Global Inclusion, Diversity, Belonging, Equity, and Access - GIDBEA. The Architecture of A New Different

The article asserts the need for organizations to adopt intentional and transformative Global Inclusion, Diversity, Belonging, Equity, and Access (GIDBEA) practices, to ensure their future readiness. The research developed reaffirms the benefits of GIDBEA strategies in identifying gap areas and navigating crises, by providing insights on how to successfully embed a ‘new different’ GIDBEA strategy into organizational frameworks. By drawing trends across the 2020-2021 COVID-19 pandemic and other previous health and economic crises, it is indicated what is described as the “normality of disruption” and the need to move away from the idea of a ‘new normal’ to a new different. The new different acknowledges that the ‘normal’ or the status quo was often challenging for many. The impact and importance of the disruptions that individuals, communities, nations, etc., all have and will face together, is also recognized. The new different emphasizes organizational transformation through co-creation, sustainability, adaptivity, resilience, and design thinking. By implementing a design thinking model, GIDBEA proactively engages mistakes while promoting innovation through dissent and disruption. As a result, disruptions are not considered episodic crises but as recurring, expected, and presenting opportunities. Furthermore, it is argued that GIDBEA expertise is essential for remaining agile, innovative, and providing strategic organizational architecture to prepare and innovate for these disruptions. However, it is necessary to consider that GIDBEA practice can be limited due to the failure of organizations and leaders to frame it as an asset and develop strategic plans to leverage it in the same way they do other critical functional business units. Therefore, unless prioritized and conducted intentionally, GIDBEA work will not achieve its promised bonuses and transformative potential. The article offers readers insights and tools to assess existing GIDBEA within their organization. Using metaphors of “construction” and “architecture,” it illustrates how reimaging organizational architectures and constructing initiatives focused on GIDBEA are fundamental to resiliency, organizational sustainability, and the ability to thrive through shifting landscapes.

TYPOLOGY OF APPROACHES TO THE ARCHITECTURAL ORGANIZATION OF LUNAR SETTLEMENTS

Problem statement. Humanity is inching closer to the technical possibility of establishing outer space settlements on the Moon. The space club nations have joined their potential or move ahead with their own space exploration efforts to work on outer space projects of Lunar habitats. The new Moon Race has begun with its first stage of architectural design played out on Earth. The Internet resources and research publications in printed journals suggest different approaches to lunar settlement designs, which can be explained by extreme surface conditions and configurations of the Moon, as well as various goals and objectives set by the states seeking to gain a foothold on our nearest neighbor in space. In cooperation with other nations, Ukraine participates in the exploration of the Moon. However, the global expert comunity has not yet come up with clear and unambiguous concepts of the typology of the organizational architecture for lunar settlements. The goal of this paper is to give insight into the typology of objective timeless approaches to the architectural organization of lunar settlements. Conclusions. Colonisation of other planets, as an immediate objective of the humankind, will begin with the exploration of the Moon, where various adaptation methods could be developed relevant to the conditions of other worlds. Nevetherless, there are some common objective factors affecting the settlements of pioneers from Earth. Thus, the need for identifying and systematising an objective typology of approaches to the architectural organization of lunar settlements as a condition for the subsequent colonisation of more distant planets has become important.

Introduction to the volume, and definition and use of the term ‘tectono-sedimentary element’

The present volume is rooted in a map of sedimentary successions of the Arctic Region by Grantz et al. (2011), and contains a brief, but comprehensive compilation of geological and geophysical data characterizing all significant sedimentary successions in the Arctic, which cover 57% of the polar area north of 64°N. Two main goals have been designated: (i) to provide, based on the present-day knowledge and data, a characterization of all Arctic sedimentary successions (or sedimentary accumulations), and (ii) to supply a snapshot of hydrocarbon-related exploration in the Arctic at the end of the second decade of this millennium. To achieve these goals, we represent sedimentary successions as consisting of one or several “Tectono-Sedimentary Elements” (TSE). This concept allows delineation, mapping, and characterization of 9 categories of TSEs based of main tectonic regimes that formed accommodation space.A TSE characterization template has been developed as an efficient method of organising and presenting the most important information about stratigraphy, structure, and petroleum geology of a TSE, including most significant exploration facts. This organizational architecture is the backbone of the volume and is a key feature that distinguishes it from other similar works about the sedimentary basins.

Adaptation of the Lean 6S Methodology in an Industrial Environment under Sustainability and Industry 4.0 Criteria

Industry 4.0 paradigms have a positive influence on standard operating procedures, methodologies used in Lean Manufacturing techniques and management models with sustainability criteria. Interdependencies and correlations have been found between Lean systems and Industry 4.0. The Lean principles of avoiding waste and zero defects are related to the cloud and big data paradigms. In a current workplace, there has been an exponential increase in digital information and the need to generate direct commitments to environmental management. This situation forces us to innovate and improve the management methodologies and models used in the industrial environment. The Lean 6S methodology must adapt and respond to new demands. In this work, an update of the Lean 6S methodology is carried out to guarantee increased productivity in the workplace through the organization of industrial resources, both physical and digital. A revision of the implementation procedure is proposed, which includes activities that generate a direct commitment to sustainability and the organization of digital information, through a proposal for an organizational architecture of Industry 4.0 technologies.

