scholarly journals SITUATIONAL LEADERSHIP AND THE ORGANIZATIONAL LIFE CYCLE: CASE STUDY IN A PATRONAL UNION

2019 ◽  
Vol 12 (3) ◽  
Author(s):  
Matias Trevisol ◽  
Fernando Fantoni Bencke ◽  
Luccas Santin Padilha ◽  
Darlan Jose Roman
Keyword(s):  
Life Cycle ◽  
Participant Observation ◽  
Situational Leadership ◽  
Third Sector ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Theoretical Contribution ◽  
Company Union

Studies involving the topics of organizational life cycle and situational leadership institutions in the third sector, as a union, was little explored in the literature. Moreover, recent changes in the Brazilian legislation brought new challenges to these organizations. This study seeks to fill these gaps, to analyze the role of leadership and organizational life cycle in a company union, linking theories against the employers' association. The metaphor of the organizations life cycle allows the analysis of organizations at different stages and, consequently, the role of leadership in the development of courses. The research was qualitative, used methods of case study and oral history, and descriptive and exploratory. Data collection used documental analysis, non-participant observation and in-depth interviews with seven leaders who experienced the historical trajectory of the institution. Among the main contributions of this study, it stands out as a theoretical contribution, the association of situational leadership theories and the organizational life cycle in a union representation institution, still little explored in the literature. Among the practical contributions highlight the situational leadership as alternative for sustainability for organizational cyclic life of a union, which now depend on its resources and internal management capabilities for their survival.

The need for requisite variety to support growth: an organizational life cycle perspective

2018 ◽  
Vol 11 (2) ◽  
pp. 241-256
Author(s):  
Rocco Palumbo ◽  
Rosalba Manna
Keyword(s):  
Life Cycle ◽  
Participant Observation ◽  
Organizational Life ◽  
Multiple Sources ◽  
Environmental Complexity ◽  
Organizational Life Cycle ◽  
Content Type ◽  
Study Approach ◽  
Requisite Variety

PurposeDrawing on the “Giffoni Experience” case study, the purpose of this paper is to establish a conceptual link between requisite variety and organizational life cycle. The law of requisite variety states that – to be viable – a system should be able to achieve the minimum number of states which are required to deal with environmental uncertainty.Design/methodology/approachA descriptive case study approach was taken, which allowed a holistic analysis of the subject being investigated. Multiple sources and different techniques were used to collect relevant data, including: document analysis, unstructured interviews with key informants, and participant observation.FindingsThe development of requisite variety is intended to fill the gap between organizational adaptability and increased environmental complexity. The process of requisite variety generation is influenced by the organizational life cycle stages, turning out to be reactive in the early phases of life and proactive in the maturity ones. Ultimately, the development of requisite variety makes the organization able to establish a co-evolving relationship with the environment, which paves the way for greater organizational adaptability and effectiveness.Research limitations/implicationsThe research findings are not generalizable; besides, the exploratory nature of this study did not allow to point out a consistent relationship between requisite variety and the organizational life cycle.Originality/valueTo the authors’ knowledge, this is one of the first attempts to examine requisite variety adopting the conceptual lenses of organizational life cycle. Empirical research works dealing with requisite variety are uncommon and generally overlooked by management scholars and practitioners.

scholarly journals Interplay of Leadership Styles, Employees' Performance and Organizational Life Cycle

2019 ◽  
Vol IV (IV) ◽  
pp. 389-397
Author(s):  
Mujahid Hussain ◽  
Amna Niazi ◽  
Kanwal Iqbal Khan
Keyword(s):  
Life Cycle ◽  
Leadership Development ◽  
Leadership Styles ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Democratic Leadership ◽  
And Performance ◽  
The Relationship

The study investigates the moderation role of Organizational Life Cycle (OLC) stages on the relationship between leadership styles and employees' performance. The study remained restricted to four basic leadership styles, namely authoritative, democratic, transformational and transactional styles. The findings of the study are (1) OLC stages have no significant impact on the relationship between transformational style and performance employees and on the relationship between transactional style and performance of employees (2) OLC stages have a significant impact on the relationship between authoritative styles and performance employees and on the relationship between democratic leadership styles and performance of employees. Findings can be used in the hiring of new leadership by organizations and in the deciding priorities of leadership development as per the stages of OLC. It is expected that the findings of the study are generalizable due to the size of the sample and the extensiveness of the study.

