Organisational Design and Institutional Governance

This study assesses whether improving governance standards affects environmental quality in 44 countries in sub-Saharan Africa for the period 2000–2012. The empirical evidence is based on generalized method of moments. Bundled and unbundled governance dynamics are used, notably: (i) political governance (consisting of political stability and “voice and accountability”); (ii) economic governance (entailing government effectiveness and regulation quality), (iii) institutional governance (represented by the rule of law and corruption-control); and (iv) general governance (encompassing political, economic, and institutional governance dynamics). The following hypotheses are tested: (i) Hypothesis 1 ( improving political governance is negatively related to carbon dioxide (CO2) emissions); (ii) Hypothesis 2 ( increasing economic governance is negatively related to CO2 emissions); and (iii) Hypothesis 3 ( enhancing institutional governance is negatively related to CO2 emissions). Results of the tested hypotheses show that the validity of Hypothesis 3 cannot be determined based on the results; Hypothesis 2 is not valid, while Hypothesis 1 is partially not valid. The main policy implication is that governance standards need to be further improved in order for government quality to generate the expected unfavorable effects on CO2 emissions.

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CONTINGENT ORGANISING FOR GAMES OF INNOVATION: DIVERSE CONFIGURATIONS OF CORE PRINCIPLES FOR INNOVATIVE ORGANISATIONAL DESIGN

International Journal of Innovation Management ◽

10.1142/s1363919607001643 ◽

2007 ◽

Vol 11 (01) ◽

pp. 115-138 ◽

Cited By ~ 2

Author(s):

DEBORAH DOUGHERTY

Keyword(s):

Professional Practice ◽

Social Rules ◽

Organisational Design ◽

Current Thinking ◽

New Ideas ◽

Innovative Work ◽

Over Time

This paper leverages current thinking on organising for innovation to create new ideas on contingent organising for innovation. I argue that all successfully innovative organisations need to be built on the same higher-level principles of innovative organising, but the relative emphasis on which principles and how they are implemented will vary by game of innovation. I focus on four organising activities: defining the work that will be done, differentiating that work into coherent units, integrating those differentiated units, and controlling the whole system over time. I synthesise the literature into four principles of innovative organising: defining innovative work as professional practice; differentiating innovative work into domains of practice; integrating these domains via strategic sensemaking, and controlling the work with social rules. Finally, particular configurations of these principles are developed for various MINE games of innovation, based on the dynamics of each game.

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The institutional governance of technology, society, and innovation

Technology in Society ◽

10.1016/j.techsoc.2004.01.009 ◽

2004 ◽

Vol 26 (2-3) ◽

pp. 523-536 ◽

Cited By ~ 12

Author(s):

John de la Mothe

Keyword(s):

Institutional Governance

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Myopia and the Global Financial Crisis: Context-Specific Reasoning, Market Structure, and Institutional Governance

SSRN Electronic Journal ◽

10.2139/ssrn.1564849 ◽

2010 ◽

Cited By ~ 1

Author(s):

Gordon L. Clark

Keyword(s):

Financial Crisis ◽

Market Structure ◽

Global Financial Crisis ◽

Institutional Governance ◽

Context Specific ◽

The Global Financial Crisis

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Joint Technical and Organisational Design of CIM Systems for SME’s

Computer Integrated Manufacturing ◽

10.1007/978-1-4471-3257-8_16 ◽

1991 ◽

pp. 173-181

Author(s):

P. T. Kidd ◽

B. Hamacher ◽

G. Lane ◽

H. Bolk ◽

E. Havn ◽

...

Keyword(s):

Organisational Design

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Academic Drift in Canadian Institutions of Higher Education: Research Mandates, Strategy, and Culture

Canadian Journal of Higher Education ◽

10.7202/1057105ar ◽

2019 ◽

Vol 48 (2) ◽

pp. 92-108

Author(s):

Lane D. Trotter ◽

Amy Mitchell

Keyword(s):

Higher Education ◽

Degree Completion ◽

Institutions Of Higher Education ◽

Institutional Governance ◽

Post Secondary ◽

Academic Drift ◽

Secondary Systems ◽

Community Pressure ◽

The University ◽

Market Pressures

As with higher-education institutions around the world, British Columbia (BC) and Ontario are increasingly faced with demographic and market pressures that erode the traditional difference between the university and non-university sectors (i.e., colleges and institutes). Key components that ensure these provinces’ institutions preserve their unique roles and differentiations in a changing context, partially driven by their governments, include research mandates, transparency in institutional governance, and strategic documents that resist the academic drift created by institutional isomorphism. Both governments are actively reshaping their post-secondary systems to align with national or regional economic needs, increasing access, streamlining degree completion, and responding to community pressure to have a university or a degree-granting institution. An analysis of the enabling legislation, government policy directives, and institutional documents of both provinces shows that there is a blurring in the distinction between colleges and universities, and the costs associated with this.

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