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41	Relações interorganizacionais de uma empresa que atua nos segmentos automotivo e de linha branca : análises de elos à montante e à jusante Santos, Selma Regina Simões 20 August 2012 (has links) Made available in DSpace on 2016-06-02T19:50:18Z (GMT). No. of bitstreams: 1 4838.pdf: 2003441 bytes, checksum: 4cf744b7e6944f412ab80683dec07735 (MD5) Previous issue date: 2012-08-20 / This survey aims to investigate the inter-organizational relationships of a company that in a same industrial plant, concentrates its activities into two distinct markets: the automotive and white goods. Therefore, its purpose is to identify and detail how different requirements of different economic sectors, characterized by unequal positions in supply chain and by physical flows and quirky information, interfere in the organizational design of a company that operates directly in two chains. To meet this goal, there was the selection of up-and downstream links, that is, suppliers and customers of the automotive and white goods market. Soon, was set a case study involving four suppliers and six central enterprise customers. The empirical clipping adopted contemplated the construction of immediate central chain company by which flow all interorganizational relations selected. The comparative research of upstream and downstream relationships occurred through questionnaires that sought to identify and translate the central company interactions with selected organizations, as well as to clarify their form of simultaneous actions in the sectors of automotive, white goods and with support of the theories of supply chain, supply chain management and networks. In summary, the results of this research showed that the company central: (1) Gets cost advantages in its operations in the automotive and white goods segment, on the basis of complementarities; (2) presents an organizational design shaped by the way in which production is performed to company C (b) 1, for the different sectors, by his training and entry into the market, by productive restructuring processes occurring in the white line and automotive markets, for its strategic options and by its placement in the automotive supply chain and white line; (3) when you join at the first level of the automotive supply chain had access to a large number of challenges and opportunities that, if properly addressed, will configure itself in a growth, characterized by structural changes that will include a new dimensioning of your strategic business units in order to remodel your current organizational design, as well as their relationships with customers and suppliers. / Esta pesquisa tem por finalidade investigar as relações interorganizacionais de uma empresa que em uma mesma planta industrial, concentra sua atuação em dois mercados distintos: o de linha branca e o automotivo. Por conseguinte, seu propósito está em identificar e pormenorizar de que forma exigências distintas de setores econômicos diferentes, caracterizadas por posicionamentos desiguais na cadeia de suprimentos e por fluxos físicos e de informação peculiares, interferem no desenho organizacional de uma empresa que atua diretamente em duas cadeias produtivas. Para cumprir este objetivo, houve a seleção de elos à montante e à jusante, isto é, fornecedores e clientes do mercado de linha branca e automotivo. Logo, foi definido um estudo de caso que envolveu quatro fornecedores e seis clientes da empresa central. O recorte empírico adotado contemplou a construção da cadeia imediata à empresa central, pela qual fluem todas as relações interorganizacionais selecionadas. A investigação comparativa das relações à montante e à jusante ocorreu por meio de questionários que visaram identificar e traduzir as interações da empresa central com as organizações selecionadas, bem como esclarecer sua forma de atuação simultânea nos setores de linha branca e automotivo, com respaldo das teorias da cadeia de suprimentos, da gestão da cadeia de suprimentos e de redes. Em síntese, os resultados dessa pesquisa apontaram que a empresa central: (1) Obtém vantagens de custo em sua atuação no segmento de linha branca e automotiva, em função das complementaridades; (2) Apresenta um desenho organizacional moldado pela forma pela qual a produção é realizada para a empresa C(b)1, para os distintos setores, por seu histórico de formação e ingresso no mercado, pelos processos de reestruturação produtiva ocorridos nos mercados de linha branca e automotivo, por suas opções estratégicas e por seu posicionamento na cadeia automotiva e de linha branca; (3) Ao ingressar no primeiro nível de fornecimento da cadeia automotiva teve acesso a um grande número de desafios e oportunidades que, se devidamente superados, configurar-se-ão em um crescimento, caracterizado por mudanças estruturais que incluirão um novo dimensionamento de suas unidades estratégicas de negócios, de modo a remodelar seu atual desenho organizacional, bem como seus relacionamentos com clientes e fornecedores. Relações interorganizacionais Indústria de linha branca Indústria automobilística Unidades estratégicas de negócios Gestão da cadeia de suprimentos Desenho organizacional Inter-organizational relations Organizational design White goods Automotive market Strategic business units Supply Chains ENGENHARIAS::ENGENHARIA DE PRODUCAO
