Organizational Architecture

In this report a concept and framework for distributed structural organizational design for workflow management systems in global business is presented. Very few approaches of workflow management address dynamic change in (international) organizational structures. Processes describe the activities which are performed, an enterprise model describes the actors and the structure of the organization. This report on Groupware-based Organization Design (GroupOrga) analyzes cicumstances of today's organizational design approaches. An innovative approach to organizational design for workflow and office systems will be presented, which is team oriented and groupware based. The report will make clear that structural organizational design requires the complete knowledge about the organization -a requirement that cannot be met by one person. A team-approach supported by groupware will be discussed, as well the architecture and toolcentered implementation aspects of the system.

In this report a concept and framework for distributed structural organizational design for workflow management systems in global business is presented. Very few approaches of workflow management address dynamic change in (international) organizational structures. Processes describe the activities which are performed, an enterprise model describes the actors and the structure of the organization. This report on Groupware-based Organization Design (GroupOrga) analyzes cicumstances of today's organizational design approaches. An innovative approach to organizational design for workflow and office systems will be presented, which is team oriented and groupware based. The report will make clear that structural organizational design requires the complete knowledge about the organization -a requirement that cannot be met by one person. A team-approach supported by groupware will be discussed, as well the architecture and toolcentered implementation aspects of the system.

In this report a concept and framework for distributed structural organizational design for workflow management systems in global business is presented. Very few approaches of workflow management address dynamic change in (international) organizational structures. Processes describe the activities which are performed, an enterprise model describes the actors and the structure of the organization. This report on Groupware-based Organization Design (GroupOrga) analyzes cicumstances of today's organizational design approaches. An innovative approach to organizational design for workflow and office systems will be presented, which is team oriented and groupware based. The report will make clear that structural organizational design requires the complete knowledge about the organization -a requirement that cannot be met by one person. A team-approach supported by groupware will be discussed, as well the architecture and toolcentered implementation aspects of the system.

The GroupOrga (Groupware-based Organization design) project examines how structural organization design takes place in its traditional form and also provides a vision of an organization design process. Its objective is to present an architecture of an organization design application environment that supports workflow management systems (WfMS). After specifying the term “collaboration” in the context of GroupOrga, we discuss how collaboration technology can enable better organizational design and design procedures. As a contribution to the WfMS discussion, we examine how traditional WfMS are constructed in respect to organizational design processes and point out their current weaknesses. The paper explains the linkage between WfMS and organization design systems. As a major focus, the varying types of workflow and organization design users in an organization are examined and their involvement in the organizational design process is discussed. The result is a scale of user classes tha...

Product architecture knowledge is typically embedded in the communication patterns of established development organizations. While this enables the development of products using the existing architecture, it hinders the organization's ability to implement novel architectures, especially for complex products. Structured methods addressing this issue are lacking, as previous research has studied complex product development from two separate perspectives: product architecture and organizational structure. Our research integrates these viewpoints with a structured approach to study how design interfaces in the product architecture map onto communication patterns within the development organization. We investigate how organizational and system boundaries, design interface strength, indirect interactions, and system modularity impact the alignment of design interfaces and team interactions. We hypothesize and test how these factors explain the existence of the following cases: (1) kno...

This paper introduces the Domain Expansion Model (DEM), a novel organizational paradigm for nonprofit entities operating in high-stakes environments characterized by volatility, uncertainty, complexity, and adversity (VUCA). Conventional nonprofit structures, often isomorphically adopted from the for-profit sector, are frequently susceptible to performative fragmentation-a critical dysfunction where symbolic, public-facing actions become decoupled from core mission outcomes. This state manifests as a "say-do" gap, leading to wasted resources on optics, the erosion of internal morale, and a decline in stakeholder trust, which ultimately culminates in systemic fragility. The DEM directly counteracts this pathology by proposing a functionalist architecture built upon four foundational axioms that enforce mission fidelity. It reconceptualizes the organization into five interdependent, sovereign domains: Accounting (the ledger of verifiability), Finance (the intelligence architecture), Marketing (the diplomatic artery), Operations (the vector of execution), and Internal Relations (the ecology of cohesion). This structure is not hierarchical but heterarchical. Governance is executed by a Pentad Council, a collaborative directorate composed of the five co-equal domain heads, which facilitates dynamic, adaptive strategy and ensures systemic resilience. By structurally prioritizing functional integrity over symbolic performance, the DEM provides a robust and coherent framework for sustaining mission efficacy and ensuring long-term organizational viability under conditions of extreme and persistent pressure.