The Effects of (Un)Expected Match Outcomes on Stock Return: A Case Study of Borussia Dortmund

We analyze the nature of stock price reactions of Borussia Dortmund, the only publicly traded soccer club in Germany, following domestic league and international matches over an extended period of time. Our results suggest that abnormal returns vary with the match result, the match venue, the competition type, bookmakers’ expectations, and the importance of the Bundesliga match. Although our results confirm the evidence presented in previous studies, they are surprising insofar as the legal form of Borussia Dortmund GmbH & Co. KGaA—a mixture of a stock company (AG) and a limited partnership (KG)—is quite different from that of traditional stock companies. From a theoretical perspective, diluted property rights and a lack of managerial monitoring are the main characteristics of this legal form. However, the club managers’ career concerns and the competitive pressures of the football industry seem to compensate for these deficits in the organizational architecture.

Humane Organizing in a Post-COVID-19 World: Learning from Buurtzorg’s Trust-Based Decentralization

This paper examines the enablers and consequences of less hierarchical organizing in which humane values are in focus as a path toward spirituality in the workplace. It describes Buurtzorg Nederland, a revolutionary case in home health care due to its radically decentralized structure and integrative, autonomous system of organizing. Data were collected by studying the responses of directors and nurses to the COVID-19 pandemic. A formative grounded theory methodology based on theoretical sampling using two additional qualitative data sets is used. The paper demonstrates that the simplification of organizational structures through integrative self-management helps to put the organization’s purpose at the center. Even in times of COVID-19 pandemic, this decentralized organizational architecture is empowering. The core concept of integrating simplification is elaborated using the enablers of serving, attuning, and trusting, wherein the concept of trust emerges as foundational.

The organizational architecture of entrepreneurial universities across the stages of entrepreneurship: a conceptual framework

Entrepreneurial universities contribute directly and indirectly to supporting all stages of entrepreneurship. The challenge for entrepreneurial universities is how they can best support academic entrepreneurs through these stages of entrepreneurship. This has led to the creation of different and often ad hoc organizational units within an entrepreneurial university. The organizational challenge for entrepreneurial universities is the selection of the appropriate formal organizational architecture to support the stages of entrepreneurship. The purpose of this paper is to examine the organizational architecture of entrepreneurial universities and how it supports the stages of entrepreneurship — latent, emergent, launch, and growth. Our conceptual organizational framework conflates the stages of entrepreneurship with the actual needs of university-based entrepreneurs and how these needs are supported through different formal organizational units within the organizational architecture of entrepreneurial universities. Therein, we categorize three types of formal organizational units — those that focus on exploration stages of entrepreneurship, those that straddle exploration and exploitation stages of entrepreneurship, and those that boundary span all stages of entrepreneurship. We conclude by discussing the resultant organizational tensions for entrepreneurial universities and highlight future avenues of research.

Local Autonomy in Temporary Organizations: The Case of Smart City Pilots

Local actors are to an increasing extent engaging in national and European Union (EU)–based development and sustainability agendas. These ventures often materialize in the form of temporary organizations such as pilots and projects. This article contributes to debates on project-based, experimental and temporary organizations by unpacking the organizational architecture of pilots and analyzing how the democratic autonomy of local public actors is formed. Through the example of smart city pilots, the study shows how a range of intersecting relations and hierarchies enable and circumscribe public-sector autonomy—from local actors’ attempts to align pilots with political goals to the limitations of standardized and scalable knowledge and strict funding requirements.

Developing a Digital Twin and Digital Thread Framework for an ‘Industry 4.0’ Shipyard

This paper provides an overview of the current state-of-the-art digital twin and digital thread technology in industrial operations. Both are transformational technologies that have the advantage of improving the efficiency of current design and manufacturing. Digital twin is an important element of the Industry 4.0 digitalization process; however, the huge amount of data that are generated and collected by a digital twin offer challenges in handling, processing and storage. The paper aims to report on the development of a new framework that combines the digital twin and digital thread for better data management in order to drive innovation, improve the production process and performance and ensure continuity and traceability of information. The digital twin/thread framework incorporates behavior simulation and physical control components, in which these two components rely on the connectivity between the twin and thread for information flow and exchange to drive innovation. The twin/thread framework encompasses specifications that include organizational architecture layout, security, user access, databases and hardware and software requirements. It is envisaged that the framework will be applicable to enhancing the optimization of operational processes and traceability of information in the physical world, especially in an Industry Shipyard 4.0.