Process cascade- and segmentation-based organizational design: A case study

2011 ◽  
Author(s):  
M. Kohlbacher ◽  
D. Weitlaner
Keyword(s):  
Organizational Design

Managing multichannel coordination in retail banking: the influence of customer participation

2006 ◽  
Vol 24 (5) ◽  
pp. 327-345 ◽  
Author(s):  
Loïc Plé
Keyword(s):  
Organizational Design ◽  
Retail Banking ◽  
Customer Participation ◽  
Content Type ◽  
Quantitative Studies ◽  
Retail Banks ◽  
The Impact ◽  
Depth Interviews

PurposeThe purpose of this research is to explore the combining of marketing and organizational literature. This paper seeks to evaluate the relationships between multichannel coordination and customer participation, as seen through the lens of potential customer opportunism. It aims at showing the impact of this opportunism on the organizational design of multiple channels structures.Design/methodology/approachThe research reports on an exploratory case study in a French retail bank. A total of 25 in‐depth interviews were conducted, and the use of other sources enabled data triangulation.FindingsThe results show first that an increase in the number of distribution channels is liable to favor customer opportunistic behavior. To counter this, the bank mainly relies on impersonal coordination modes. An emerging result highlights the role of the customer as a “perceptual filter” between the different channels of employees.Research limitations/implicationsCustomer opportunism is studied via channels employees perceptions. An investigation using a customer survey may help to better understand this construct, e.g. to identify its antecedents, and to measure it precisely. Moreover, further qualitative and/or quantitative studies with larger sample sizes are needed to try and generalize these results.Practical implicationsIt is recommended not to forget that customers can facilitate or hinder multichannel coordination. Retail banks have the power to use them conveniently, provided that they are fully conscious of the scope of the “partial employee” role played by the customer.Originality/valueThis paper broadens understanding of how multichannel distribution structures are coordinated, and in a way belies traditional organizational design literature. The emerging result gives birth to the concept of “reversed interactive marketing”, which has interesting theoretical and practical repercussions.

Exploring creativity and innovation in broadcasting

2019 ◽  
pp. 001872671988800 ◽  
Author(s):  
Stewart R Clegg ◽  
Stephen Burdon
Keyword(s):  
Design Process ◽  
Organizational Design ◽  
Public Institution ◽  
Symbolic Boundaries ◽  
Television Series ◽  
Innovative Process ◽  
Collective Innovation ◽  
Creativity And Innovation

We consider the emergence of design innovations in process, emerging around the form of polyarchy. This is done by using a case study of innovation conducted by a production organization’s project that was embedded in and hosted by a bureaucratic public institution, the Australian Broadcasting Corporation (ABC). The research reported here was part of a larger project comparing the BBC and ABC’s use of different modes of organization. It focused mainly on the organization designed to deliver a six-part television series, The Code. The innovative process of Scribe, the organization in question, in producing the story is a good example of idea work being instituted in a polyarchic design process. Scribe represents a new organizational design characterized by a polyarchic structure, which is soft and decentralized, with strict and relatively insuperable social and symbolic boundaries. This results in a project-based organization to coordinate collective innovation that is curated by making the writer also the creative director or showrunner. The research contributes further to exploring organizational idea work, through prioritizing creativity and innovation by an explicit positioning of a product and collaborative generative idea work.

scholarly journals Organizational hybridity and mission drift in innovation partnerships

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Signe Vikkelsø ◽  
Mikkel Stokholm Skaarup ◽  
Julie Sommerlund
Keyword(s):  
Goal Setting ◽  
Design Methodology ◽  
Organizational Design ◽  
Theoretical Understanding ◽  
Content Type ◽  
Mission Drift ◽  
Organizational Challenges ◽  
Innovation Fund ◽  
Publicly Supported

