Organizational Architecture

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'.

The contingency theory approach to organization design strategies of Japanese regional banks: From the point of view of information technology and financial deregulation Nobuaki NANCHI SHIZEN Research Institute, LTD. This paper analyzes organization design strategies of Japanese Regional Banks as management action adapting to their environment, from the point of view of Contingency Theory. The global progress of financial deregulation and information technology has been increasing the uncertainty of the management environment of Japanese Regional Banks. As the management task uncertainty increases, the number of unexpected outcomes and exceptions increases until their organization hierarchy is overloaded. So they have been reorganizing their internal organizations to achieve value-added management and the customer satisfaction. By reviewing dynamic design actions, we can find the important management trend of their various strategies that they have been pursuing value-added management by reducing their need for information processing and increasing their information processing capacity.

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...

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....

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.

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.

Mainstream organizational research is based on science and the humanities. Science helps us to understand organized systems, from an outsider position, as empirical objects. The humanities contribute to understanding, and critically reflecting on, the human experience of actors inside organized practices. This paper argues that, in view of the persistent relevance gap between theory and practice, organization studies should be broadened to include design as one of its primary modes of engaging in research. Design is characterized by its emphasis on solution finding, guided by broader purposes and ideal target systems. Moreover, design develops, and draws on, design propositions that are tested in pragmatic experiments and grounded in organization science. This study first explores the main differences and synergies between science and design, and explores how and why the design discipline has largely moved away from academia to other sites in the economy. The argument then turns to ...

Outsourcing has been a way for firms to reduce their cost of production and enabling them to focus on their core competencies for decades. As the total costs for manufacturing in China-the most prominent outsourcing location, are increasing due to unfavourable market changes, which in turn leads to loss of the competitive advantage, European companies are more and more often realizing and pursuing the benefits of 'near-sourcing' their manufacturing operations to Eastern European countries. This paper is a study of outsourcing decisions related to specific products in the Swedish manufacturing industry, how the product characteristics identified through the Portfolio Model of Supplier Relationships, and how the dimensions of the CAGE Dimensions Framework affects such decisions. Primary data was collected through three qualitative, semi-structured interviews with respondents from Swedish manufacturers currently outsourcing to China and/or Eastern Europe. The data was analysed through categories obtained from thorough literature review, where theoretical models were found as a foundation for the research questions that were established. The research revealed that companies do follow the advised sourcing strategies for specific product characteristics. It serves as a good starting step, but can be developed into different directions. The leverage products were outsourced to China and Eastern Europe, while strategic items were also outsourced to Eastern Europe. However, some leverage items outsourced to both countries had some of the characteristics of a strategic item. The benefits from economic distance were the main advantage of production in China, whereas cultural and administrative distance had a negative impact. The economic distance for Eastern Europe provided benefits as well, even though these benefits were not as substantial as in China. The political distance served as both a positive and negative factor in Eastern Europe-positive due to its membership in European Union (for some of the countries) and negative due to high levels of corruption.

Mainstream research on organization and management is largely modeled after the natural sciences and the humanities. It aims at understanding social systems and, as such, has produced a vast knowledge base. However, this knowledge base has been criticized as fragmented and lacking relevance for practice. Two recent developments have produced the possibility of reinventing the future of organization and management studies: the increasing interest in design science research and in evidence-based management. First, we discuss how the actor perspective and solution-orientation of design science research can lead to more relevant research output. Second, we explore how the use of this research output in evidence-based management-typically via a design-oriented research synthesis-can decrease fragmentation by drawing together various strands of research and, moreover, lead to more relevant and interesting research questions, aiming at understanding as well as solution design Adding design science research to the repertoire of organization and management studies can create a virtuous cycle toward a future in which these studies matter more than they do now.

We live in the time of transformations and in response to environmental challenges, traditional forms of organizational designs are changing towards more networked ones. Human resource practitioners claim that 'Organization of the future' requires freedom to act, flexible working practices, outcome-based performance management, and high-trust working relationships, however, there is limited empirical attention directed to the elements of organizational structures, and organizational design aspects have not been explicitly addressed. This research aims to identify which organizational design mechanisms facilitate collaboration within organizations and positively contribute to organizational performance. The quantitative study uses data from a structured survey of Latvian organizations. The research findings provide empirical evidence of the positive impact of decentralization, outcome-based performance management and internal trust on collaboration within the organizational boundaries and performance measured as customer satisfaction. Assessing differences between organisations it was found that internal trust appears to be even more important collaboration ensuring factor for large organizations than for smaller ones. Research results show that managers should establish internal trust-based relationships within their organizations since the effect of trust on collaboration could not be overestimated.

