Complete Proofs to Theorems in 'Information Technology, Organizational Design, and Transfer Pricing'

2006 ◽  
Author(s):  
Shane S. Dikolli ◽  
Igor Vaysman
Keyword(s):  
Information Technology ◽  
Organizational Design ◽  
Transfer Pricing

Exploring Barriers to Coordination between Humanitarian NGOs

2012 ◽  
pp. 87-112
Author(s):  
Louis-Marie Ngamassi Tchouakeu ◽  
Edgar Maldonado ◽  
Kang Zhao ◽  
Harold Robinson ◽  
Carleen Maitland ◽  
...  
Keyword(s):  
Information Technology ◽  
Nongovernmental Organizations ◽  
Organizational Design ◽  
Document Analysis ◽  
Organizational Structures ◽  
Humanitarian Assistance ◽  
Structural Factors ◽  
Coordination Problems ◽  
Positive Attitudes ◽  
Management Issues

Humanitarian nongovernmental organizations (NGOs) are increasingly collaborating through inter-organizational structures such as coalitions, alliances, partnerships, and coordination bodies. NGO’s information technology coordination bodies are groups of NGOs aimed at improving the efficiency of ICT use in humanitarian assistance through greater coordination. Despite their popularity, little is known about these coordination bodies, specifically the extent to which they address inter-organizational coordination problems. This paper examines coordination problems within two humanitarian NGO’s information technology coordination bodies. Based on data collected through interviews, observation, and document analysis, despite positive attitudes toward coordination by members, seven of eight widely accepted barriers to coordination still exist among members of these coordination bodies. Further, in a comparison of mandate-oriented, structural and behavioral coordination barriers, research finds mandate issues were most significant and structural factors were found in the greatest numbers. Findings suggest that effective humanitarian NGO’s information technology coordination bodies must pay attention to both organizational design and management issues, although the former are likely to have a greater impact on coordination.

The effects of advanced information technology on organizational design

1995 ◽  
Vol 21 (2) ◽  
pp. 20-23 ◽  
Author(s):  
Karl McCleary ◽  
Patrick Asubonteng ◽  
George Munchus
Keyword(s):  
Information Technology ◽  
Organizational Design ◽  
Advanced Information Technology

scholarly journals The impact of information technology on organizational design: Example in health organization

Sociologija ◽  
2013 ◽  
Vol 55 (3) ◽  
pp. 439-460 ◽  
Author(s):  
Mirjana Petkovic ◽  
Jelena Lukic
Keyword(s):  
Information Technology ◽  
Health Services ◽  
Organizational Design ◽  
Health Sector ◽  
Relevant Information ◽  
Star Model ◽  
Complex Organization ◽  
Health Organization ◽  
Quality Decision ◽  
The Impact

The aim of this paper is to explore the impact of information technology (IT) on organization including all elements that are integral part of organizational design through Star Model (Kates and Galbraith, 2007), and to show that IT has become an important strategic resource that provides a concentration of all relevant information for quality decision-making and integration of complex organization with the concept of ?Big Data? (Manyika et al, 2011). In order to achieve the aim, research was performed in organization in the health sector which affects the quality of life and standard of living. TheIT impact on organizational design and through him on organizational effectiveness in the health care is visible and provide insight into the implications of information technology and opportunities for reasoning about matters that are the subject of research: whether and how information technology causes changes in the design of the organization; whether it affects all elements of design equally; on which elements has the most intense impact and why; whether and why employees and users of health services exhibit resistance to information technology; under what conditions can be reduced or completely eliminated the resistance of employees and users of health services?

Preservation of Incentives Inside the Firm: A Case Study of a Quasi-Market for Cost-Based Transfer Pricing

2019 ◽  
Vol 32 (2) ◽  
pp. 137-157
Author(s):  
Ivar Friis
Keyword(s):  
Organizational Design ◽  
Transfer Pricing ◽  
Transfer Price ◽  
Variable Cost ◽  
Control Mechanisms ◽  
Transfer Prices

ABSTRACT According to organizational economists, the implementation of market-like control mechanisms, such as transfer prices, can never completely replicate the market since “the use of high-powered incentives in firms is inherently subject to corruption” (Williamson 1985, 140). This paper illustrates that this is not necessarily always so. By means of a case study, this paper illustrates that many problems that extant research claims are related to cost-based transfer prices were mitigated through an organizational design that created a quasi-market inside the firm. The paper contributes to extant research in several ways. First, it illustrates that strong incentives are somewhat preserved through an organizational design that fosters competition between product divisions. Second, the paper shows how the specific problems related to a standard variable cost transfer price were mitigated. Finally, the paper highlights the limits of the quasi-market and describes a number of problems that required central intervention.

Alliances and Information Technology

2006 ◽  
pp. 1-39
Author(s):  
José Aurelio Medina-Garrido ◽  
Salustiano Martinez-Fierro ◽  
Jose Ruiz-Navarro
Keyword(s):  
Information Technology ◽  
Organizational Design ◽  
Organizational Structures ◽  
Alliance Formation ◽  
Organizational Relationships ◽  
Theoretical Approaches ◽  
Traditional Structures ◽  
Conceptual Evolution ◽  
The Impact

This chapter is organized into three sections. In the first section we briefly define some basic concepts about alliances, their attributes, the differences between them and traditional structures, and the types of alliance. The second section analyzes the state of the art in the literature on alliances. We stress the conceptual evolution in organizational design and the main theoretical approaches explaining alliance formation. The final section analyzes the role of information technology (IT) in the formation and running of alliances. In this respect, we stress the impact of IT on organizational structures in general, and on inter-organizational relationships in particular, with these relationships being based on the so-called inter-organizational systems.

Putting the “Design” Back into Organizational Design

2013 ◽  
Vol 5 (2) ◽  
pp. 80-93
Author(s):  
Jonatan Jelen ◽  
Matthew Robb ◽  
Kaleem Kamboj
Keyword(s):  
Information Technology ◽  
Intelligent Design ◽  
Design Theory ◽  
Design Methodology ◽  
Organizational Design ◽  
Post Industrial

Currently there is no veritable role for design, designers, or design methodology associated with ‘organizational design’. Rather, the design of an organization is a byproduct of tactics and management bureaucracy. In postmodern, post-industrial, and post-capitalist organizational entities the role of design is subordinate and residual at best. In this concept paper the authors demonstrate that (a) an entrepreneurial and organic perspective on design is challenged by the paradigmatic and transformational effects of information and information technology on firm; and (b) that the apparent problematic absence of a design theory and the existence of the firm can be reconciled via the involvement of design managers with their presumed design-methodological grounding. They advocate substituting the anachronistic evolutionary speciation of organizational design with a perspective based on ‘intelligent design’.

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