Future-Proof Transformational School Design for the New Era

The ‘New Era' defined as post pandemic has opened up a conversation for more opportunities to transform school design in order to create a more functional, engaged democratic society premised on a social responsibility reflecting a multicultural, empowered workforce. This chapter is a product of the collaboration of a UK and a US educator looking at two case studies of secondary education and one higher education that serve as examples of success for transforming schools. Using Bolman and Deal's Four Frames for Organizational Design, the authors make the case for school designs that take into account diverse learner groups and diverse pathways leading to an educated and skilled workforce. A result from this analysis includes a specific, short list of components to consider for transforming schools.

Improving the efficiency of organizational design in the oil and gas business

The article discusses a number of topical issues of modern organizational design. Through the analysis of the approaches of Russian and foreign scientists, the factors that need to be taken into account in organizational design are identified. Out of a multitude of factors, we have selected those that have the greatest impact in various options for the market and technological environment for an oil and gas company. Organizational schemes which can be recommended for organizing management in different market conditions are shown. A method to reconcile the influence of the basic and other factors in the organizational design process is proposed. A mechanism for constructing an organizational structure in modern conditions in oil and gas companies is proposed. In the conclusion, recommendations on the directions for further research on the problems of building organizational structures are given. Keywords: organizational structure; building organizational structures; competitiveness factors; organizational design.

Transforming the scope of the bank through fintechs: toward a modularized network governance

PurposeThe aim of this paper is to develop a theoretical framework of the transformation of the bank's scope driven by fintechs.Design/methodology/approachThe conceptual foundations for a comprehensive transformation of the bank governance through financial technologies (fintechs) are underexplored. In order to develop such foundations, the authors adopt transaction cost economics (TCE), the concepts of external enablers and a modular organizational design, as well as a systematic literature review.FindingsThe results point to three scenarios of the banks' scope, depending on the adopted technological mechanisms and related effects that change the characteristics of organizational activities, justifying new bank boundaries. The most advanced application of fintechs results in a modularized network scenario leading to the emergence of financial ecosystems.Research limitations/implicationsThe proposed micro-perspective of decisional rules in an individual organization is unique in the current literature that predominantly focuses on the banking sector at large. The identified scenarios are valuable for solid theoretical and empirical grounding and can be further exploited in decision simulations and empirical studies.Practical implicationsThe proposed theoretical framework points to the rationales and consequences of adopted technologies for the boundaries of a bank organization.Originality/valueThis paper provides three contributions to the literature on technology-driven transformations of organizations with a focus on banks. First, the authors elaborate a theoretical framework for establishing the bank's boundaries in response to the expansion of financial technologies. Second, the authors add to the knowledge accumulation in the area of organizational transformations based on the ICT adoption, in particular, to the literature on the modular organizational design. Third, the authors contribute to the decision-maker practice by proposing the alternative options of banks' scope transformed through fintechs.

Improving Design by Partnering in Engineering–Procurement–Construction (EPC) Hydropower Projects: A Case Study of a Large-Scale Hydropower Project in China

Hydropower, as a renewable energy resource, has become an important way to fit for Chinese long-term energy policy of energy transformation. Engineering–procurement–construction (EPC) has been increasingly adopted for improving hydropower project delivery efficiency in the utilization of water resources and generation of clean energy, where design plays a critical role in project success. Existing studies advocate the need to use partnering for better solutions to designs in EPC hydropower projects. However, there is a lack of a theoretical framework to systematically address design-related issues considering different participants’ interactions. This study coherently examined the causal relationships among partnering, design management, design capability, and EPC hydropower project performance by establishing and validating a conceptual model, with the support of data collected from a large-scale EPC hydropower project. Path analysis reveals that partnering can directly promote design management and design capability and exert an effect on design capability through enhancing design management, thereby achieving better hydropower project outcomes. This study’s contribution lies in that it theoretically builds the links between intra- and inter-organizational design-related activities by systematically mapping EPC hydropower project performance on partnering, design management, and design capability. These findings also suggest broad practical strategies for participants to optimally integrate their complementary resources into designs to achieve superior hydropower project performance.