The complexity of global challenges requires that organizations collaborate with one another. To do this, stakeholders need flexible structures that are designed in a way that allows organizations to collaborate. However, it is not known whether Uganda’s organizations are structured in a way that allows them to collaborate with one another, casting doubt as to whether they can manage the complexity of global challenges such as graduate unemployment. Informed by Hage and Aiken (1967), we studied the structures of selected organizations in Uganda and found out that their major components, i.e., centralization and formalization, are designed in a way that may not allow collaboration to occur. We found out that the organizational structures were exclusive in decision-making, had high power distance (HPD), jobs were strictly codified, and organizations enforced stringent rule observation. These gaps make it difficult for people interaction and involvement and deny them of their freedom t...

A team's design-the structuring of its resources and flows of knowledge-is an important element determining its effectiveness. An essential element in achieving a team's problemsolving potential is the role that interdependence, in both the task and the organization, plays in determining the dynamic and emergent system-level properties of the organization. In this paper, we present a computational platform for experimentally investigating the influence of informational dependencies found in the design of a complex system for exploring their role in determining system behaviors and performance. The approach presented in this paper is a multiagent simulation of the conceptual design of space mission plans by Team X, an advanced project design group at NASA's Jet Propulsion Laboratory. The algorithm is composed of rich descriptive models of both the team-types and timing of interactions, collaborative methods, sequencing, rates of convergence-and the task-primary variables, their behaviors and relations, and the approaches used to resolve them. The objective is to create an environment of interaction representative of that found in actual design sessions. Better understanding how the dynamics arising from organizational and domain interdependencies impact an organization's ability to effectively resolve its task should lead to the development of guidelines for better coping with task complexities, suggest ways to better design organizations, as well as suggest ways for improving the search for innovative solutions.

In this article, we discuss and argue for the value of working with strategic design in organizational settings through inventive research practices rooted in co-design and design anthropology. More specifically, we propose a process of collaborative experimentation staged as a series of events that establish relations between everyday organizational perspectives and practices and organizational strategic documents. We base our analytical discussions and reflections on a research project carried out in the organizational setting of a labour union. We describe how a programme–experiment informed design research approach, driven by and reliant on collaborative explorations, provides a scaffold for unlocking organizational strategic management visions and goals in interaction with transformational perspectives on organizational practices. We frame our approach as a research strategy of working ‘from within’ the organizational setting, which focuses on staging dialogues between the expe...

This paper explores the emergence of organization from individuals' interactions in a collective. Its focus is on small collectives like teams. Organization is explained as an outcome of both self-organization and design. Self-organization requires stretching environments and also commitment of individuals to the interests of the collective. As interactions produce organization individuals are constituted as autonomous and nonautonomous roles participating in processes of constitution and production. The interest in these processes is that they help understanding the embodiment of knowledge to produce organizations with desirable properties. This understanding triggers a reflection about research and design.

In many fields, including engineering, management, and organizational science, simulation-based on computational organization theory has been used to gain insight into the degree of match ("congruence") between the organization (people, work processes and structure) and the tasks carried out by the organization. Simulation helps identify the bottlenecks, and improve the quality and efficiency of an organization. In this paper, we propose an approach based on the congruence model for analyzing and simulating the performance of an organization in project-based mission environments. In our model, organizations are constructed in terms of interacting components, namely, work and agents. The organizational structure depicts the grouping of agents, and the hierarchical arrangement of the groups. The congruence model of organizational behavior is based on the degree to which different components of the organization fit together. We use a discrete event simulator, specifically the Extend™ simulation package, to quantify the performance of an organization based on this model. We illustrate our approach using a symbolic example of an air operations center organization. I. Introduction Organizational engineering is the process of configuring an organizational structure to accomplish a given high level task (termed a mission), while attempting to satisfy the stated performance objectives. An organization includes people supported by information-processing and communication tools. Over the past forty years, simulation has become a primary tool for decision-making in engineering design (e.g., complex systems) and in discrete-event logistics systems (e.g., warehousing, manufacturing, and supply chains). Ostensibly, simulation models accomplish two valuable objectives: 1) they reveal, in a controlled way, the effects of interacting dynamics in complex systems, and 2) they create "synthetic histories", which may reflect the impact of uncertainties in the occurrence of future events, for example, task demand. These synthetic histories can be studied to assess the impact of system design decisions, policies, decision algorithms, or ad hoc interventions. Because simulations are computational devices, many different synthetic histories, with different realizations of random processes, can be created, enabling quantitative risk assessment [1]. In many fields, including engineering, management and organizational science, simulations based on computational organization theory have been used to: (i) provide insight into the degree of match between the tasks and organizational structures, (ii) quantify how people, work processes and organizational structure influence the performance of tasks, (iii) identify bottlenecks, and (iv) improve the quality and efficiency of an organization [2]. Organizational simulation also provides an enabling toolkit for people to view, analyze, and to understand a current organization through interactive simulation, model the changes to an organization resulting from design and policy modifications and updates, and ascertain in a synthetic environment the intended and unintended effects of these changes. Organization theory traditionally describes an organization only at an aggregate level, and provides general qualitative predictions about its overall behavior. Burton and Obel's simple, but elegant, organization model [3] was more of a macro-contingency theory model. In this paper, we define and implement a "micro" model of the structure and behavior of the components of an organization, explicitly representing the work activities, groups of agents, and the organizational structure. This model is implemented using discrete event simulation to obtain quantitative estimates of the different metrics that reveal the efficiency of an organization.

