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8 results

Blockchains

Blockchains
  • Strategic Implications for Contracting, Trust, and Organizational Design
  • Wenqian Wang, Fabrice Lumineau, Oliver Schilke
  • Published online:
    09 September 2022
    Print publication:
    06 October 2022
  • Blockchains have become increasingly important for organizing contemporary economic and social activities. This Element offers a deeper understanding of blockchains to both management scholars and practitioners, with an emphasis on blockchains' strategic implications for fundamental issues in organizing. It provides a critical examination of the core themes, theoretical lenses, and methodologies used in blockchain research in business and management scholarship. Furthermore, it offers an in-depth discussion of why and how blockchains offer a new way of organizing, providing profound implications for three major issues of strategic organization: contracting, trust, and organizational design. It also discusses several limitations of the technology in its current stage of development. Finally, this Element points to the implication of blockchains on both scholarly research and business practice.

Leading With Values
  • Strategies for Making Ethical Decisions in Business and Life
  • Neil Malhotra, Ken Shotts
  • Published online:
    27 January 2022
    Print publication:
    17 February 2022
  • As societies become more polarized, there is increasing pressure for business leaders to have a sense of purpose and to make moral decisions. Being a good leader requires both a keen understanding of the realities of human decision making as well as an analysis of what is right and wrong. This book integrates lessons from three intellectual traditions – psychology, philosophy, and political economy – to guide readers on a journey to rigorously explore their values and decision making. The authors begin by examining people's intuitions about right and wrong. They then clarify principles that embody these intuitions and help readers engage with others whose intuitions or principles differ from their own. Ultimately, this book teaches readers how to be strategic as they lead with their values: as individuals, as designers of organizations, and as businesspeople interacting with societal institutions.

  • Chapter 22 - Design and Routine Dynamics

  • from Part III - Themes in Routine Dynamics Research
  • Edited by Martha S. Feldman, University of California, Irvine, Brian T. Pentland, Michigan State University, Luciana D'Adderio, University of Edinburgh, Katharina Dittrich, University of Warwick, Claus Rerup, David Seidl
  • Book:
    Cambridge Handbook of Routine Dynamics
    Published online:
    11 December 2021
    Print publication:
    16 December 2021, pp 301-314

  • Summary

    Organizational actors spend a tremendous amount of time and energy trying to intentionally change their routines. We conceptualize these intentional changes as routine design—intentional efforts to change one or more aspects of a routine to create a preferred situation. We review existing routines research on intentional change by showing how different perspectives on routines have generated different insights about the relationship between intentional change and design. We highlight a cognitive perspective, a practice perspective, and an ontological process perspective on routine design. We then draw on two perspectives inspired by design studies. Simon’s scientific perspective on design suggests that routines scholars study the effects and implications of designing artifacts. Schön’s reflective practice perspective on design suggests that routines scholars can examine how actors set the problem, engage in (re)framing, and in reflection-in-action. These design studies perspectives offer routines scholars a better understanding of efforts to intentionally change routines. Based on these insights from design studies, we develop a future research agenda for routine design.

  • Pure structures or ambidextrous configurations? A grounded theory of knowledge-focused organizational design in innovative ventures

  • Virginia Bodolica, Martin Spraggon
  • Journal:
    Journal of Management & Organization / Volume 27 / Issue 4 / July 2021
    Published online by Cambridge University Press:
    02 December 2020, pp. 626-649

  • Extant literature remains inconclusive with regard to optimal structural designs for sustaining effective knowledge flows, boosting innovativeness, and achieving superior performance in organizations. We contribute to the ongoing debate on formal, informal, and ambidextrous configurations in the specific context of small high-tech innovators. Adopting an inductive approach to theory building, we explore the factors that account for the variation in knowledge-focused designs across sample firms. In our study, innovative ventures rely on pure formal and informal organizational designs but also attempt to mix both, suggesting that gains from ambidexterity are not ubiquitous. Our analysis unveils that the pursuit of a given structural configuration results from a set of operating contingencies and a deliberate managerial effort to align firm idiosyncrasies with desired strategic outcomes. We advance a grounded theory of knowledge-focused organizational design in small high-tech innovators and formulate propositions that may be tested in future inquiries in the field.