Coordination and crisis management. The case of the federal Government and two sub-national governments in Mexico

The article analyzes how the Mexican subnational governments responded the COVID 19 outbreak during the first stage of the crisis. The response of two subnational governments whose territory is part of the largest metropolitan area in the country that has been the focus of the pandemic is presented. We ask about the coordination instruments to face COVID-19 between the federal policy and programs with the subnational governments and argue that, during the first stage of the management of the COVID-19 crisis the institutional and organizational design of the Mexican political-administrative system has had a relevant impact on the government’s response, as well in the coordination policies. The article demonstrates that in a crisis, coordination instruments do not depend on political parties but consist of a blend of weak and suitable articulation of policies of the subnational governments with the federal strategy, as well as the need to improve the instruments of collaboration between the various levels of government in the context of a healthcare system in transformation.

The Effects of Organizational Design and Decision Making Process on Organizational Performance

This research was aimed to analyze organizational performance through organizational design and decision making process. Garuda Indonesia was chosen as the case study object of this research, because the condition of organizational design and decision making process were taken through decentralization method. This research result referred that the organizational design and decision making process could affect positively on organizational performance, which in this recent research, the organizational design was proven to deliver positive effects on organizational performance, but only on organic org. form. Garuda Indonesia as a full service airline needed innovation to keep improving and being customer choice, which the strategic decision making was taken through decentralization method according to the dynamic needs in the middle of competitive environment with full of uncertainties.

Desain dan struktur organisasi

Pengorganisasian merupakan pengelompokan kegiatan ke dalam departemen. Pengorganisasian juga meliputi penugasan setiap aktifitas, membagi pekerjaan ke dalam setiap tugas yang spesifik, dan menentukan siapa yang memiliki hak untuk mengerjakan beberapa tugas.Dalam suatu organisasi, diperlukan Kerangka kerja yang akan diproses sesuai dengan rencana yang telah ditentukan. Kerangka kerja organisasi tersebut disebut sebagai desain organisasi (organizational design) sedangkan bentuk fisik dari kerangka kerja tersebut dinamakan struktur organisasi (organizational structure).Struktur organiasi pada dasarnya merupakan desain organisasi dimana manajer melakukan alokasi sumber daya organisasi yang dikoordinasikan dengan tujuan dan rencana yang ditetapkan, mencakup tentang pembagian kerja serta penjelasan bagaimana rencana organisasi akan dilaksanakan.

Organizing Entrepreneurial Teams: A Field Experiment on Autonomy over Choosing Teams and Ideas

Scholars have suggested that autonomy can lead to better entrepreneurial team performance. Yet, there are different types of autonomy, and they come at a cost. We shed light on whether two fundamental organizational design choices—granting teams autonomy to (1) choose project ideas to work on and (2) choose team members to work with—affect performance. We run a field experiment involving 939 students in a lean startup entrepreneurship course over 11 weeks. The aim is to disentangle the separate and joint effects of granting autonomy over choosing teams and choosing ideas compared with a baseline treatment with preassigned ideas and team members. We find that teams with autonomy over choosing either ideas or team members outperform teams in the baseline treatment as measured by pitch deck performance. The effect of choosing ideas is significantly stronger than the effect of choosing teams. However, the performance gains vanish for teams that are granted full autonomy over choosing both ideas and teams. This suggests the two forms of autonomy are substitutes. Causal mediation analysis reveals that the main effects of choosing ideas or teams can be partly explained by a better match of ideas with team members’ interests and prior network contacts among team members, respectively. Although homophily and lack of team diversity cannot explain the performance drop among teams with full autonomy, our results suggest that self-selected teams fall prey to overconfidence and complacency too early to fully exploit the potential of their chosen idea. We discuss the implications of these findings for research on organizational design, autonomy, and innovation.