42	Organisering av arméns insatsorganisation : Är det operativa och taktiska skäl till att förbanden ser ut som de gör? Peters, Jörgen January 2010 (has links) Uppsatsens syfte är att analysera och diskutera vad som legat till grund för organisering av arméns insatsförband insatsorganisations år 2009 (IO 09). Hur ser organisationsstrukturen ut och vilka faktorer har påverkat organiseringen av IO 09? Uppgiftens komplexitet innebar att jag närmade mig problemformuleringen från olika perspektiv. Studien omfattar därmed en mångsidig kvalitativ analys av data från både styrdokument och intervjuer. Studien visar att det framförallt är de klassiska ”byråkratiska teoretiska” perspektiven som dominerar organisationsdesignen inom arméns insatsorganisation 2009. Vidare förefaller det finnas en arketyp för hur ett förband i armén skall vara organiserat. Denna arketyp omfattas sannolikt av en organisationsstruktur om fyra ledningsnivåer och ett kontrollspann om fyra eller fem enheter i alla nivåer. Signifikant för maskinbyråkratimodellen, vilken identifierats i nio av tio organisationsstrukturer i IO 09, är att denna organisationsdesign underlättar tydliga och klara ledningsförhållanden. Däremot har maskinbyråkratimodellen en del nackdelar såsom att modellen anses vara rigid och svår att förändra. Studien konstaterar därmed en intressant paradox d.v.s. kravet på att organisationerna i IO 09 skall vara modulära och flexibla samtidigt som organisationsstrukturerna i IO 09 antyder något annat. Ett annat resultat som studien visar är att det framförallt synes varit mänskliga faktorer tillsammans med omgivningskaraktäristiska faktorer som dominerat ”processerna” i organiseringen av IO 09, därmed också i allra högsta grad resultatet av hur arméns insatsorganisation 2009 är organiserad. / The purpose of this essay is to analyse and discuss what has been the basis of the organization of the mission-based armed forces in the year of the mission-based organization 2009 (IO 09). What does the organizational structure look like and what factors have affected the organization of IO 09? The complexity of the task demanded an approach to problem formulation from various perspectives. Thus, the study includes a diversified qualitative analysis of data collected from governing documents as well as interviews. The study shows that, above all, it is the classic “bureaucratic theoretical” perspectives that dominate the organizational design within the mission-based organization 2009. Furthermore, there seems to exist an archetype with respect to how an army force battalion unit should be organized. This archetype does most likely represent an organizational structure comprised of four levels of leadership and a span of control of four or five units operating at all levels. Significant to the machine bureaucracy model, which has been identified in nine out of ten organizational structures in IO 09, is that this organizational design facilitates distinct and clear leadership conditions. However, the machine bureaucracy model demonstrates some disadvantages such as the fact that it is considered to be rigid and difficult to change. Hence, the study reveals an interesting paradox, that is, the requirements stipulated for the organizations in IO 09 are supposed to be modular and flexible while the organizational structures in IO 09 suggest something else. An additional result showed by the study is that, primarily, it appears that human factors combined with environmental characteristic factors have dominated the “processes” with regard to the organization of IO 09. Consequently, these factors have also seem to generated the outcome with regard to how the army’s mission-based organization 2009 has been organized. Organization military forces span of control organizational design archetype mission-based organization organizational culture Organisering militära förband kontrollspann organisationsdesign arketyp insatsorganisation organisationskultur
