En s’appuyant sur le développement et la légitimation théorique du modèle de l’agilité organisationnelle, cette recherche explore les perceptions et les représentations des managers sur l’agilité organisationnelle afin de clarifier et opérationnaliser ce construit. Pour ce faire, nous effectuons dans un premier temps un retour aux sources de l’agilité organisationnelle qui est apparue en 1991. Ce travail met en exergue un fondement théorique fort centré sur quatre capacités d’agilité : la réactivité, la flexibilité, la rapidité, et la compétence.Cette exploration théorique nous permet de poursuivre notre recherche en deux temps. Nous avons tout d’abord réalisé un questionnaire afin de récolter, vingt-cinq ans après les premiers développements de l’agilité, les perceptions des managers sur la définition des capacités d’agilité, sur les pratiques associées à ces capacités, et sur l’agilité organisationnelle. Nous avons ensuite comparé nos résultats obtenus fin 2011 avec ceux d’une échelle de mesure de l’agilité organisationnelle validée et publiée dans la littérature en décembre 2011.Finalement, cette recherche permet d’obtenir deux résultats majeurs. Tout d’abord, nous observons que les managers ne perçoivent pas l’agilité organisationnelle à la manière des développements théoriques de la littérature. Les managers articulent différemment les pratiques managériales et organisationnelles et celles-ci ne suivent pas les développements théoriques. Le deuxième résultat majeur est l’amélioration de l’échelle de mesure de l’agilité organisationnelle parue en 2011. Ce deuxième résultat, fruit du croisement de nos travaux et de ceux Charbonnier-Voirin (2011), a été par ailleurs testé auprès de managers. / Based on the development and the theoretical legitimisation of organisational agility model, this research explores the perceptions and representations of managers on organizational agility to clarify and operationalize this construct. To do this, we first get back to the sources of organisational agility that appeared in 1991. This work highlights a strong theoretical foundation based on four agility capabilities: responsiveness, flexibility, quickness, and competence.This theoretical exploration allows us to continue our research in two phases. We first conducted a questionnaire to collect, twenty-five years after the first development of agility, perceptions of managers on the definition of agility capabilities, the practices associated with these capabilities. We compared our results with those of a measurement scale of organizational agility published in the literature in December 2011.Finally, this research provides two major results. First, we observe that managers do not perceive organizational agility as the theoretical developments read in the literature. Managers articulate the different managerial and organizational practices and they do not follow the theoretical developments. The second major result is the improvement of the measurement scale of organisational agility published in 2011. T

For several years, businesses and organizations have faced an increasingly volatile environment, marked with challenges such as increased competition, globalized markets, and individualized customer requirements. These challenges are accompanied by many changes in every organizational field. As a response, different concepts have emerged that should enable organizations to master these challenges. Agility is the most recent, but others like flexibility and leanness are mentioned often, too. Many research activities concerning agility and its related concepts have been conducted in the meantime. However, there currently exists no common understanding of what constitutes agility. This makes it difficult for both researcher and practitioner audiences to build upon the insights obtained thus far. On the one hand, researchers are missing a well-founded basis to develop the topic further, while on the other hand, practitioners cannot easily uncover what parts of their organizations have to be changed and in what respect they have to be changed to respond to new market challenges. This is of particular interest for organizations in the software and information technology (IT) service industry. With the appearance of agile software developing methodologies in the early 2000s, or in a broader sense agile values and principles, the advantages of these new approaches became visible. However, it turned out to be difficult to transfer the experienced benefits beyond the team level, though this step is necessary so that the whole organization can benefit from agility. Hence, the report presented here is part of a research project aimed at identifying the structure and components of an agile organization within the software and IT service industry. To fulfill this aim, a survey from a comprehensive organizational perspective has been carried out that was based on a systematic comparison of available agility frameworks. The purpose of this publication is to give an initial comprehensive overview over the collected data. Together with a comprehensive literature review conducted prior to this study, it answers the research questions: 'What are potential components of an agile organization?' and 'To what extent are these components reflected by the software and IT service industry?

No description available.

Changes take place every day in business and society. Some are relatively slow like for example changes related to globalization, demographics, and the environment. Other changes related to technology can be faster and more disruptive. Some events, like the Covid-19 pandemic, are especially disruptive and may trigger rapid changes with extensive impact. Regardless of the change it is valuable for organizations to be able to adapt. The public sector is now challenged by increasing cost pressures, an ageing population, new demands from various groups as well as new workforce requirements and this creates a need for transformation. Previous research with regards to transformation capability focused on concepts like dynamic capabilities, organizational ambidexterity, organizational change capacity, organizational change competence, or organizational agility but there seem to be a lack of studies of the concept specifically related to the public sector. In addition, a recent study by the Swedish Agency for Work Environment Expertise concluded that the research area is fragmented and that it lacks studies on how employees can contribute to organizational change competence. The purpose of this thesis was thus to investigate how transformation capability of public sector organizations can be improved from an employee- or actor perspective. To explore the research question a qualitative and explorative method was used. Theoretical literature related to transformation as well as transformation capability, was used to build knowledge around the study topic. Two different surveys with open-ended questions were used to collect data from the Swedish public sector organization selected for the study. The first survey was used as a probe to build some initial understanding of transformation practice in the organization. The second one focused specifically on how different actors could contribute to improve transformation capability. The results gave a good general overview of how the transformation capability can be improved from different actor perspectives related to the organization. By using the results together with the existing theoretical frameworks of transformation capability a new more people-centric model of transformation capability was proposed and used to explore ways of improvement. The conclusion was that transformation capability of public sector organizations can be improved by leveraging the performance measures, the actors, the process, the culture/mindset, and the technology that are involved in transformation work. A proactive, collaborative and cross-organizational approach to improvement of transformation capability over time should decrease the risk for negative effects from future disruptions and create a more viable and sustainable organization.

