Coping With Institutional Complexity and Voids: An Organization Design Perspective for Transnational Interorganizational Projects

This study investigates how transnational interorganizational projects (IOPs) cope with institutional complexity and voids. A case study of a cross-border gas pipeline suggests the coexistence of institutional complexity and voids that amplify collaboration hazards in developing transnational IOPs. Institutional complexity harms the feasibility of a unified form of organizing, whereas institutional voids sabotage the ability of involved organizations to collaborate in a market-based approach. A hybrid organization featured by modular structure, complementary advantages, and system integrator, was designed to navigate complex institutional environments. This study contributes to the project–organization–institution linkage by depicting the impacts of institutions on project organizing.

Designing platform ecosystems for collaboration, innovation and growth

PurposeThis paper explores the design dimensions that foster identity construction, legitimation, and growth of digitally mediated platform ecosystems.Design/methodology/approachA midrange theorizing approach was adopted to assimilate and induct the extant literature on ecosystems, platform business models and innovation, yielding testable propositions on ecosystem design for empirical testing.FindingsThe paper suggests that decentralized governance, partner engagement and shared context are three dimensions of criticality for designing a distinct platform ecosystem. These design dimensions nurture interactions, transactions, relationships between platform participants and external actors to make ecosystems authentic and legitimate. Decentralization is relevant for inducing flexibility and autonomy of participants on the platform. Engagement impacts the intensity of relationships the platform has with other firms in the ecosystem, while shared context is essential for creating knowledge and harnessing innovation on the platform.Research limitations/implicationsThe paper identifies a set of three testable propositions on ecosystem design for further empirical analysis by ecosystem researchers.Practical implicationsTo achieve future readiness, organizations must become resilient to the market environment. With that intent, traditional businesses are revising their operating models to become more collaborative, integrative and efficient. Adoption of digital initiatives for redesigning towards platform ecosystems will make traditional models more relevant as markets evolve. But as a new organization form, platform ecosystem faces the challenge of legitimacy. Author suggests that managers use the organization design lever to meet the challenge.Originality/valueEmergence of platform-based businesses and transformation of existing models to platform ecosystems are impacting today's competitive environment. During initial phases of evolution, ecosystems aim for identity and legitimacy. The authors contribute to organizational aspects of the platform ecosystem design literature by identifying decentralization of governance, engagement and shared context as dimensions of criticality for future-ready platforms. Secondly, these dimensions are associated with identity and legitimation of platform ecosystems. Decentralization is relevant for supply-side producers of goods and services on the platform, engagement has impact on both supply and demand-side participants of platforms, and shared context is essential for knowledge creation and harnessing innovation.

Performing openness: how the interplay between knowledge sharing and digital infrastructure creates multiple accountabilities

PurposeThe present study aims to address the emergence of platform-organized open innovation (OI). The research has the two main aims: the first is to increase the understanding of the performance of OI by investigating how the achievements of OI are measured in situated practices from a performative and strategic knowledge management (SKM) orientation. The methodological disadvantages of not pre-given case selection are partially counterbalanced by the second aim of the research, which is to extend existing SKM theory and examine how platforms create knowledge as they include actors and digital devices, thereby potentially redistributing relations of accountability.Design/methodology/approachBuilding on performativity theory, the paper studies how the achievements and knowledge created in OI are managed and evaluated in practice. The case description draws on different sources from a spiral case study, as openness is performed by platform, firm, crowd and innovation intermediaries.FindingsThe paper illustrates how a strategy of digitally enabled openness brings its own issues as platforms enable knowledge sharing and perform a redistribution of accountability. In the heterarchies studied through this research endeavor, managers and their team members were accountable not only to multiple units, or teams, across the organization, but also to the crowd. The case material demonstrates that the ecology of devices and their performative struggles create lateral accountability.Research limitations/implicationsWhile recent streams of research suggest that the context of OI (i.e. distributed sources of knowledge for innovation) shifts the unit of analysis of organization design from the individual firm to networks of actors organized on platforms, the authors find that the focal firm still remains a key conceptual parameter in SKM research, which, in turn, makes it difficult to capture the suggested radicality of OI.Practical implicationsThe authors show, that in practice, the firm has to take into account the performance of the external crowd and at times put resources into its training and education. In heterarchy, distributed authority is assumed to be facilitated through lateral accountability, whereby the traditional principles of vertical authority no longer hold, but rather, managers and their team members can be accountable to multiple units, or teams, across the organization.Originality/valueThe paper develops a performative theory of openness. OI is a model, strategy and socio-material practice whereby digital designs create an ecology of devices that can enact all kinds of openness. Ultimately, the current paper proposes that SKM and OI theory need to consider how platforms perform relations of accountability beyond the boundaries of the single organization.