Extant research highlights the significance of earlier design in shaping product architectural evolution and the tendency of product designs to become overly complex over time. However, the underlying mechanisms of such path dependence, as well as the impact of different organizational choices remain largely under-investigated. This study of an industrial software architectural evolution analyzes how past design characteristics affect the complexity of future product design, examining also how software development work organization choices influence such evolution. Our findings demonstrate that product architectures characterized by design modularity and hierarchy are less likely to evolve towards unnecessary complexity. Moreover, we show that, in order to contain future design complexity, team work organization is more effective than individual task assignment, especially for cyclical (nonhierarchical) design elements. We test our hypotheses on a unique dataset, which includes micro-level information about the architectural properties of 13 versions of an industrial software. Our study contributes to management of innovation literature, highlighting how path dependence and organizational choices jointly shape product architecture evolution, as well as how designers might prevent that products and services evolve overly complex.

Extant research highlights the significance of earlier design in shaping product architectural evolution and the tendency of product designs to become overly complex over time. However, the underlying mechanisms of such path dependence, as well as the impact of different organizational choices remain largely under-investigated. This study of an industrial software architectural evolution analyzes how past design characteristics affect the complexity of future product design, examining also how software development work organization choices influence such evolution. Our findings demonstrate that product architectures characterized by design modularity and hierarchy are less likely to evolve towards unnecessary complexity. Moreover, we show that, in order to contain future design complexity, team work organization is more effective than individual task assignment, especially for cyclical (non-hierarchical) design elements. We test our hypotheses on a unique dataset, which includes mic...

Design management, both in the academic and the corporate world, is being perceived as a strategic element for organizations. However, the role of professional designers and their competencies in design management are little explored. Thus, the goal of this text was to emphasize how competencies are related and joined in the design management sphere, identifying possible interrelationships. A systematic literature review of applied and exploratory nature was made, mapping the state of the art about competencies in design management. Virtual databases were used for seeking work, based on the keywords "design management" and "competence". Through this study, we identified the current state of the art of the topic, as well as the understanding of design management related to individual, collective, and organizational competencies. Emerging concepts related to design management and competencies, such as learning, capabilities, resources, knowledge, value, interactions, communication, collaboration, market context, organizational culture, organizational structure, work processes, and stakeholders involved.

As we moved into new economy, decentralization is a very powerful strategy day by day. A large number of traditional organizations are decentralized- some of them decentralize a part of the organization, some of them decentralize whole of the organizations- because of being a winner of the competition. As a decentralized organization, starfish organization is a new concept of the organizational science literature. In this framework, we focus on the starfish organization’s structure. The aim of this study is to represent starfish organization, as a new organizational form and a kind of business model of the management literature. Hence, in this study, starfish organization’s definition, its difference from traditional organizations, its organizational structure and its working are explained first. Then, some instruction about transforming starfish organization from the traditional organization will be given. Finally some cases will be given about transforming to starfish organization...

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.

To date, much of the literature on institutional economics has relied on abstract metaphors based in exchange. Thus, Williamson introduced the fundamental insights surrounding his "transaction costs" model and discussed the governance of contracts in exchange relationships. Yet organizations are horizontal exchange systems only in metaphor; we also need to understand how vertical agency is directed --how it is that people arrive with skills and learn what they need to know to make the enterprise successful. The distribution of higher-level decision patterns or residual claims do not fully explain the processes of specification of what organizational members actually do. This paper rejects the view common in the agency literature that an organization should be seen as a "nexus of contracts." It develops an explicit theory of delegation of specification in which economizing principals prefer to hire imperfect agents as organizational members, allowing (and manipulating) third-party mechanisms in the organization to perfect or correct for agent shortcomings. In this way, collective or emergent features of organization settings are joined to dyadic concerns. A number of propositions follow. The logic allows us to link organization literatures now treated as disjunct. Organizations are created --exist --as efficient means of directing (and correcting) the behavior of agents. Organizations exist to tell people what to do.

Today's organizations consider human resource management as an all inclusive practice and view it playing vital role in their development. Thus the boundaries of human resource field are expanding, as pointed out by that "HR work does not begin with HR, it begins with the business". This emerging need of enlargement in Human Resource Roles propels a thirst for more and more research to bring out the exact responsibilities and roles of HR departments as well as HR professionals in the organizations. In line with this highlighted need and on the basis of literature review, the propositions that have been drawn out to emphasize this research are: firstly; HR is likely to act as an Organizational Architect, Secondly; HR aptly provides expertise as a Functional Expert, Thirdly; HR is expected to act as a change Manager, Fourthly; HR likely acts as a knowledge facilitator, Fifthly; HR needs to act like an external master, and sixthly; HR performs its role as an Intrapreneur. Upon proving these propositions through literature, we will suggest a new model in HR, with the name of "HR Corporate Master", which will explain those roles that HR has to play in order to give success to businesses by its presence.

T his study addresses the theoretically neglected interplay between organizational information technology (IT) architecture and IT governance structure in shaping IT alignment. We theoretically develop the idea that IT architecture modularity helps sustain IT alignment by increasing IT agility, and that decentralization of IT governance strengthens this relationship. IT architecture therefore complements IT governance structure. Tests of the proposed mediated-moderation model using data from 223 organizations support these ideas. Implications for theory and practice are also discussed.