Organizational Design
  • A Step-by-Step Approach
  • 4th edition
  • Richard M. Burton, Børge Obel, Dorthe Døjbak Håkonsson
  • Published online:
    18 September 2020
    Print publication:
    16 July 2020
  • Now in its fourth edition, this is the definitive step-by-step 'how to' guide to designing an organization. Building on information processing theory, the book proposes a holistic, multi-contingency model of the organization. This textbook communicates the fundamentals of traditional and new organizational forms, including up-to-date analysis of self-organizing, boss-less, digital, and sustainable organizations. Providing a framework for the practical implementation of organizational design changes, the authors break the process down into seven basic steps: (1) Assessing Goals, (2) Assessing Strategy, (3) Analyzing Structure, (4) Assessing Process and People, (5) Analyzing Coordination, Control and Incentives, (6) Designing the Architecture, and (7) Implementing the Architecture. Each step connects with one of the nine interdependent components of the multi-contingency model, and the authors also provide a logical query process for approaching each of these components. This is an ideal guide for managers or executives interested in assessing their organization and taking steps to redesign it for success, as well as for MBA and executive MBA students looking for an introduction to organizational design.

  • Is Organizational Design a Human-Centered Design Practice?

  • Part of
  • Jan Michel Kurt Auernhammer, Larry Leifer
  • Journal:
    Proceedings of the Design Society: International Conference on Engineering Design / Volume 1 / Issue 1 / July 2019
    Published online by Cambridge University Press:
    26 July 2019, pp. 1205-1214
    Print publication:
    July 2019
    • Article
      • You have access
      • Open access
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  • In recent years design has had a renaissance in business and management research and practice. Several authors have discussed if management is a design practice and how far design ought to go to design behaviors. This article discusses, evaluates and explores organizational design as a human-centered design practice. Relevant theoretical concepts of organizational theory, design approaches and practices are discussed to evaluate gaps in management practices and potential opportunities for design practice. The study collected and analyzed data from two organizations. The researched revealed several propositions, which provide insights of the usefulness, appropriateness and value of a human-centered design practice to organizational design.

  • What are the core elements of oncology spiritual care programs?

  • Shane Sinclair, Marlene Mysak, Neil A. Hagen
  • Journal:
    Palliative & Supportive Care / Volume 7 / Issue 4 / December 2009
    Published online by Cambridge University Press:
    26 November 2009, pp. 415-422
  • Objective:

    Tending to the spiritual needs of patients has begun to be formally recognized by professional spiritual care providers, health care councils, and health delivery systems over the last 30 years. Recognition of these programs has coincided with evidence-based research on the effect of spirituality on health. Palliative care has served as a forerunner to an integrated professional spiritual care approach, recognizing the importance of addressing the spiritual needs of the dying from its inauguration within Western medicine almost 50 years ago. Oncology programs have also begun to recognize the importance of spirituality to patients along the cancer continuum, especially those who are approaching the end of life. Although standards and best practice guidelines have been established and incorporated into practice, little is known about the actual factors affecting the practice of spiritual care programs or professional chaplains working within an oncology setting.

    Methods:

    Participant observation and interactive interviews occurred at five cancer programs after we conducted a literature search.

    Results:

    This study identified underlying organizational challenges, cultural and professional issues, academic program development challenges, administrative duties, and therapeutic interventions that determined the success of oncology spiritual care programs in practice.

    Significance of results:

    Although spiritual care services have developed as a profession and become recognized as a service within oncology and palliative care, organizational and operational issues were underrecognized yet significant factors in the success of oncology spiritual care programs. Spiritual care programs that were centrally located within the cancer care center, reported and provided guidance to senior leaders, reflected a multifaith approach, and had an academic role were better resourced, utilized more frequently, and seen to be integral members of an interdisciplinary care team than those services who did not reflect these characteristics.