Studies on Platform-Type Organization Design Based on Leadership Promotion

In the present scenario, continuous reforms in the social organization have become a new normal of maintaining the survival and development of enterprises and enhancing the competitiveness on the market, wherein the core of revolution is the change of management mode and leadership promotion. In this pursuit, the present study envisaged the innovation of organizational management mode of a subordinate secondary department of the Customer Service Center of the State Grid Corporation of China. Meanwhile, the revolution from the traditional bureaucratic organization to a novel platform-typed organization for the state-owned enterprises in internet evolution process was analyzed via the promotion of cadre leadership based on dual-requirements. The characteristic organization form with dual identities was built to better support the business development and compliance management, thereby achieving greater economic and social value creation for the enterprises.

Chapter 1 Tổng quan Marketing (Marketing overview)

This first chapter introduces you to the basic concepts of marketing. Simply put, marketing is engaging customers and managing profitable customer relationships. The aim of marketing is to create value for customers in order to capture value from customers in return. Next, I discuss five concepts under organization design and marketing mix models (4P, 7P, 9P).

Mind the Gaps: How Organization Design Shapes the Sourcing of Inventions

An important problem for many firms is sustaining their rate of innovation by launching new products on an ongoing basis. Accordingly, firms need to replenish their innovation pipelines with new inventions as existing inventions are weeded out or reach fruition. The replenishment can be done through internally generated inventions or through externally sourced inventions via licensing, alliance, or acquisition modes. Drawing on incentives- and knowledge-based views of the firm, we consider the difference in managerial decision making between centralized and decentralized research and development (R&D) organization designs and how it impacts firms’ propensities to draw on externally sourced inventions. As compared with centralized designs, decentralized designs are associated with greater incentives for managers to replenish their firms’ pipelines but are limited in terms of intraorganizational knowledge flows that can facilitate the creation of inventions. We explore these mechanisms using a novel data set of firms’ sourcing decisions within the pharmaceutical industry between 1996 and 2015. We find that firms with decentralized R&D designs replenish their pipelines with a higher proportion of externally sourced inventions than do firms with centralized designs. This difference is found to be mainly attributed to external sourcing via licensing and for inventions of moderate novelty. This study offers an important contribution to the question of how firms organize for innovation, highlighting the relationship between internal R&D organization design and the external sourcing of inventions. In so doing, it illustrates that the choice of organization design in terms of centralization or decentralization can shape a firm’s locus of innovation.

Dimensional Analysis Organization Design; Case LEMDIKLAT POLRI Training Certification Institute

LSP Lemdiklat Polri has a very strategic role in structuring the management of human resources of the apparatus, especially in ensuring and maintaining the competence of Polri's human resources and other police functions. However, the current organizational structure and work procedures of the National Police Institute of Education and Training are still not in accordance with the workload that must be carried out. Organizational structures are generally an integral part of carrying out their functions and tasks in a structured manner in order to play a role in realizing the vision and mission of the organization itself. Focus and research locus on the analysis of the organizational structure design of the Professional Certification Institute for Education and Training of the Indonesian National Police (LSP LEMDIKLAT POLRI), As for the research method used using literature study based on existing secondary data. The results show that the ideal design of the organizational structure consisting of complexity and centralization and formalization in general, the respondents have a concern for the activities of the LSP LEMDIKLAT POLRI in their environment. The researcher also gives the first conclusion that the LSP LEMDIKLAT POLRI requires improvement in terms of departmentalization and specialization to improve the quality of POLRI personnel, secondly to strengthen regulations and rules as a form of control to ensure and maintain competence in certification services for non-INP police function bearers.