43	Building entrepreneurial organizations: Studies on corporate accelerators, new venture boards and sustainable entrepreneurial design Veit, Philipp 10 February 2022 (has links) The pursuit of new opportunities is at the heart of entrepreneurship. Creating the organizational environment to recognize and seize such opportunities is fundamental to entrepreneurial success and yet, the relationship between organizational design and entrepreneurship has received limited attention. Drawing on extant research in the fields of corporate venturing, technology business incubation, organizational design and governance, this dissertation addresses these research gaps by presenting four studies. The first relies on abductive reasoning to develop a conceptual framework for typologizing the design of the heterogeneous accelerator phenomenon. The second study empirically develops an organizational design typology of various corporate accelerator archetypes, as a key mechanism for the process of technology business incubation and corporate venturing. It further highlights how corporate accelerator design evolved over time. The third study addresses organizational decision systems and specifically, the role of the board of directors in young, entrepreneurial ventures. The fourth study presents a case study and teaching note exploring how to design an entrepreneurial organization and sustain its flexibility, adaptability and entrepreneurial DNA over the long term. In sum, this dissertation contributes to the field of entrepreneurship by extending prevailing knowledge on the why, how, and what of corporate accelerators, new venture boards and the organizational design behind such entrepreneurial entities. info:eu-repo/classification/ddc/338 ddc:338
44	Essays on Digital Buisiness Strategy Execution in the Financial Services Industry Weinrich, Timo 07 May 2018 (has links) No description available. 330 Digital Business Strategy Digital Business Model Organizational Design Digital Platform IT Transformation IT Architecture IT Efficiency IT Flexibility Design Theory Value Co-Creation FinTech Taxonomy Financial Service Industry Financial Service Provider Wirtschaftswissenschaften (PPN621567140)
45	La fabrique de la prescription « au carré » : conception participative d’un dispositif de travail d’organisation transverse d’un processus de conception documentaire / The making of prescription "per square" : collaborative design of an experimental methodology of transversal organizational work of a documentary design process Thomas, Camille 17 December 2018 (has links) Cette recherche-intervention porte sur l’organisation d’un processus de conception de documents utilisés pour l’exploitation nucléaire : la fabrique de la prescription. Elle s’inscrit dans une approche constructive de l’ergonomie.La construction d’un diagnostic organisationnel permet de caractériser le processus étudié, le travail collectif transverse qu’il implique et de concevoir des outils spécifiques pour l’intervention. Une démarche participative est ensuite mise en œuvre afin de concevoir un dispositif d’expérimentation permettant d’organiser un travail d’organisation transverse. L’expérimentation de ce dispositif renvoie « au carré » de la fabrique de la prescription. Elle aboutit à deux principaux résultats : le développement d’un travail collectif transverse et la mise en visibilité d’un manque de subsidiarité au sein de l’organisation étudiée.L’analyse de la conception et l’expérimentation de ce dispositif permettent de produire des connaissances sur les interventions ergonomiques capacitantes : sur la conception participative de tels dispositifs et méthodes et sur le rôle de la construction sociale de l’intervention. / In our intervention research we investigate the making of prescription, that is, the organization of a design process of prescriptive documents used, in particular, for nuclear power plants. This project is part of a constructive approach to ergonomics.Building of an organizational diagnosis leads to characterize the studied process, transversal collective work it involves, and to develop specific tools for intervention. We implement a participatory design approach in order to design an experimental methodology which supports the organization of a transversal organizational. This experimentation refers to “the square” of the making of prescription. This leads to two main results: the development of a transversal collective work between participants involved, and the highlighting of a lack of subsidiarity within the studied organization.Design and experimentation of the methodology analysis contribute to produce knowledge about enabling ergonomics intervention: on the participatory design of the methodology itself, and on the enhancement of the role of social elaboration of an ergonomics intervention. Interventions ergonomiques capacitantes Démarche participative Travail collectif transverse Dispositif d’expérimentation Subsidiarité Travail d’organisation transverse Espace de débat Conception organisationnelle Processus organisationnel Enabling ergonomic interventions Collaborative approach Transversal collective work Experimental methodology Subsidiarity Transversal organizational work Work debate space Organizational design Organizational process 620.82