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The current investigation critically analyse the relationship between the legal form and the performance of Cameroonian MFIs, while asking the following question: does the legal status influence the performance of Cameroonian MFIs? To answer this question and for its effectiveness, the researcher used well-known survey methods of investigation to collect data in 43 MFIs of Cameroon. To dread more our study, we included two control social variables namely age and the height of the MFIs in our model equation. Interestingly, from a multivariate analysis the results reveal that the legal form significantly influences the financial and social performance. Among the different control variables, only the height (the number of employees) of MFI significantly influences the performance when dreaded by the social performance.

Il est déjà connu que les scores d’efficacité des institutions financières varient selon la manière dont on mesure leur production et le nombre de facteurs de production retenus. Nous étudions l’impact des produits transactionnels, une dimension presque toujours négligée dans les études empiriques, sur les scores d’efficacité des Caisses populaires Desjardins du Québec. Nos résultats confirment que, tant dans une approche de production que d’intermédiation, l’élargissement de l’output pour inclure les produits transactionnels réduit de manière significative l’inefficacité mesurée. Nous montrons également que le classement des caisses entre elles change, et parfois de façon extrêmement importante. Lorsqu’on prend une mesure large de la production, les écarts d’efficacité technique qui subsistent deviennent faibles et semblent intimement liés à l’environnement économique. Une part significative de l’inefficacité mesurée s’explique donc par une mesure incomplète de la production ou déc...

ResumeNous mesurons à l’aide du DEA (Data Envelopment Analysis) l’efficacité des caisses populaires acadiennes en utilisant la valeur des produits d’intermédiation ainsi que le nombre de transactions réalisées par chaque caisse entre 1997 et 2000, au moment où un important programme de fusions et de réingénierie financière était mis en place. Cette analyse permet d’établir plusieurs résultats. Tout d’abord, l’inclusion des produits transactionnels réduit environ de moitié l’inefficacité technique et économique par rapport à l’inefficacité obtenue lorsque l’output des caisses est limité seulement aux produits transactionnels. Un algorithme d’auto‐amorçage permet de vérifier que ce résultat est statistiquement significatif. Ensuite, nous montrons que le programme de fusions a touché surtout les caisses moins efficaces et a permis d’augmenter de façon importante leur efficacité grâce à une baisse du nombre d’employés en équivalent temps complet. Finalement, nous montrons que d’importan...

We propose that hierarchical organizations can engender and sustain the collaboration of large numbers of autonomous actors by establishing self-managed, mission-aligned collectives. Informing our claim are preliminary findings from an ongoing study of the housing movement in São Paulo, Brazil. Unexpectedly, we find that hierarchical Social Movement Organizations (SMOs) have, for more than three decades, incentivized broad-based voluntary engagement in protest actions aimed at formulating new housing policy by educating and encouraging low-income families to join collectives tasked with developing and self-managing new housing projects. We trace the sustainability of this participation architecture to an SMO-designed, points-based system, which functions as an integrating mechanism affording: (1) goal alignment between large numbers of autonomous actors and the leadership of a hierarchical organization; (2) voluntary engagement by autonomous actors in activities that simultaneously ...

Comme on le voit dans un pays tel que l'Italie, entre la mise en place du marché unique et celle de l'euro, la part des commissions a pu être multipliée par deux ! Cependant, ailleurs, la progression est plus modeste, voire nulle ou presque en Allemagne et en Angleterre. Ainsi que nous l'avons annoncé, la suite propose une analyse des structures bancaires au Royaume-Uni, en Italie, aux Pays-Bas, en France et en Allemagne en insistant plus particulièrement sur la place prise par les établissements mutualistes et les caisses d'épargne. En conclusion, nous examinerons plus spécialement quelques lignes de force des développements transfrontaliers, ces lignes étant renforcées par les procédures de libre établissement et de libre prestation de services mises en place dans tout l'E.E.E.