Les maladies chroniques regroupent un ensemble de problèmes de santé tels que le diabète, l’hypertension, les maladies pulmonaires obstructives chroniques (MPOC) et le cancer. Elles requièrent une prise en charge continue, durant plusieurs années et évoluent généralement lentement. Ce projet de recherche vise à comprendre et à analyser les dynamiques associées à la mise en place d’un modèle organisationnel qui permet une meilleure prise en charge des patients atteints de maladies chroniques et à porter une attention particulière aux mécanismes professionnels et organisationnels qui favorisent la mise en place de ce modèle de soin dans un contexte pluraliste des organisations et du système de santé. Il vise aussi à explorer si le modèle mis en place permet d’atteindre les objectifs et les résultats de soins escomptés par le modèle. Le contexte de notre étude s’inscrit dans le réseau de l’écosystème des maladies chroniques et des relations inter-organisationnelles lors de l’implantation et de la mise en œuvre du Centre d’accompagnement interdisciplinaire en maladies chroniques CAIMC du CSSS du Haut-Richelieu-Rouville à Saint-Jean-sur-Richelieu. Les données récoltées proviennent d’entrevues individuelles représentatives de l’ensemble des acteurs professionnels du terrain, se fondent sur des documents et rapports, notamment ceux de divers comités de travail ainsi que de protocoles de soins. Notre recherche s’appuie sur le cadre conceptuel de l’analyse stratégique de Crozier et Friedberg (1977) ainsi que sur le système des professions d’Abbott (1988). Elle met en évidence une complexité organisationnelle et structurelle qui rend difficile la gestion du changement dans les organisations pluralistes, surtout lors de l’implantation d’un modèle de soin dans un long horizon temporel. Cette implantation résulte de la gestion d’un processus d’apprentissage continu au sein de l’organisation. Le modèle que nous proposons constitue un cadre d’analyse qui permet une synthèse de diverses approches qui favorisent la compréhension de phénomènes complexes et leur gestion. Il contribue ainsi à raffiner et approfondir la compréhension des dynamiques organisationnelles et professionnelles associées à la mise en place d’un modèle organisationnel. Il peut valablement être utilisé pour l’étude de divers modèles de soins, outre celui des maladies chroniques. Il serait d’ailleurs judicieux de considérer un tel cadre d’analyse avant toute expérimentation ou implantation de modèles de soins dans des organisations pluralistes de santé. Cette étude permet de formuler des recommandations à l’attention des décideurs publics. Elle soutient, notamment, que la mobilisation d’un intrapreneur, ayant l’étoffe d’un leader transformationnel dans un cadre organisationnel agile, favoriserait la création et l’acquisition de connaissances permettant d’accélérer les processus et d’améliorer l’autogestion des patients. / Chronic diseases include a range of health problems such as diabetes, hypertension, chronic obstructive pulmonary disease (COPD) and cancer. They require continuous management over several years and generally evolve slowly. On the one hand, this research project aims to understand and analyze the dynamics associated with the implementation of an organizational model that allows for better management of patients with chronic diseases. On the other hand, it sheds light on the professional and organizational mechanisms that promote this chronic care model's implementation in a pluralistic context of organizations and the health system. Finally, it explores whether the model implemented makes it possible to achieve the model's objectives and results of care. The context of our study is part of the network of the chronic disease ecosystem and inter-organizational relations during the implementation and operation of the Centre d'accompagnement interdisciplinaire en maladies chroniques CAIMC of the CSSS du Haut-Richelieu-Rouville in Saint-Jean-sur-Richelieu. The data collected came from individual interviews representative of all professional actors in the field, documents and reports, particularly those of various working committees and care protocols. Our research is based on the conceptual framework of Crozier and Friedberg's (1977) strategic analysis and Abbott's (1988) system of professions. It highlights an organizational and structural complexity that makes it difficult to manage change in pluralistic organizations, especially when implementing a chronic care model over a long period of time. Implementation results from the management of a continuous learning process within the organization. The model we propose constitutes an analytical framework that allows a synthesis of various approaches that contribute to the understanding of complex phenomena and their management. It thus helps to refine and deepen the understanding of the organizational and professional dynamics associated with the implementation of an organizational model. It could be used for the study of other care models, in addition to chronic diseases. It would be appropriate to consider the use of such an analytical framework before experimentation or implementation of care models in pluralistic health organizations. This study makes several recommendations to public decision-makers. In particular, it argues that the mobilization of an intrapreneur, with the makings of a transformational leader in an agile organizational framework, would promote the creation and acquisition of knowledge to accelerate processes and improve patient self-management.

The exogenous shock that Russia's invasion of Ukraine entailed brought great challenges and demands for change in companies worldwide. Governing under these conditions is not easy, nor is knowing what is actually right to do. There is research on turbulent environments and exogenous shocks, divestments, and legitimacy, but research on the interaction between these is limited. In this study, we examine how companies have responded to exogenous shocks, more specifically how Swedish MNCs have acted and communicated as a result of Russia's invasion of Ukraine on February 24, 2022. The study consists of 69 Swedish MNCs that were active in Russia pre-invasion and their communications and actions as a result of this event, with data drawn from press releases, company reports, state registers and the media. The results show that many of the examined companies have acted in a similar way and divested the Russian market, albeit with varying quickness and forcefulness, thus adopting an approach consistent with what may be considered to be a legitimate strategy, with a few exceptions where the companies' actions has not been as consistent. What this means is that despite the fact that these decisions are made by the respective company management, the measures are generally in line with each other, which may be a result of pressure from both internal and external stakeholders and society at large.