Dynamic Transformational Organization: A New Organizational Form

This article suggests a new organizational form labelled as Dynamic Transformational Organization (DTO) which is a blend of concepts from Nonaka, Kodama, Hirose and Kohlbacher (2014) and Teece (2007). The 2007) premise that innovation alone is not sufficient for an organization to be competitive. Other than innovation (the result of knowledge creation), an organization also needs a specific set of capabilities which makes firms more competitive. DTOs are equally capable of generating knowledge and also have the specific capabilities necessary for firms to perform in a competitive environment. This article outlines the organizational structure of DTOs and the factors which constitute DTOs. Major antecedents of DTOs include organizational phronesis, Dynamic Fractal Teams (DFTs), Distributed Leadership (DL), Hypertext Organizations (HTO) and environmental fitness.

Download Full-text

Organizational structure, organizational form, and counterproductive work behavior: A competitive test of the bureaucratic and post-bureaucratic views

Scandinavian Journal of Management ◽

10.1016/j.scaman.2015.10.002 ◽

2015 ◽

Vol 31 (4) ◽

pp. 501-514 ◽

Cited By ~ 8

Author(s):

Simon Dischner

Keyword(s):

Organizational Structure ◽

Counterproductive Work Behavior ◽

Organizational Form ◽

Work Behavior ◽

Competitive Test

Download Full-text

Knowledge creation. The ongoing search for strategic renewal

Industrial Management & Data Systems ◽

10.1108/imds-01-2014-0011 ◽

2014 ◽

Vol 114 (7) ◽

pp. 1022-1035 ◽

Cited By ~ 9

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.

Download Full-text

Virtual Teams and Creativity in the Mondragón Cooperative Corporation

Higher Creativity for Virtual Teams ◽

10.4018/978-1-59904-129-2.ch009 ◽

2011 ◽

pp. 180-201

Author(s):

Javier Fínez

Keyword(s):

Organizational Structure ◽

Virtual Teams ◽

Virtual Team ◽

Organizational Form ◽

Creative Ability ◽

Set Up ◽

Core Activity

For companies in this age of globalization and innovation, creativity is a core activity in a growing section of the economy. Since virtual teams are a relatively new organizational form, very little research has been carried out on their structure, performance, routines, and of course, on their creative ability. In this chapter, a detailed insight will be provided of three experiences of virtual teams built into Mondragón Cooperative Corporation (MCC) cooperatives, providing an overview of the company’s activity, going into greater depth regarding the needs and opportunities behind the decision to set up a virtual team, detailing the organizational structure adopted in each case, the dynamics incorporated to achieve higher creativity, and suggesting some practices that can put the reader on the path towards common drivers for virtual creativity.

Download Full-text

MODELING DISTRIBUTED COLLABORATION ON GITHUB

Advances in Complex Systems ◽

10.1142/s0219525914500246 ◽

2014 ◽

Vol 17 (07n08) ◽

pp. 1450024 ◽

Cited By ~ 6

Author(s):

NORA McDONALD ◽

KELLY BLINCOE ◽

EVA PETAKOVIC ◽

SEAN GOGGINS

Keyword(s):

Open Source ◽

Distributed Leadership ◽

Open Source Software ◽

Organizational Form ◽

Comparative Case Study ◽

Success Rates ◽

Distributed Collaboration ◽

Future Studies

In this paper, we apply concepts from Distributed Leadership, a theory suggesting that leadership is shared among members of an organization, to frame models of contribution that we uncover in five relatively successful open source software (OSS) projects hosted on GitHub. In this qualitative, comparative case study, we show how these projects make use of GitHub features such as pull requests (PRs). We find that projects in which member PRs are more frequently merged with the codebase experience more sustained participation. We also find that projects with higher success rates among contributors and higher contributor retention tend to have more distributed (non-centralized) practices for reviewing and processing PRs. The relationships between organizational form and GitHub practices are enabled and made visible as a result of GitHub's novel interface. Our results demonstrate specific dimensions along which these projects differ and explicate a framework that warrants testing in future studies of OSS, particularly GitHub.