This article develops a formal theory of the structural aspects of organizational change. It concentrates on changes in an organization's architecture, depicted as a code system. It models the common process whereby an initial architectural change prompts other changes in the organization, generating a cascade of changes that represents the full reorganization. The main argument ties centrality of the organizational unit initiating a change to the total time that the organization spends reorganizing and to the associated opportunity costs. The central theorem holds that the expected deleterious effect of a change in architecture on the mortality hazard increases with viscosity and the intricacy of the organizational design.

This paper concentrates on the question of organizational design under asymmetric information. The design of the organization has two parts: first, communication channels between the members should be established and second, the tasks should be allocated to the party that performs it in the most efficient way. We show that if the decisions are delegated to the agents, the agent's decisions reveal the information they have to the principal. Delegation is then a mechanism to transfer information. Given that delegation is costly, the principal should decide how many decisions she delegates. In this paper, we show that delegation is only partial. The agents do not receive power over all decisions and some agents may receive power will the other will not even if they are identical.

An increasing number of organizations invest in growing their in-house design teams and extend the influence and ownership of design to the executive level. Leading the design function of an organization is a complex task. If the design function is not effectively led, however, it can result in suboptimal organizational outcomes. This, ultimately, impacts the credibility of and investment in the design function going forward. To ignite the right design leadership to address current and future challenges and opportunities, design leaders need to create and foster a design function that is performing at the highest level. Furthermore, design leaders will have to adapt their leadership style to the specific challenges and opportunities they are presented with. This article, will briefly elaborate on how to do so, based on our research into effective design leadership.

Please scroll down for article-it is on subsequent pages With 12,500 members from nearly 90 countries, INFORMS is the largest international association of operations research (O.R.) and analytics professionals and students. INFORMS provides unique networking and learning opportunities for individual professionals, and organizations of all types and sizes, to better understand and use O.R. and analytics tools and methods to transform strategic visions and achieve better outcomes. For more information on INFORMS, its publications, membership, or meetings visit http://www.informs.org

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.

Today's design has shifted from the original primary pursuit of appearance and function to processes and systems, creating new meanings for corporate strategies, products and services. Nowadays, enterprises are increasingly paying attention to the power of design, and regard design as the main innovation method and incorporate it into the organizations. Design began to be considered a key role at the top of large organizations. Although people recognize that design can bring good effects to enterprises and organizations, and there is growing interest in cultivating design thinking, what are the leaders who can lead enterprises, organizations and have design thinking? Their characteristics and how to formulate and plan strategic design still not fully elucidated. Therefore, this research uses related theories to understand the way of thinking and characteristics of design leaders, only in this way we formulate good strategic design for enterprises and organizations, and become an...

AI in present State is in Controversy. However, AI has a future. It requires a Science to put its hands on the shoulder of this Science. The Science of Consciousness is this Science. AI is already a disruptive innovation. However, several breakthroughs are in waiting to lead several better disruptions, possible if the axiology of consciousness study is upheld.

L'élargissement de l'autonomie des universités semble aujourd'hui au cœur de l'actualité à la fois politique et sociale. Il devrait permettre aux établissements d'acquérir une plus grande liberté de gestion des ressources financières et humaines. Or, l'attribution de moyens supplémentaires dépend quasi exclusivement de la création de nouvelles filières de formation. Cet article nous permettra d'éclairer, au travers de la théorie

Economic models suggest that firms use a simple cost-benefit calculation to evaluate customer requests for new product features, but an extensive organizational literature shows the decision to implement innovation is more nuanced. We address this theoretical tension by studying how firms respond to customer requests for incremental product innovations, and how these responses change when the requested innovation is complex. Using large sample empirical analyses combined with detailed qualitative data drawn from interviews, we find considerable variance in the relationship between customer demands, complexity, and investments in incremental innovations. The qualitative study revealed the importance of organization structures, competitive pressures, and incentives for resource allocation processes.

Comme on le voit dans un pays tel que l'Italie, entre la mise en place du marché unique et celle de l'euro, la part des commissions a pu être multipliée par deux ! Cependant, ailleurs, la progression est plus modeste, voire nulle ou presque en Allemagne et en Angleterre. Ainsi que nous l'avons annoncé, la suite propose une analyse des structures bancaires au Royaume-Uni, en Italie, aux Pays-Bas, en France et en Allemagne en insistant plus particulièrement sur la place prise par les établissements mutualistes et les caisses d'épargne. En conclusion, nous examinerons plus spécialement quelques lignes de force des développements transfrontaliers, ces lignes étant renforcées par les procédures de libre établissement et de libre prestation de services mises en place dans tout l'E.E.E.