46	Självbeskrivning och tjänstekognition : Om processkartläggning på Arbetsförmedlingen / Self-assesment and Service Cognition : Business Process Modeling at the Swedish Employment Service Fransson, Martin January 2008 (has links) <p>When duties are documented, new ideas are often created regarding how the work should be carried out. Writing is an important source of development, but unfortunately the possibilities are limited when it comes to transferring new ways of thinking to personnel. As with organizational change in general, employees tend to neglect new instructions. On the basis of their personal ways of thinking, they might find that the new order is incorrect, requires more resources, lacks contact with reality, or cannot be understood. The people who have prepared the new directives think they are surely justified and easy to understand. In their eyes, those who stick to what used to be correct and reasonable seem resistant to change.</p><p>The aim of this dissertation is to understand the influence of self-assessment on service cognition and to propose how this influence can be utilized to attain strategic aims. The term self-assessment refers here to the activity whereby employees, in a structured manner, collectively assess and document their own instructions. The concept of service cognition refers to individual employee’s conceptions on how to carry out their own tasks, on how colleagues carry out theirs, and on connections between activities in the common workflow. The object of study is self-assessment as business process modeling at the local offices of the Swedish Employment Service.</p><p>What is explored is the crass but fruitful understanding that new ways of thinking more easily arise among those who define organizational design than among those who are expected to change. Using socio-cognitive theory as well as longitudinal and extensive action research, the reasons are investigated behind the inevitable development of units which are trusted to write their own instructions and, in so doing, start to talk about the way work is done. Despite the independence needed to coordinate by consensus, it seems that the collective mind thereby induced actually enhances opportunities for central control and change: Units designing their own routines surely become better coordinated, but also more controllable and adaptive to strategic change. Furthermore, some principles are presented to support self-assessment regarding organization and change.</p> Business-process modelling continuous improvements service cognition service development TQM designed conversations implementation organizational change organizational cognition organizational design organizational development participatory design self-assessment Gruppsamtal implementering kognitiv organisationsteori kvalitetsutveckling organisationsförändring organisationsutveckling organisering processkartläggning självbeskrivning strategisk styrning ständiga förbättringar tjänstekognition tjänsteutveckling Business studies Företagsekonomi
47	Självbeskrivning och tjänstekognition : Om processkartläggning på Arbetsförmedlingen / Self-assesment and Service Cognition : Business Process Modeling at the Swedish Employment Service Fransson, Martin January 2008 (has links) When duties are documented, new ideas are often created regarding how the work should be carried out. Writing is an important source of development, but unfortunately the possibilities are limited when it comes to transferring new ways of thinking to personnel. As with organizational change in general, employees tend to neglect new instructions. On the basis of their personal ways of thinking, they might find that the new order is incorrect, requires more resources, lacks contact with reality, or cannot be understood. The people who have prepared the new directives think they are surely justified and easy to understand. In their eyes, those who stick to what used to be correct and reasonable seem resistant to change. The aim of this dissertation is to understand the influence of self-assessment on service cognition and to propose how this influence can be utilized to attain strategic aims. The term self-assessment refers here to the activity whereby employees, in a structured manner, collectively assess and document their own instructions. The concept of service cognition refers to individual employee’s conceptions on how to carry out their own tasks, on how colleagues carry out theirs, and on connections between activities in the common workflow. The object of study is self-assessment as business process modeling at the local offices of the Swedish Employment Service. What is explored is the crass but fruitful understanding that new ways of thinking more easily arise among those who define organizational design than among those who are expected to change. Using socio-cognitive theory as well as longitudinal and extensive action research, the reasons are investigated behind the inevitable development of units which are trusted to write their own instructions and, in so doing, start to talk about the way work is done. Despite the independence needed to coordinate by consensus, it seems that the collective mind thereby induced actually enhances opportunities for central control and change: Units designing their own routines surely become better coordinated, but also more controllable and adaptive to strategic change. Furthermore, some principles are presented to support self-assessment regarding organization and change. Business-process modelling continuous improvements service cognition service development TQM designed conversations implementation organizational change organizational cognition organizational design organizational development participatory design self-assessment Gruppsamtal implementering kognitiv organisationsteori kvalitetsutveckling organisationsförändring organisationsutveckling organisering processkartläggning självbeskrivning strategisk styrning ständiga förbättringar tjänstekognition tjänsteutveckling Business Administration Företagsekonomi