... que nous examinons plus bas. 4 Témoignage d'un chef d'entreprise présent cité dans l'enquête de Romain Debref sur l'apprentissage, confirmé par un autre participant lors de notre journée d'étude du 26 mars 2010. Page 6. ...

This thesis presents and analyzes the various practises in the hctional area of Sourcing and Procurement. The 21 firms that are studied operate in one of the following industries: Aerospace, Apparel/ Footwear, Automotive, Computers, Communications Equipment, Consumer Packaged Goods, Pharmaceuticals, Petroleum and Retail. Those firms have been chosen for their overall supply chain excellence and the research builds on empirical data from case studies, literature survey and interviews with industry experts. By assessing the empirical data and the various practices, a framework is proposed to address the different options that the firms can use relative to the organizational structure of the Procurement Department. These options are based on a combination of the importance of the inputs and the supplier/buyer power differential. Lastly, this thesis identifies the factors that affect these options.

In today's volatile, uncertain, complex, and ambiguous (VUCA) environment, organizations are increasingly challenged to balance long-term strategic planning with the flexibility to adapt rapidly. Traditional strategic models, based on fixed assumptions and linear growth, are no longer sufficient in markets that shift overnight due to geopolitical changes, digital disruption, or sudden consumer behavior shifts. This is where strategic agility comes into play.

The purpose of this paper is to investigate impacts of training on organizational commitment and turnover intentions in private sector of Saudi Arabia. The study seeks to focus the relationship between organizational commitment and turnover intentions of the employees. A literature review of organizational commitment and employee turnover provides the basis for the research model and hypotheses. A self-administered questionnaire was used, involving 251 respondents from leading private organizations of Saudi Arabia to collect data and testing the existing theory. The results provide strong support for the hypothesis that is the negative relationship between organizational commitment and turnover intention. Employees' training is significantly correlated with organizational commitment, turnover intentions and the commitment-turnover relationship.The sample was limited to private organization in Saudi Arabia. It may not be appropriate to generalize the findings across other populations or settings. However, the sample can be viewed as a representative case typical of many other organizations in the same industry. The results provides insight into the impact of organizational commitment on turnover intentions in the specific private sector of Saudi Arabia, which might benefit for managers and policy makers of the concerned organizations and in general for the whole sector. The paper studies the problems that exist in the private sector of Saudi Arabia.

AbstractÐThe research presents an empirical test of a conceptual framework regarding the relationships between a ®rm's logistics strategy, the organizational design dimensions used to implement the strategy, and the performance outcome experienced as a result of managers for manufacturing ®rms con®rms a relationship between organizational design and performance. Additionally, the intermediary eects of integration on this relationship are con®rmed. The hypothesized relationship between strategic choice and organizational design was not con®rmed.

Organization design is a major factor determining an organization's performance and how the people work together in these organizations. In the paper, we argue that designing organizations should be scientific-based and forward-looking. This raises challenges in designing organizations in contexts and situations that are new and have not been seen before. Experimentation of what is and what might be is the basis for exploring and examining what makes a good science for organizational design. Experimentation permits us to examine what might be for organization designs, which are not well understood or may not exist yet. Collaborative communities, new ventures, agile organizations, and temporary organizations are examples; experimentation permits us explore and examine what is and what might be and to examine the organizational design problem and perform experiments to understand the relationship between structure and coordination mechanisms of information, communications, decisions, trust, and incentives-the basis for the multi-contingency theory of organizational design. An organizational design must specify the fit between the structure of division of tasks in the organization with its coordination, or how to make these tasks work in concert. These tasks can be interdependent and uncertain. To design good organizations, we need empirical evidence about what is and exploration about what might be; we need a good theoretical basis for being able to generalize our knowledge. To illustrate our point, we examine two experiments on the classic M-form hypothesis-a computer simulation that examines coordination, organization structure, and interdependency and a laboratory experiment that examines the effect of incentives on opportunism and performance. Together, we find that the M-form is a robust organizational design, but with contingent conditions. Finally, we discuss how observation and experimentation together is the foundation for the development of scientific-based theory of organizational design.