Understanding Organizational Development With a Continuum of Care Model

2021 ◽  
pp. 209-218
Author(s):  
Jaimie Jo Wai Chan ◽  
Maria Chu ◽  
Kwong Yuen Liu
Keyword(s):  
Life Cycle ◽  
Organizational Development ◽  
Continuum Of Care ◽  
Care Organization ◽  
Organizational Life ◽  
Care Model ◽  
Organizational Life Cycle ◽  
Non Profit ◽  
Non Profit Organizations

Most non-profit organizations move through a life cycle consisting distinct stages that define the change of organizational activities and processes. Although these stages are well defined in the literature, the manner in which non-profit organizations transition through the life cycle vary greatly. This article will present a case study of the Yee Hong Centre for Geriatric Care, a non-profit senior care organization from Toronto, Canada, to illustrate its development throughout the non-profit organizational life cycle. The Yee Hong Centre's adoption of a continuum of care model will be of particular focus as one of the primary drivers of the organization's development. This article will also discuss the challenges that the Yee Hong Centre continues to face in maintaining its current level of success and provide a conceptual examination of how the continuum of care model can be applied to contribute to the organization's sustainability.

scholarly journals Life Cycle Assessment and Judgement

NanoEthics ◽  
2020 ◽  
Vol 14 (3) ◽  
pp. 271-283
Author(s):  
Christopher Nathan ◽  
Stuart Coles
Keyword(s):  
Life Cycle Assessment ◽  
Life Cycle ◽  
Academic Community ◽  
Consumer Products ◽  
Free Inquiry ◽  
Technology Project ◽  
Lively Debate ◽  
Technology Product

AbstractIt has become a standard for researchers carrying out biotechnology projects to do a life cycle assessment (LCA). This is a process for assessing the environmental impact of a technology, product or policy. Doing so is no simple matter, and in the last decades, a rich set of methodologies has developed around LCA. However, the proper methods and meanings of the process remain contested. Preceding the development of the international standard that now governs LCA, there was a lively debate in the academic community about the inclusion of ‘values’ within the process. We revisit this debate and reconsider the way forward for LCA. We set out ways in which those outside of science can provide input into LCAs by informing the value assumptions at stake. At the same time, we will emphasize that the role of those within the scientific community need not (and sometimes, will inevitably not) involve value-free inquiry. We carry out this exploration through a case study of a particular technology project that sought ways to produce industrial and consumer products from algal oils.

scholarly journals Integrality of care: challenges for the nurse practice

2017 ◽  
Vol 70 (3) ◽  
pp. 504-510 ◽  
Author(s):  
Solange Meira de Sousa ◽  
Elizabeth Bernardino ◽  
Karla Crozeta ◽  
Aida Maris Peres ◽  
Maria Ribeiro Lacerda
Keyword(s):  
Teaching Hospital ◽  
Participant Observation ◽  
Single Case ◽  
Team Work ◽  
Nursing Management ◽  
Care Needs ◽  
Units Of Analysis ◽  
Integration Of Services

ABSTRACT Objective: to understand the role of the nurse in the collegiate management model of a teaching hospital, in the integrality of care perspective. Method: a single case study with multiple units of analysis, with the theoretical proposition "integrality of care is a result of the care offered to the user by multiple professionals, including the nurse". Data were obtained in a functional unit of a teaching hospital through interviews with 13 nurses in a non-participant observation and document analysis. Results: from the analytical categories emerged subcategories that allowed understanding that the nurse promotes integrality of care through nursing management, team work and integration of services. Final considerations: the theoretical proposition was confirmed and it was verified that the nursing management focus on attending to health care needs and is a strategy to provide integrality of care.

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