Stages of Growth in Knowledge Management Technology

2011 ◽  
pp. 145-215
Author(s):  
Petter Gottschalk
Keyword(s):  
Life Cycle ◽  
Product Life Cycle ◽  
Growth Models ◽  
Information Technology Management ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Biological Growth ◽  
Stages Of Growth ◽  
Management Technology ◽  
Living Organisms

Stages of growth models have been used widely in both organizational research and information technology management research. According to King and Teo (1997), these models describe a wide variety of phenomena — the organizational life cycle, product life cycle, biological growth, and so forth. These models assume that predictable patterns (conceptualized in terms of stages) exist in the growth of organizations, the sales levels of products, and the growth of living organisms. These stages are (1) sequential in nature, (2) occur as a hierarchical progression that is not easily reversed, and (3) involve a broad range of organizational activities and structures.

Maturity in Outsourcing Relationships

2010 ◽  
pp. 98-117
Author(s):  
Hans Solli-Sæther ◽  
Petter Gottschalk
Keyword(s):  
Life Cycle ◽  
Information Systems ◽  
Product Life Cycle ◽  
Growth Models ◽  
It Outsourcing ◽  
Growth Stages ◽  
Stage Model ◽  
Stages Of Growth ◽  
Systems Planning ◽  
Living Organisms

Stages of growth models have been used widely in both organizational research and information technology management research. According to King and Teo (1997), these models describe a wide variety of phenomena – the organizational life cycle, product life cycle, biological growth, stages of growth in information systems, growth model for integration between business planning and information systems planning, electronic commerce evolution, stages of knowledge management technology, and a number of other interesting developments in time perspectives. These models assume that predictable patterns (conceptualized in terms of stages or levels) exist in the growth of organizations and organizational parts, the sales levels of products, and the growth of living organisms. These stages are (1) sequential in nature, (2) occur as a hierarchical progression that is not easily reversed, and (3) evolve a broad range of organizational activities and structures. This chapter starts with an introduction to stages of growth models. In the following sections we present the three-stage model for the evolution of IT outsourcing relationships (Gottschalk & Solli-Sæther, 2006). The three stages are labelled cost stage, resource stage, and partnership stage respectively. Theory-based benchmark variables for measuring maturity in IT outsourcing relationships are presented, followed by the stage hypothesis and a description of how benchmark variables are used to indicate characteristics at each stage of growth. Finally in this chapter, we present results from an exploratory study testing the stage model. The purpose of this chapter is to develop a framework for improved understanding of the current situation in an IT outsourcing relationship in terms of a specific stage, to develop strategies for moving to a higher stage in the future, and to learn from earlier stage experience.

Financial Management in the Context of the Organizational Life Cycle

1988 ◽  
Vol 12 (2) ◽  
pp. 197-214
Author(s):  
Francis Kwansa ◽  
Michael R. Evans
Keyword(s):  
Life Cycle ◽  
Financial Management ◽  
Product Life Cycle ◽  
Developmental Stages ◽  
Life Cycles ◽  
Business Organizations ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Financial Decision Making ◽  
Financial Decision

Various researchers agree to the existence of corporate organizational life cycles similar in principle to the product life cycle concept used in marketing. Life cycle models applied to business organizations suggest that functional departments grow and undergo unique changes in various developmental stages of the firm. The purpose of this study was to determine the changes, issues, and responsibilities common to people involved in financial decision-making in foodservice firms at different stages of the organizational life-cycle.

Signaling Quality Across Different Stages of the Organizational Life Cycle

2014 ◽  
pp. 171-171
Author(s):  
Stefan Hattula ◽  
Maik Hammerschmidt ◽  
Hauke Wetzel ◽  
Hans H. Bauer
Keyword(s):  
Life Cycle ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Signaling Quality

scholarly journals Organization Life Cycle and the Inversive Relationship

2017 ◽  
Vol 6 (2) ◽  
pp. 53-59
Author(s):  
Севостьянов ◽  
D. Sevostyanov
Keyword(s):  
Life Cycle ◽  
Life Cycle Analysis ◽  
Comparative Assessment ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Internal Contradiction ◽  
Organization Life Cycle ◽  
Organizational Principles

This article analyzes the manifestation of the inversive relationship in the life cycle of the organization. Inversion is an internal contradiction in the hierarchy between the position of the hierarchical element, and its role. The reason for inversions is the discrepancy between the orientation of the organizational principles of hierarchy. The development of inversive relations leads the organization toward completion of its life cycle. Analysis of the inversive relationship in the hierarchy allows the comparative assessment of different models of the organizational life cycle.

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.

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