serendipitous and unbounded digital innovations affect organizations’ overall digital directions. Design/methodology/approach The authors draw on an interpretive case study of the Church of Sweden, tracing in detail the design, deployment and governance of an interactive website for digital prayer, the Prayer Web (PW). Findings The findings show how the site came about in a serendipitous manner, created by an advertising agency as part of a marketing campaign. In turn, the unbounded nature of digital innovation was revealed as the wide and rapid adoption of the PW raised issues concerning the church’s overall digital direction linked to centralized control, as well as the nature and role of pastors, prayer and communities, as the site allowed people to post prayers and spread their messages (initially with no moderation). Originality/value The authors explore the serendipitous and unbounded ways in which digital innovation emerged and evolved in a traditional organization with a long legacy as an important societal institution. The paper contributes by generating rich insights on the role of the distinct aspects of digital technology in serendipitous and unbounded digital innovation. It particularly highlights how the editability and reprogrammability of digital artifacts triggered unexpected new behaviors and governance requirements in the organization under study. The authors encourage further research into the interrelationship between multiple unbounded and serendipitous digital innovations in an organization over time.

scholarly journals Digital business model effectuation: An agile approach

2019 ◽  
Vol 95 ◽  
pp. 307-314 ◽  
Author(s):  
Yueqiang Xu ◽  
Timo Koivumäki
Keyword(s):  
Business Model ◽  
Agile Approach

scholarly journals The Agile Approach with Doctoral Dissertation Supervision

2015 ◽  
Vol 8 (11) ◽  
pp. 139 ◽  
Author(s):  
Lars Göran Wallgren Tengberg
Keyword(s):  
Doctoral Students ◽  
Time Frame ◽  
Doctoral Dissertation ◽  
Doctoral Degrees ◽  
Practical Implementation ◽  
Doctoral Studies ◽  
Supervision Process ◽  
Agile Approach ◽  
Time Required ◽  
Teaching Learning

<p class="apa">Several research findings conclude that many doctoral students fail to complete their studies within the allowable time frame, in part because of problems related to the research and supervision process. Surveys show that most doctoral students are generally satisfied with their dissertation supervision. However, these surveys also reveal some students think their supervisors meet with them too infrequently, lack interest in their dissertation topics, and provide insufficient practical assistance. Furthermore, many countries will soon witness a large turnover in the labour market as people near retirement. Because this is also the case at many universities and colleges, the expectation is that there will be many teaching and research vacancies. Therefore, many new doctoral students who plan to enter academia after earning their doctoral degrees are needed. In responding to these complaints, this conceptual paper examines the use of the agile approach–which has achieved recognition and approval in software development–in the doctoral dissertation process. In the teaching/learning sphere, the agile approach can be used in iterative meetings between doctoral student and supervisor for dissertation planning, direction, and evaluation. The focus of the iterations, the so-called Sprints, is on communication and feedback throughout the entire process. The paper is based in theories on teaching/learning and on the author’s personal experience with the agile approach. Use of the agile approach, which can decrease the time required for doctoral studies, may thus increase the number of graduates with doctoral degrees. The paper makes suggestions for practical implementation of the agile approach.</p>

scholarly journals THE PHENOMENON OF SILVIO BERLUSCONI

2016 ◽  
pp. 117-130
Author(s):  
A. Y. Kovaleva
Keyword(s):  
Public Discourse ◽  
Political Agenda ◽  
National Leader ◽  
Political Communications ◽  
Traditional Organization ◽  
Traditional Institutions ◽  
Italian Politics ◽  
Personal Success ◽  
Silvio Berlusconi ◽  
Controversial Nature

Silvio Berlusconi, former Italian Prime Minister, is about to turn 80 this September. He has dominated Italian politics since 1994 and is now Italy's longest-serving PM since Mussolini. He has survived countless forecasts of his imminent departure. Political researchers argue that despite his personal success, he has been a disaster as a national leader. Nevertheless, to call Berlusconi a failure would be absurd, particularly in terms of his political presence. Having provided the country with four governments that lasted for a total of almost ten years, Berlusconi left a profound mark on Italian political history and even defined the era of Berlusconism. This article is based on the assumption that there is considerable political substance to Berlusconism, the substance of Berlusconi's public discourse. In 1994 he launched "Forza, Italia", a political party that within the span of a couple of months would become one of the biggest in Italy. From the outset, the party has evoked both praise and criticism amongst political communications scholars. Most of the discussion was centered on party's antiestablishment rhetoric, its lack of traditional organization, consistent political agenda and controversial nature of the main leader. Interestingly, the celebratory interpretations surrounding the Berlusconi phenomenon have focused on the leaders' ability to create a mass support base primarily through the use of TV; all of this whilst bypassing traditional institutions. This article is about the communicational strategy Berlusconi employed and why it was successful. Berlusconism is a true political phenomenon, which deserves to be analyzed carefully.

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