Download Full-text

An Expanded Model of Distributed Leadership in Organizational Knowledge Creation

Long Range Planning ◽

10.1016/j.lrp.2016.10.002 ◽

2017 ◽

Vol 50 (5) ◽

pp. 582-602 ◽

Cited By ~ 15

Author(s):

Benedetto Cannatelli ◽

Brett Smith ◽

Alessandro Giudici ◽

Jessica Jones ◽

Michael Conger

Keyword(s):

Distributed Leadership ◽

Knowledge Creation ◽

Organizational Knowledge ◽

Organizational Knowledge Creation

Download Full-text

Is distributed leadership a driving factor of innovation ambidexterity? An empirical study with mediating and moderating effects

Leadership & Organization Development Journal ◽

10.1108/lodj-05-2017-0134 ◽

2018 ◽

Vol 39 (3) ◽

pp. 388-405 ◽

Cited By ~ 6

Author(s):

Lihua Fu ◽

Zhiying Liu ◽

Suqin Liao

Keyword(s):

Organizational Structure ◽

Knowledge Sharing ◽

Distributed Leadership ◽

Moderating Effects ◽

Content Type ◽

Organizational Learning Theory ◽

Relationship Of ◽

The Relationship ◽

Positive Effect ◽

Practical Implications

Purpose The purpose of this paper is to examine how and when distributed leadership (DL) enhances innovation ambidexterity by considering knowledge sharing as a mediator and element of organizational structure as a moderator. Design/methodology/approach Data obtained from 269 questionnaires were analyzed empirically to reveal the relationship of the variables. Findings The results suggest that DL has a positive effect on innovation ambidexterity, and the relationship was partially mediated by knowledge sharing. Connectedness positively moderated the relationship between knowledge sharing and innovation ambidexterity. Practical implications The complexity and ambiguity that organizations often experience increases the difficulty for a single leader to successfully perform necessary leadership functions. The results show that DL is crucial to the promotion of innovation ambidexterity. Originality/value By building on organizational learning theory and integrating insights from knowledge creation theory, this study extends the prior research by uncovering the mechanism through which DL promotes innovation ambidexterity and the moderating effect of informal organizational structure.

Download Full-text

Organizational prerequisites for knowledge creation and sharing: empirical evidence from Serbia

Journal of Knowledge Management ◽

10.1108/jkm-05-2018-0286 ◽

2019 ◽

Vol 23 (8) ◽

pp. 1543-1565 ◽

Cited By ~ 5

Author(s):

Vesna Stojanović-Aleksić ◽

Jelena Erić Nielsen ◽

Aleksandra Bošković

Keyword(s):

Organizational Culture ◽

Knowledge Management ◽

Organizational Structure ◽

Knowledge Sharing ◽

Knowledge Creation ◽

Organization Studies ◽

Content Type ◽

Organic Structure ◽

Positive Effects ◽

Knowledge Creation And Sharing

Purpose Being mindful of the importance of organizational structure and organizational culture for knowledge management in companies, the purpose of this study is to investigate the organizational prerequisites for creating and sharing knowledge. The goals are to determine whether and to what extent the attributes of organic structure contribute to the creation and sharing of knowledge and to show that an organizational culture which supports knowledge stimulates the processes of knowledge creation and sharing. Design/methodology/approach The data for the empirical study was obtained through a survey of 150 respondents, employed in 30 companies from several industries, in the Republic of Serbia. The questionnaire was adapted to the needs of the study and was developed based on the theoretical knowledge and findings of several previous studies on processes of knowledge creation and knowledge sharing. A regression method was used to test all hypotheses. Findings The results show that both the organic structure and the organizational culture that support knowledge have positive effects on knowledge creation, while knowledge sharing is positively influenced only by the knowledge supporting culture of an organization. Originality/value This study contributes to organization studies and knowledge management theory because of the holistic approach taken with regards to the issue involved and the fact that it takes into account a large number of the significant characteristics of organizational structure and culture that are relevant to knowledge management processes. The findings could prove useful to managers when structuring an organization and shaping its culture to enhance knowledge management.

Download Full-text