Il convient de remercier toutes les personnes qui ont contribué à la réalisation de ce travail. Ma reconnaissance va tout d'abord à Daniel Filâtre avec qui j'ai construit mon questionnement et qui a accompagné la maturation de mon raisonnement. Son expérience, sa rigueur, ses remarques ainsi que ses encouragements dans les moments de doute ont permis l'aboutissement de ce travail. Jean-Yves Nevers pour la richesse de sa bibliothèque et les nombreuses discussions bénéfiques à ce travail. Cette thèse a été réalisée dans le cadre du CERTOP. Il convient de rappeler ici tous les bénéfices tirés des interactions quasi quotidiennes avec un grand nombre de ses membres et de l'ambiance collective et positive qui y règne. Je me permets de remercier plus particulièrement Gilbert de Terssac dont le sens collectif est exceptionnel. Les interactions scientifiques et amicales utiles à cette recherche sont aussi plus larges. J'exprime toute ma sympathie à Michel Grossetti, du CIRUS-CERS, pour sa confiance et son appui dans la valorisation de mon travail. Ce travail n'aurait pu voir le jour sans l'accueil et la disponibilité des acteurs publics locaux qui se sont livrés sans retenue et m'ont permis d'accéder à leurs archives. J'adresse un merci tout particulier à Pierre Legoy, Joseph Serin, Stéphane Capgras et Jean-Pierre Cabrol. Cette thèse doit énormément à ses lecteurs. Mes remerciements sincères vont à Hélène Cettolo qui a toujours accordé une grande disponibilité et attention à la lecture de mes chapitres ainsi qu'à Alain Lefebvre, du GRESOC, pour ses conseils avisés. J'exprime ma profonde gratitude à Sylvia Becerra pour sa générosité et sa rigueur. Enfin, la clarification de ce travail doit énormément à Philippe Vidal. Ses qualités d'écriture et ses expériences de recherche ont indéniablement « qualifié » ce travail. Enfin, le soutien affectif de la famille, des amis et du conjoint a été essentiel. Mener à bien une thèse est une épreuve difficile. Que ceux qui, à 420 kilomètres de Toulouse, m'ont toujours donné beaucoup sans exiger rien en retour reçoivent ici toute ma tendresse et fidélité. L'amour, la sérénité et la stabilité apportés par ma tante et mon oncle, l'amour démesuré de ma mère, l'humour, le côté bohème et la tendresse de mon frère, la patience et le respect de mon père, tous ces ingrédients m'ont permis d'avancer. Pour finir, ma tendresse va à Philippe qui a, je ne saurais dire comment, franchi l'épreuve. J'adresse une pensée affectueuse à sa famille, Marie-Andrée, Serge, Laurence et Jérôme. « Il est nécessaire de mener des grands combats » M. C.

Information Systems technology has been identified as one of the most potent tools and techniques available today to enhance productivity in organizations. However, for historical reasons, the role most information systems designers are playing is largely one of delivering information products to the members of an organizational hierarchy. This paper argues that such a role limits the scope for productivity improvements within the organization. It calls for an integrated work-information systems design role for systems designers. Such a role should enable systems designers to restructure the work environment with optimum utilization of IS technology for maximum productivity gains. In addition, some suggestions for achieving this goal and possible limitations are also discussed.

This paper addresses a notable gap at the intersection of organizational economics and organization science: how does organizational context influence aggregation of individual behavior in organizational decisions? Using basic centralized versus decentralized organizational structures as building blocks for our experimental design, we examine whether assignment of organizational positions, incentive schemes, and structural configuration induce endogenous adaptation in the form of change in reservation levels (bias) or modified discrimination capability in subjects’ behavior. We found that evaluators adapted their reservation and discrimination levels in centralized structures, whereas they did not generally adapt their reservation and discrimination levels when placed in decentralized structures. We identify mechanisms that explain these findings; explain how they influence aggregate, organizational behavior; and discuss implications for research and practice.

The oil and gas industry is very volatile; it is characterized by unpredictable cycles of sharp rises and plunges in oil prices. This cyclical nature presents a huge challenge for companies that are operating in the industry. Companies have to be able to ramp up their production quickly so that they have enough capacity to meet increasing demand when oil prices go up and be able to survive when oil prices go down. In this context, companies have to make sure that their suppliers are flexible to changing demand. Assessing supplier flexibility is one of the major challenges facing our thesis sponsor company, which is one of the largest oil field services companies in the world. Our project has two primary goals. First we would like to develop a sound understanding of common factors that characterizes flexibility of suppliers in oil and gas industry. Second, we would like to develop the first version of a selfadministered auditable instrument to assess the flexibility of suppliers. We developed a comprehensive list of factors influencing flexibility of suppliers through systematic literature review and interview research methodology. We then designed a survey to validate the flexibility factors using statistical measures. Finally, we developed the first version of a selfassessment instrument using Microsoft Excel. The instrument would help our thesis sponsor company to assess the flexibility of their supply base. The findings of our research would be useful to companies operating in seasonal and cyclical industries. The research might help companies develop insights regarding flexibility of their suppliers to adapt to changing market demands, and develop strategies to balance supply and demand at minimum cost.

The present article details the pioneering concept of H-bots, or computerized humanoid bots that represents a significant advancement in synthetic biology, where complete human-beings are artificially created through computer codes. Coined by Rishabh Garg, the concept involves the merger of human intelligence and AI through 'Genetronics'.

