Всего публикаций в данном разделе: 5
Книги
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Названия: |
Organisational Routines and Organisational Learning in Their Cognitive and Political
Dimensions [книги]
Опубликовано на портале: 05-01-2003
Edward Lorenz
2002
This paper draws on J.R. Commons theory of institutional change to make some suggestions
for integrating the political dimension into an analysis of routines and organisational
learning, or the processes that change routines. The programmatic advice offered
here remains incomplete, though, as the cognitive aspect of routines is examined
from the partial angle of the relational and organisation-specific knowledge that
individuals require in order to get the job done. In the concluding section of the
paper, the author suggest that research based on the cultural-historical approach
to distributed cognition may provide the tools for integrating this latter building-block
into a Commons inspired account of routines and organisational learning.


Опубликовано на портале: 11-12-2002
Lucio Biggiero, Domenico Laise
2002
Organizational decisions are characterized by a multiplicity of choice criteria.
This property, which in reality affects virtually all human behaviors, prevents use
of the standard (neoclassical) theory of decisions based on the maximization of a
single criterion. Rather, the outranking methods developed by the French school of
operational research make it possible to deal with multicriterial choices and avoid
the defects of the naive method. This paper develops a paradigmatic example in order
to show the essential effects of the outranking methods and their compatibility with
the theory of limited rationality and satisfactory choices.


Опубликовано на портале: 23-01-2003
Edgar Schein
San Francisco: Jossey-Bass, 1992
'Organizational learning, development and planned change cannot be understood without
considering culture as a primary source of resistance to change.' Thus argues Schein
in the second edition of this seminal book. The work is organized into six parts,
dealing with
a.what culture is and does;
b.the dimensions of culture;
c.how to study and interpret culture;
d.the role of leadership in building culture;
e.the evolution of culture and leadership and;
f.learning cultures and learning leaders.
Schein's discussion of learning draws explicitly on the thinking of Donald Michael,
Tom Malone and Peter Senge and asserts that the leaders of the future will have to
be perpetual learners.
This is a highly readable book, which pulls together insights from both the academic
and practitioner worlds. Its canvass is broad but represents the real depth of understanding
that comes from an expert who has spent years developing his knowledge of this topic.


Organizational Improvisation: An Empirically-Based Exploration of an Innovative Management
Concept [книги]
Опубликовано на портале: 31-08-2003
Miguel Pina e Cunha, Joao Vieira Da Cunha, Ken Kamoche
2002
Drawing on a grounded theory research we present a model of organizational improvisation
which asserts that this phenomenon is triggered by an unexpected important event
brought about by a moderate level of turbulence, relying on a minimal structure and
simple resources. The success of improvisation is shown to be affected by the level
of equivocality and by the perceived level of task complexity, and results in increased
group cohesiveness and faster and less costly future actions. In conclusion the authors
argue in favor of a contingency view of organizational improvisation and contend
that our model suggests the possibility of a dialectical approach to organizational
improvisation.


Опубликовано на портале: 05-01-2003
Bente R. Lowendahl, Oivind Revang
2001
One of the most important and difficult challenges in dynamic competitive environments
is the question of how the organization is structured in order to achieve efficiency,
agility, and adaptability simultaneously. This paper presents an effort at theory
development, based on in-depth studies of highly knowledge intensive firms, and we
propose three key dimensions driving the complexity of organizing: the extent to
which
tasks (activities) are predefinable ex ante (formerly described as task characteristics),
the degree of interdependence between tasks, subtasks, and the people performing
the
tasks, and the type of coordination required.

