Bridging Organization Design and Performance

2015 ◽  
Author(s):  
Gregory Kesler ◽  
Amy Kates
Keyword(s):  
Organization Design ◽  
And Performance ◽  
Bridging Organization

Organizational effectiveness, people and performance: new challenges, new research agendas

2014 ◽  
Vol 1 (1) ◽  
pp. 2-13 ◽  
Author(s):  
Paul Sparrow ◽  
Cary Cooper
Keyword(s):  
Human Resource ◽  
Organizational Effectiveness ◽  
Organization Design ◽  
Performance Outcomes ◽  
Senior Managers ◽  
Content Type ◽  
The Past ◽  
Research Agendas ◽  
And Performance ◽  
Strategic Outcomes

Purpose – As founding editors of the Journal of Organizational Effectiveness: People and Performance, this paper welcomes the beginnings of a new academic community. The purpose of this paper is to outline why both academic researchers and organizational practitioners need to enter into and be guided by a new debate and new set of expertise. It signals the sorts of research agendas that need to be addressed in this field. Design/methodology/approach – The paper establishes the future research agenda for organizational effectiveness. It reviews historic literature and traces the development of the field of organizational effectiveness from: early analysis of political judgements about effectiveness; systemic analysis of the intersection of profitability, employee satisfaction and societal value; debates over stakeholder, power, social justice and organizational fitness, resilience and evolution; the importance of mental models of senior managers; how organizations use changes in work system design and business process to modify employee's mental, emotional and attitudinal states; and the use of an architectural metaphor to highlight the locus of value creation perspectives. Findings – There are many echoes of the debates and concerns today in the past. The paper shows how current concerns over strategic and business model change, organization design, talent management, agile and resilient organization, balanced scorecard, employee engagement, advocacy and reputation can be informed, and better contextualized, by drawing upon frameworks that have previously arisen. Research limitations/implications – The paper argues that the authors must adopt a broad definition of performance, and examine how the achievement of important strategic outcomes, such as innovation, customer centricity, operational excellence, globalization, become dependent on people and organization issues. It signals the need to focus on the intermediate performance outcomes that are necessary to achieve these strategic outcomes, and to examine these performance issues across several levels of analysis such as the individual, team, function, organization and societal (policy) level. Practical implications – The audience for this paper and the journal as a whole is academics who work on cross-disciplinary research problems, the leading human resource (HR), strategy or performance research centres, and finally senior managers and specialists (not just HR) from the internal centres of expertise inside organizations who wish to keep abreast of leading thinking. Originality/value – The paper argues the need to combine human resource management perspectives with those from decision sciences, supply chain management, operations management, consumer behaviour, innovation, management cognition, strategic management and its attention to the resource-based view of the firm, dynamic capabilities, business models and strategy as practice. It argues for a broadening of analysis beyond human capital into related interests in social capital, intellectual capital and political/reputational capital, and for linkage of the analysis across time, to place the novelties and contexts of today into the structures of the past.

scholarly journals The Underexplored Role of Managing Interdependencies Fit in Organization Design and Performance

2013 ◽  
Vol 2 (1) ◽  
pp. 34 ◽  
Author(s):  
Keren Caspin-Wagner ◽  
Arie Y. Lewin ◽  
Silvia Massini ◽  
Carine Peeters
Keyword(s):  
Organization Design ◽  
And Performance

scholarly journals The Underexplored Role of Managing Interdependence Fit in Organization Design and Performance

2013 ◽  
Vol 2 (1) ◽  
Author(s):  
Keren Caspin-Wagner ◽  
Arie Y. Lewin ◽  
Silvia Massini ◽  
Carine Peeters
Keyword(s):  
Organization Design ◽  
And Performance

A Survey of Cloud Workflow

2013 ◽  
Vol 765-767 ◽  
pp. 1343-1348 ◽  
Author(s):  
Hua Huang ◽  
Yi Lai Zhang ◽  
Min Zhang
Keyword(s):  
Operating Systems ◽  
Cost Reduction ◽  
Organization Design ◽  
Workflow Technology ◽  
Business Transformation ◽  
Optimal Organization ◽  
Quantum Leap ◽  
And Performance ◽  
Back Office ◽  
It Practices

