Understanding Organizations…Finally!: Structuring in Sevens
The iconic Henry Mintzberg provides a crystal-clear map to the forms and forces that shape all human organizations, synthesizing his fifty years of research.
How Much of EA is BS?
How Much of EA is BS?
Forget your people – real leaders act on the system
Forget your people – real leaders act on the system
The Big Idea: The Age of Hyperspecialization
The Big Idea: The Age of Hyperspecialization
A Systematic Literature Review to Understand Cross-organizational Relationship Management and Collaboration
An increasingly dynamic, unpredictable and challenging environment leads organizations to cross their own borders and establish partnerships to other organizations for remaining competitive. This cross-organizational relationship allows participating organizations to share resources with each other and collaborate to better handle an identified opportunity for joint work. However, besides having a mutual or compatible goal, it is common that these organizations face several challenges during the partnership. The present research aims to explore the cross-organizational relationship management. To this end, this paper outlines the systematic literature review performed to understand the collaboration and relationship establishment between different organizations and organize an ICT related body of knowledge about the topic. A discussion about the findings, challenges and open issues identified from the retrieved literature is also provided to guide further work.
Organizational Ambidexterity in Action: How Managers Explore and Exploit
Dynamic capabilities have been proposed as a useful way to understand how organizations are able to adapt to changes in technology and markets. Organizational ambidexterity, the ability of senior managers to seize opportunities through the orchestration and integration of existing assets to overcome inertia and path dependence, is a core dynamic capability. While promising, research on dynamic capabilities and ambidexterity has not yet been able to specify the specific mechanisms through which senior managers are actually able to reallocate resources and reconfigure assets to simultaneously explore and exploit. Using interviews and qualitative case studies from thirteen organizations, this article explores the actions senior managers took to implement ambidextrous designs and identify which ones helped or hindered them in their attempts. A set of interrelated choices of organization design and senior team process determine which attempts to build ambidextrous organizations are successful.