Il convient de remercier toutes les personnes qui ont contribué à la réalisation de ce travail. Ma reconnaissance va tout d'abord à Daniel Filâtre avec qui j'ai construit mon questionnement et qui a accompagné la maturation de mon raisonnement. Son expérience, sa rigueur, ses remarques ainsi que ses encouragements dans les moments de doute ont permis l'aboutissement de ce travail. Jean-Yves Nevers pour la richesse de sa bibliothèque et les nombreuses discussions bénéfiques à ce travail. Cette thèse a été réalisée dans le cadre du CERTOP. Il convient de rappeler ici tous les bénéfices tirés des interactions quasi quotidiennes avec un grand nombre de ses membres et de l'ambiance collective et positive qui y règne. Je me permets de remercier plus particulièrement Gilbert de Terssac dont le sens collectif est exceptionnel. Les interactions scientifiques et amicales utiles à cette recherche sont aussi plus larges. J'exprime toute ma sympathie à Michel Grossetti, du CIRUS-CERS, pour sa confiance et son appui dans la valorisation de mon travail. Ce travail n'aurait pu voir le jour sans l'accueil et la disponibilité des acteurs publics locaux qui se sont livrés sans retenue et m'ont permis d'accéder à leurs archives. J'adresse un merci tout particulier à Pierre Legoy, Joseph Serin, Stéphane Capgras et Jean-Pierre Cabrol. Cette thèse doit énormément à ses lecteurs. Mes remerciements sincères vont à Hélène Cettolo qui a toujours accordé une grande disponibilité et attention à la lecture de mes chapitres ainsi qu'à Alain Lefebvre, du GRESOC, pour ses conseils avisés. J'exprime ma profonde gratitude à Sylvia Becerra pour sa générosité et sa rigueur. Enfin, la clarification de ce travail doit énormément à Philippe Vidal. Ses qualités d'écriture et ses expériences de recherche ont indéniablement « qualifié » ce travail. Enfin, le soutien affectif de la famille, des amis et du conjoint a été essentiel. Mener à bien une thèse est une épreuve difficile. Que ceux qui, à 420 kilomètres de Toulouse, m'ont toujours donné beaucoup sans exiger rien en retour reçoivent ici toute ma tendresse et fidélité. L'amour, la sérénité et la stabilité apportés par ma tante et mon oncle, l'amour démesuré de ma mère, l'humour, le côté bohème et la tendresse de mon frère, la patience et le respect de mon père, tous ces ingrédients m'ont permis d'avancer. Pour finir, ma tendresse va à Philippe qui a, je ne saurais dire comment, franchi l'épreuve. J'adresse une pensée affectueuse à sa famille, Marie-Andrée, Serge, Laurence et Jérôme. « Il est nécessaire de mener des grands combats » M. C.

In 2000, Carliss Baldwin and Kim Clark published “Design Rules: The Power of Modularity,” a book that introduced new ways of understanding and explaining the architecture of complex systems This Special Issue of Industrial and Corporate Change celebrates this seminal work, the research it has inspired, and the insights that these collective efforts have generated. In this introductory essay, we review the impact of “Design Rules” across numerous fields, including organization theory, competitive strategy, industry structure, and innovation management. We offer perspectives on key themes that emerge from contributions in this issue, including the alignment between organizational and technical designs (“mirroring”), the dynamics of industry evolution, and the role that individuals play in shaping and responding to system designs. We close by highlighting opportunities to apply the theory in Design Rules to new phenomena and puzzles that have emerged in the past 20 years.

Starting with our work on organizational redesign in different Colombian organizations, we have advanced in the concepts of Learning Communities, Shared and Permanent Learning, Flexible Organizational Structure, Participative Design, among others ideas. These concepts are a fundamental part of the TESO (Systems Theory in Organizations) approach developed and implemented by Ernesto Lleras in different Participative Organization Redesign processes. From this approach we attempt to tackle organizational issues taking into account the cultural background of domination inherited from our Colombian colonial tradition, which we consider to be detrimental to the effectiveness of Colombian organizations. Through the TESO approach we aim to promote an organizational learning focused on two main elements: the strengthening of people's autonomy and responsibility capabilities, and in this way enable the emergence of autonomous and flexible organizational structures. We consider that the str...