Traditionally, enterprises have approached IT modernization and back office process enhancement in silos, by introducing multiple vendors with different technologies, platforms and operating systems, which limits process integrity and leads to disseminated responsibilities. In contrast, the Cloud revolution has made it much easier for enterprises to approach business transformation in a holistic manner, leading to a quantum leap in their business and IT practices and performance. In other words, Cloud-based workflow (which is shorted for cloud workflow) technology is now regarded as a pretty good solution: Cloud workflow helps organizations in process harmonization, optimal organization design and change management offering benefits beyond cost reduction, it enables a complex application instance to be abstractly defined, flexibly configured and auto-operated. This paper introduces shortly the technology of both cloud computing and workflow and then presents the concepts and features of cloud workflow. Meanwhile, the following part discusses the application scenario and the application cases of cloud workflow. Lastly a possible trend of workflow in the future is proposed.

Interdependencies in Organization Design: A Test in Universities

2009 ◽  
Vol 21 (1) ◽  
pp. 55-73 ◽  
Author(s):  
Tze Ki Jennie Chung ◽  
Graeme L. Harrison ◽  
Robert C. Reeve
Keyword(s):  
Control Systems ◽  
Systems Design ◽  
Organization Design ◽  
Management Control ◽  
Measurement Systems ◽  
Control Systems Design ◽  
Effectiveness And Efficiency ◽  
Performance Measurement Systems ◽  
And Performance ◽  
Australian Universities

ABSTRACT: This study replicates and extends the Abernethy and Lillis (2001) interdependencies model of organization design to Australian universities. The model proposes interdependent relations among strategy, structure, and performance measurement systems affecting effectiveness and efficiency. We find support for the model. Further, we modify the model to take account of differences between the hospital and university contexts, producing a better fit and suggesting some tailoring may be important in different contexts. Our results have implications for management control systems design in universities, and more generally.

scholarly journals A process for assessing organization

2021 ◽  
Vol 9 (1) ◽  
pp. 30-44
Author(s):  
Branislav Đorđević
Keyword(s):  
Conceptual Model ◽  
Decision Maker ◽  
Organizational Effectiveness ◽  
Research Methodology ◽  
Process Model ◽  
Organization Design ◽  
Trial And Error ◽  
Value Judgments ◽  
And Performance ◽  
Conceptual Confusion

The process of conducting an evaluation of organization design and performance remains a form of art or craft which each researcher or analyst is forced to learn by apprenticeship or reinvent by trial and error. Most research methodology texts assume that the researcher is the sole decision maker and user of the results of a studying question. In practice, assessments of complex organizations occur in contexts where the interests and value judgments of many stakeholders need to be taken into account. As a result, people who are commissioned to conduct an organization assessment are confronted with three problems that are largely ignored by organization theorists and research methodologists. (1) Who should decide what measures should be used as the criteria for evaluating an organization? (2) Whose conceptual model or framework should be used to guide the assessment? (3) How can facilitate learning and use of results within the organization being assessed? This chapter delves into these problems by attempting to (1) clarify some of the conceptual confusion on goals, values, and facts regarding measures of organizational effectiveness. (2) suggest a process model that may be useful for designing and conducting studies to assess organization design and performance, and (3) report our learning experiences in using the process model to guide two longitudinal assessments of organizations.

Interdependencies in Organization Design: A Test in Hospitals

2001 ◽  
Vol 13 (1) ◽  
pp. 107-129 ◽  
Author(s):  
Margaret A. Abernethy ◽  
Anne M. Lillis
Keyword(s):  
Performance Measurement ◽  
System Design ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Organization Design ◽  
Performance Measurement System ◽  
Strategic Choices ◽  
Strategic Orientations ◽  
And Performance ◽  
Executive Officers

While there have been numerous empirical and theoretical contributions in both the accounting and management literatures examining independently the implications of strategy and structure on control system design, there has been little research examining the interdependencies among the various elements of organization design. Hospitals represent an empirical setting where a diversity of structural arrangements and strategic orientations are both readily observable and recognized as having implications for other elements of control systems. Using data collected from chief executive officers and medical directors in hospitals, this study examines how strategic choices influence adaptations in structure and performance measurement systems. The findings from this study suggest that there are significant interdependencies between strategic choice, structure, and performance measurement system design and that when the separate elements of organization design complement each other, performance is enhanced.

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