Strategy and the design of organizational architecture

2009 ◽  
Vol 30 (5) ◽  
pp. 575-576 ◽  
Keyword(s):  
Organizational Architecture

scholarly journals Local Autonomy in Temporary Organizations: The Case of Smart City Pilots

2021 ◽  
pp. 009539972110098
Author(s):  
Dalia Mukhtar-Landgren
Keyword(s):  
European Union ◽  
Public Sector ◽  
Smart City ◽  
Local Autonomy ◽  
Temporary Organizations ◽  
Local Actors ◽  
Organizational Architecture

Local actors are to an increasing extent engaging in national and European Union (EU)–based development and sustainability agendas. These ventures often materialize in the form of temporary organizations such as pilots and projects. This article contributes to debates on project-based, experimental and temporary organizations by unpacking the organizational architecture of pilots and analyzing how the democratic autonomy of local public actors is formed. Through the example of smart city pilots, the study shows how a range of intersecting relations and hierarchies enable and circumscribe public-sector autonomy—from local actors’ attempts to align pilots with political goals to the limitations of standardized and scalable knowledge and strict funding requirements.

Holistic Atlases of Functional Networks and Interactions Reveal Reciprocal Organizational Architecture of Cortical Function

2015 ◽  
Vol 62 (4) ◽  
pp. 1120-1131 ◽  
Author(s):  
Jinglei Lv ◽  
Xi Jiang ◽  
Xiang Li ◽  
Dajiang Zhu ◽  
Shu Zhang ◽  
...  
Keyword(s):  
Functional Networks ◽  
Cortical Function ◽  
Organizational Architecture

Organizational Architecture of Human Resources

2020 ◽  
Author(s):  
Jose Mathews ◽  
Karma Yezer ◽  
K. M. Antony
Keyword(s):  
Human Resources ◽  
Organizational Architecture

scholarly journals Complexity of matrix organization and problems caused by its inadequate implementation

2007 ◽  
Vol 52 (174-175) ◽  
pp. 28-44 ◽  
Author(s):  
Nebojsa Janicijevic ◽  
Ana Aleksic
Keyword(s):  
Three Dimensional ◽  
Organization Design ◽  
Organizational Response ◽  
Organization Model ◽  
Implementation Phase ◽  
Product Service ◽  
Efficiency And Effectiveness ◽  
Matrix Organization ◽  
Organizational Architecture ◽  
The Moment

Matrix organization model is a sophisticated structure intended to combine both the efficiency and effectiveness of the functional and the product/service/customer/area dimensions. From the moment it was introduced in practice, this organizational architecture was accepted with enthusiasm, because it represented a complex organizational response adequate to the conditions which most of the companies in the world have been facing since 1970s. Although matrix organization is not a novelty, it is still a controversial model of organization design. The aim of this paper is to provide a deeper insight into the causes and effects of organizational misfits which appear in the implementation phase of three-dimensional matrix organization, as well as to offer some practical recommendations for managers on how to improve their capacities for successful management of complex matrix organization architecture in their organizations.

scholarly journals Multinational Expansion of Worker Cooperatives and Their Employment Practices: Markets, Institutions, and Politics in Mondragon

ILR Review ◽  
2018 ◽  
Vol 72 (3) ◽  
pp. 580-605 ◽  
Author(s):  
Ignacio Bretos ◽  
Anjel Errasti ◽  
Carmen Marcuello
Keyword(s):  
Work Organization ◽  
Profit Sharing ◽  
International Expansion ◽  
Pay Equity ◽  
Employment Practices ◽  
General Management ◽  
Worker Cooperatives ◽  
Foreign Operation ◽  
Organizational Architecture ◽  
Overseas Work

Drawing on qualitative research and longitudinal data on two Mondragon multinational cooperatives, the authors examine the multinational expansion of these co-ops and the diffusion of the cooperative model’s employment practices to their subsidiaries in Brazil, China, Slovakia, France, and Poland. The results show that international expansion can radically transform the organizational architecture of co-ops and exacerbate dilemmas about how to put their hallmark values into practice. Moreover, the findings reveal a fragmented and inconsistent introduction of the cooperative model overseas. Work organization practices are homogeneous across the various sites, whereas job security, training, and pay equity practices are not. Core cooperative practices (i.e., employee participation in ownership, profit sharing, and general management) have not been implemented in any foreign operation. The study illustrates how market influences, institutions, and macro- and micro-politics shape the transfer of employment practices.

Sign in / Sign up

Export Citation Format

Share Document