Les réformes du système de l'enseignement supérieur et de la recherche (ESR) en France se sont accélérées depuis 2006 et ont produit une série de dispositifs, institutionnels, juridiques, financiers, conçus au niveau national, - PRES, RTRA, Pôles de compétitivité, loi LRU, Plan Campus, Initiatives d'excellence -, qui ont pour but explicite de remodeler le paysage universitaire, dans ses structures mais

The topic of organizational responsiveness -where organizations need to flexibly react to strategic and operational demands simultaneously -has been under-explored in strategic management research. Our study was initiated to shed more light on this topic, primarily by studying an organization specifically designed to handle crises. By definition, crisis response organizations have to be prepared to react to unpredictable events. Moreover, the volatility of the crisis situation itself requires a high degree of flexibility to get or keep the situation under control. the study hypothesizes modular organizing and organizational sensing to be key drivers of organizational responsiveness. Empirically, we examine the effect these two variables have on the responsiveness of the netherlands armed forces for crisis response deployment. findings indicate that modular organizing and organizational sensing are drivers of responsiveness. In addition, our study uncovered the importance of an organization's level of system decomposition to responsiveness. a high degree of system granularity can lead to a predominantly inward focus whereas organizational responsiveness calls for a strong external orientation.

SUMMARYThe conclusion that organizations need to become more strategically flexible as a response to increasing environmental dynamism and uncertainty has been an important feature of recent contingency theories of organization design. In this literature organizations have been analysed from the perspective of the development of networks of organizations concentrating on their core competencies and contracting among themselves on a stable long‐term basis. This model of inter‐firm relationships provides an alternative mode of organizational structuring to that arising from vertical integration, which, by contrast, is seen as fostering strategic inflexibility. In the literature on corporate restructuring and changes in ownership form arising from the markets and hierarchies perspective, we see a similar emphasis on the dysfunctional consequences of large‐scale bureaucratic organization. Changes in ownership form are seen as a major means of providing more effective managerial control....

Pour plus de compétitivité, les établissements d'enseignement supérieur ont, entre autres priorités, de se positionner dans des écosystèmes de recherche et d'innovation. Ce qui nécessite la mise en place d'une politique de recherche ambitieuse et bien structurée, comme levier essentiel de rayonnement et de développement. Pour ce faire, le présent article tente de répondre aux questions suivantes : Qu'est-ce que l'on entend par 'politique de recherche'? Qui la conçoit ou l'élabore, en tenant compte, bien entendu, des spécificités et des ambitions d'un établissement ? Quels en sont les aspects constitutifs ou composants essentiels ? Mots-clés : Politique de recherche -Composants d'une politique de recherche

This paper examines the roles played by middle-and top-level managers in the dynamic capabilities framework. The key entrepreneurial capabilities needed for asset orchestration and realignment of the enterprise often reside in the skills and knowledge of top managers. Although dynamic capabilities favor shallow hierarchies, middle managers will always fulfill vital functions that complement those of top management within the framework. They play a variety of roles, including oversight of the "ordinary capabilities" that underpin the firm's technical fitness, leadership of product development teams, and direct (or indirect) involvement with the development of routine-based dynamic capabilities. Empirical research on the interaction between levels of management will most likely need to be based on in-depth case studies because of the context-dependent nature of the relationship between management and performance.

Although strategic entrepreneurship in established firms is recognized as a vital source of sustainable competitive advantage, this field has no clearly developed research paradigm. Entrepreneurship at a firm level, that is, corporate entrepreneurship is associated with a firm's growth, innovation and flexibility which are desirable traits for the success of modern established firms. Strategic entrepreneurship is an integration of entrepreneurial and strategic perspectives to design and implementation of entrepreneurial strategies that create wealth. Strategic entrepreneurship results in superior firm. Strategic entrepreneurship which plays an important role in a highly turbulent environment, integrates strategic functions with entrepreneurial actions. The goal of strategic entrepreneurship is to continuously create competitive advantages that lead to maximum wealth creation. Authors recommend a process model of strategic entrepreneurship that describes how beginning with an entrepreneurial mindset, an entrepreneurial culture and entrepreneurial leadership, a firm can manage resources more strategically, apply creativity and develop innovation which can in turn lead to competitive advantage and wealth creation. This study sought to conceptually examine the various facets of strategic entrepreneurship and firm performance. The dimensions of strategic entrepreneurship considered are entrepreneurial mindset, entrepreneurial culture, entrepreneurial leadership and entrepreneurial orientation.

Although strategic entrepreneurship in established firms is recognized as a vital source of sustainable competitive advantage, this field has no clearly developed research paradigm. Entrepreneurship at a firm level, that is, corporate entrepreneurship is associated with a firm's growth, innovation and flexibility which are desirable traits for the success of modern established firms. Strategic entrepreneurship is an integration of entrepreneurial and strategic perspectives to design and implementation of entrepreneurial strategies that create wealth. Strategic entrepreneurship results in superior firm. Strategic entrepreneurship which plays an important role in a highly turbulent environment, integrates strategic functions with entrepreneurial actions. The goal of strategic entrepreneurship is to continuously create competitive advantages that lead to maximum wealth creation. Authors recommend a process model of strategic entrepreneurship that describes how beginning with an entrepreneurial mindset, an entrepreneurial culture and entrepreneurial leadership, a firm can manage resources more strategically, apply creativity and develop innovation which can in turn lead to competitive advantage and wealth creation. This study sought to conceptually examine the various facets of strategic entrepreneurship and firm performance. The dimensions of strategic entrepreneurship considered are entrepreneurial mindset, entrepreneurial culture, entrepreneurial leadership and entrepreneurial orientation.