PurposeInnovation partnerships are a popular model for organizing publicly supported innovation projects. However, partners often have different timelines and planning horizons, understanding of purpose and concepts of value. This hybridity poses organizational challenges pertaining to trust, goal setting, learning and coordination, which may lead to “mission drift,” i.e. compromising or displacement of intended goals. Despite the risk mission drift poses, its underlying dynamics are not sufficiently understood, and the means to mitigate it are unclear. This study aims to address these questions.Design/methodology/approachThrough eight broad and one deep case study of innovation partnerships funded by Innovation Fund Denmark (IFD), the authors investigate how partnerships reconcile multiple expectations and interests within the IFD framework and how this might lead to mission drift. The authors draw upon existing theories on the organizational challenges of innovation partnerships and supplement these with new empirically based propositions on the risk of mission drift.FindingsThis study identifies a core tension between partnership complexity and the degree of formalization. Depending on how these dimensions are combined in relation to particular goals, the partnership mission is likely to become narrower or more unpredictable than intended. Thus, the authors theorize the significance of partnership composition and requisite formalization for a given innovation purpose.Originality/valueThis study contributes to the theoretical understanding of mission drift in innovation partnerships by opening the organizational black box of partnerships. The findings underscore the value of explorative case studies for specifying the contingencies of organizational design and governance mechanisms for different innovation goals.

Exploring the “mid office” concept as an enabler of mass customization in services

2015 ◽  
Vol 35 (6) ◽  
pp. 866-894 ◽  
Author(s):  
Rhian Silvestro ◽  
Paola Lustrato
Keyword(s):  
Mass Customization ◽  
Organizational Design ◽  
Single Case ◽  
Case Study Research ◽  
High Volume ◽  
Content Type ◽  
Product Service ◽  
Organizational Modularity ◽  
Service Interface

Purpose – Mass customization (MC) is a well-established strategy for providing high levels of customization while achieving the scale economies of high volume production. The purpose of this paper is to explore a new service design configuration, the “mid office,” as a service interface which may support front office customization capabilities while protecting the back office from disruption. The authors posit that it may facilitate MC by enabling product/service and organizational modularity. Design/methodology/approach – The research is based on a single case study of a large European bank’s payment services, traditionally high volume, low variety operations. The bank adopted a MC strategy which involved the creation of a mid office. The analysis spans product/service and organizational design. Findings – When combined with menu-driven customization and reuse modularization, the mid office appears to support partial rather than full MC. It facilitates postponement of customization to the assembly stage through service coproduction, organizational decoupling, and the streamlining of employee adaptive behaviors. Research limitations/implications – The study bears the limitations typical of case study research; however this was appropriate given the exploratory nature of the research into a nascent concept. Practical implications – The paper identifies a series of design decisions to enable practitioners to choose between full and partial service MC, ensuring design coherence through a mirror effect of service modularity and organizational modularity. Originality/value – It is argued that the mid office is a service interface which facilitates partial MC by enabling service and organizational modularity. The paper reinterprets the archetypes of full and partial MC in service terms, and proposes a contingent approach to service MC implementation based on service value.

Complexity and leadership: the case of a military organization

2019 ◽  
Vol 27 (5) ◽  
pp. 1522-1541 ◽  
Author(s):  
Alberto Surace
Keyword(s):  
Organizational Performance ◽  
Organizational Effectiveness ◽  
Organizational Design ◽  
Complex Dynamics ◽  
Complex Adaptive System ◽  
Single Case ◽  
Living Organism ◽  
Content Type ◽  
Military Organization

Purpose This paper aims to adopt the complexity theory (CT) as a frame of reference to analyze leadership action within a military organization. Through the CT framework, it considers a military organization as a complex adaptive system (CAS), which evolves and adapts to the environment to survive, similarly to a living organism. This case study identifies complex dynamics, which are proper to CAS and it proposes avenues to harness them to increase organizational performance. Ultimately, this paper provides insights on how a CT framework may be used in describing and understanding an effective leadership action and grant it with mechanisms to measure its effectiveness. Design/methodology/approach This paper rests on a single case study, which examines a leadership action in a military organization. Capitalizing on privileged access to top managers of an Air Force’s Major Command, the author carried out tailored surveys aimed at identifying organizational leadership effectiveness. Findings Based on these data, the study provides qualitative evidence that suggests a relevant relationship between CT-based leadership action and organizational effectiveness. Originality/value The CT-based leadership approach challenges the paradigm of ordered, hierarchical organizational design by proposing a more flexible, networked approach in relation to organizational effectiveness. The complexity-based approach to leadership proposed in this paper suggests an adaptive leadership model that better corresponds to complex human organizations, and helps leaders identify more effective management solutions.

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