HAL is a multidisciplinary open access archive for the deposit and dissemination of scientific research documents, whether they are published or not. The documents may come from teaching and research institutions in France or abroad, or from public or private research centers. L'archive ouverte pluridisciplinaire HAL, est destinée au dépôt et à la diffusion de documents scientifiques de niveau recherche, publiés ou non, émanant des établissements d'enseignement et de recherche français ou étrangers, des laboratoires publics ou privés. L'évaluation de l'utilité sociale des associations dans une approche socio-anthropologique : enjeux méthodologiques, apports pour les associations, contribution à la transformation sociale

Approuvé lors du conseil d'administration du 26 mai 2015 Modifié lors du conseil d'administration du 24 octobre 2017 Préambule TITRE 1-DISPOSITIONS RELATIVES A L'ORGANISATION ET AU FONCTIONNEMENT INSTITUTIONNEL DE L'UNIVERSITE Chapitre 1-Election du Président de l'Université Article : appel à candidatures / dépôt des candidatures Article : campagne électorale Article : conditions d'éligibilité Article : modalités d'élection Article : durée du mandat Chapitre 2-Elections aux conseils de l'Université Article : comité électoral Article 7 : élections des représentants des personnels et étudiants aux conseils centraux, conseils de composantes et conseils des services communs Chapitre 3-Fonctionnement et organisation des conseils centraux Article : dispositions communes de fonctionnement Article : répartition des attributions entre CA, CAc et commissions du CAc Article : conditions de représentation / procurations Article : commissions et groupes de travail rattachés au CA et commissions du CAc Chapitre 4-Elections des vice-Présidents, vice-Présidents délégués et chargés de mission Article : modalités d'élection Article : appels à candidature et modalités de dépôt des candidatures Article : mode de scrutin Article : durée des mandats TITRE 2-DISPOSITIONS COMMUNES Chapitre 5-Dispositions générales Article : égalité femmes-hommes Article : comportement général Article : harcèlement Article : effets et objets personnels Article : plagiat Article : informatique Article : communication / charte graphique Chapitre 6-Respect des règles de santé-sécurité-environnement Article : rôles et responsabilités en matière de prévention des risques Article : fonctionnaire de sécurité défense Article : interdiction de fumer, consommation d'alcool et de substances illicites Article : préservation de l'environnement, traitement des déchets Article : respect des consignes de sécurité, circulation et évacuation Chapitre 7-Dispositions concernant les sites et les locaux Article : maintien de l'ordre dans les locaux Article : accès aux campus et aux différents locaux Article : activités dans les locaux Article : circulation et stationnement Article : vol, acte de vandalisme Article : vidéo protection et contrôle d'accès TITRE 3-DISPOSITIONS APPLICABLES AUX ETUDIANTS / USAGERS Chapitre 8-droits des usagers Article : représentation Article : statut élu étudiant Article : liberté d'information et d'expression Article : domiciliation des associations et mise à disposition des locaux Article : médiateur Article : aménagement des examens pour les étudiants en situation de handicap Chapitre 9-obligations des usagers Article : tenue vestimentaire / sécurité Article : carte d'étudiant Article : contrôle des connaissances, examens Article : assiduité Chapitre 10-procédure et sanctions disciplinaires Article : procédure disciplinaire Article : délit de bizutage TITRE 4-DISPOSITIONS APPLICABLES AUX PERSONNELS Article : droits et obligations des personnels Article 47 : principe d'indépendance et liberté d'expression des enseignantschercheurs Article : laïcité et neutralité Article : tenues vestimentaires Article : temps et conditions de travail Article : collaborateurs bénévoles Article : déplacements des agents Article : instances de concertation, de coordination et de dialogue social Article : gestion des documents d'archives

The so-called "modern corporation" has long been the central focus of the field of organization design. Such firms can be likened to nation-states: they have boundaries that circumscribe citizen-employees, and they engage in production and trade. But individual organizations are no longer adequate to serve as the primary unit of analysis. Over the years, systems of distributed innovation 1-so-called business ecosystems-have become increasingly prevalent in many industries (Moore, 1996;

In the research and development of multiagent systems (MAS), one of the central issues is how to conciliate the autonomy of the agents with a desirable and stable behavior of the MAS as a whole. Agent organizations have been proposed as a suitable metaphor for engineering social order in MAS. However, this emphasis has led to several proposals of organizational models for MAS design, thus creating an organizational interoperability problem: How to ensure that agents, possibly designed to work with different organizational models, could interact and collectively solve problems? In this paper, we have adopted techniques from Model Driven Engineering to handle this problem. In particular, we propose an abstract and integrated view of the main concepts that have been used to specify agent organizations, based on several organizational models present in the literature. We apply this integrated view to design MAORI, a model-based architecture for organizational interoperability. We presen...

The strategic planning means the future planning of an organization; in other words, it refers to the direction that the organization wants to move in that direction. Strategic planning of the information technology for any organization is an evidence that the organization's information architecture in light of strategic considerations such as mission, objectives, and priorities of the organization becomes evident and it determines the necessary administration plan to achieve systems and forms the informational databases at the organizational level. To put differently, strategic planning of the information technology charter and the macro program in the field of information systems are generally considered as the information technology. Different approaches are used for planning. Now, the dominant approach for developing the long-term program or for ICT master plan of information technology is an approach of the organizational architecture or the information technology architecture. The purpose of this research is a preliminary introduction with an organizational architecture approach with the means of strategic planning of the information systems.

Design management is an increasingly important concept, research into which is very scarce. This paper deals with the fit between design management skills and design function organization, ranging from solely in-house to solely outsourced and including a mixture of the two. We carried out a survey in the Spanish and Italian ceramic tile industry, to which 177 product development managers responded. Our results revealed that companies have different degrees of design management skills depending on the approach to design function organization. Solely in-house design approach companies are the most skilled firms and solely outsourced ones are the least skilled. Despite the fact that the design function has apparently evolved towards outsourcing, this research supports the idea that, under certain conditions, the in-house design department is the best option in order to attain higher degrees of design management skills.

"Shared purpose," understood as a widely shared commitment to the organization's fundamental raison d'eˆtre, can be a powerful driver of organizational performance by providing both motivation and direction for members' joint problem-solving efforts. So far, however, we understand little about the organization design that can support shared purpose in the context of large, complex business enterprises. Building on the work of Selznick and Weber, we argue that such contexts require a new organizational form, one that we call collaborative. The collaborative organizational form is grounded in Weber's value-rational type of social action, but overcomes the scale limitations of the collegial form of organization that is conventionally associated with value-rational action. We identify four organizational principles that characterize this collaborative form and a range of managerial policies that can implement those principles.

Abstarct: Purpose -The purpose of this research is to conceptualize this statement “The impact of collaborative practices on the operational performance of the firm”. Collaborative practices are analyzed in terms of “information sharing”, “incentive alignment” and “joint decision making” that how these practices impact operational performance of any firm. The results extract by this research provide a review of the existing relationship in the automobile sector of Pakistan and reports that can be bridged to uplift the operational performance. The extent of “information sharing”, “incentive alignment” and “joint decision making” reflects that how their rise and fall affects the operational performance of the organization. Design/methodology/ approach -The total sample of 53 organizations is collected including Multinationals as well as Domestic ones. Out of that total sample size, the sample size consists of 20 focal companies, 20 dealers and 13 suppliers including 1 and 2 tier suppl...

The study of machine consciousness has a wide range of potential
and problems as it sits at the intersection of ethics, technology, and
philosophy. This work explores the deep issues related to the effort to
comprehend and maybe induce awareness in machines.
Technically, developments in artificial intelligence, neurology, and
cognitive science are required to bring about machine awareness.
True awareness is still a difficult to achieve objective, despite
significant progress being made in creating AI systems that are
capable of learning and solving problems. The implications of
machine awareness are profound in terms of ethics. Determining a
machine's moral standing and rights would be crucial if it were to
become sentient. It is necessary to give careful attention to the
ethical issues raised by the development of sentient beings, the
abuse of sentient machines, and the moral ramifications of turning
off sentient technologies. Philosophically, the presence of machine
consciousness may cast doubt on our conceptions of identity,
consciousness, and the essence of life. It could cause us to
reevaluate how we view mankind and our role in the cosmos. It is
imperative that machine awareness grow responsibly in light of
these challenges. The purpose of this study is to provide light on the
present status of research, draw attention to possible hazards and
ethical issues, and offer recommendations for safely navigating this
emerging subject. We want to steer the evolution of machine
consciousness in a way that is both morally just and technologically
inventive by promoting an educated and transparent discourse.

In this interview, Ron Nicol, Senior Partner and Managing Director at BCG and John Joseph, Assistant Professor of Strategy at the University of California-Irvine, discuss BCG’s approach to organizational design known as “delayering.” Delayering is the process by which the layers and levels in the organization are reduced and aligned so as to provide better decision making and reduce costs. As Nicol discusses, delayering is a multi-step process based on two key concepts: the geometric nature of organizational structure and LeChatelier’s Principle. Key success factors include CEO involvement, participation at multiple levels of the organization, and adherence to a carefully crafted set of design principles. Nicol also discusses the optimal structure for Fortune 500 companies and their international equivalents.