48	Towards an Ontology and Canvas for Strongly Sustainable Business Models: A Systemic Design Science Exploration 13 September 2013 (has links) An ontology describing the constructs and their inter-relationships for business models has recently been built and evaluated: the Business Model Ontology (BMO). This ontology has been used to conceptually power a popular practitioner visual design tool: the Business Model Canvas (BMC). However, implicitly these works assume that designers of business models all have a singular normative goal: the creation of businesses that are financially profitable. These works perpetuate beliefs and businesses that do not create outcomes aligned with current natural and social science knowledge about long term individual human, societal and ecological flourishing, i.e. outcomes are not strongly sustainable. This limits the applicability and utility of these works. This exploratory research starts to overcome these limitations: creating knowledge of what is required of businesses for strongly sustainable outcomes to emerge and helping business model designers efficiently create high quality (reliable, consistent, effective) strongly sustainable business models. Based on criticism and review, this research project extends the BMO artefact to enable the description all the constructs and their inter-relationships related to a strongly sustainable business model. This results in the Strongly Sustainable Business Model Ontology (SSBMO). To help evaluate the SSBMO a practitioner visual design tool is also developed: the Strongly Sustainable Business Model Canvas (SSBMC). Ontological engineering (from Artificial Intelligence), Design Science and Systems Thinking methodological approaches were combined in a novel manner to create the Systemic Design Science approach used to build and evaluate the SSBMO. Comparative analysis, interviews and case study techniques were used to evaluate the utility of the designed artefacts. Formal 3rd party evaluation with 7 experts and 2 case study companies resulted in validation of the overall approaches used and the utility of the SSBMO. A number of opportunities for improvement, as well as areas for future work, are identified. This thesis includes a number of supplementary graphics included in separate (electronic) files. See “List of Supplementary Materials” for details. Sustainability Business Information science
49	The "Equalizer" Administration: Managerial Strategies in the Public Sector Cavalcanti, Bianor Scelza 08 April 2005 (has links) The purpose of this dissertation is to understand the managerial "action" of public administrators in the management of their organizations within the Brazilian context. The research seeks to understand the relationships between managers and formal management mechanisms by exploring the complementary nature of the effective managerial action in the face of structural deficiencies and flaws, considering the possibility of overcoming the structuralism-subjectivism dichotomy present in the construction of the Theory of Organizations. Initially, the study provides a review of the literature on organizational design. It highlights the "goodness of fit" proposition on strategic choice issues concerning the main organizational variables design and organizational goal attainment. It also calls special attention to the emerging interest of designing theorists on interpretivist approaches to the matter, such that of Karl Weick. A review of the the administrative reforms in Brazil is made from the perspective of the main stream organizational design conceptual framework. It highlights the complex dynamics of a constant search for differentiation and flexibilization subject to patterns of advances and reversals, due to the centrality, strength and pervasiveness of the bureaucratic model. It is concluded that in no single given moment, a public manager and his team, may count on a formal organizational design which attends the"congruency" criteria, devised by organizational design conceptual frameworks, to explain organizational results in different environmental sets. Although this conclusion may explain failure at the public sector, it can not provide understanding on the many instances of significative success attained by government operations in spite of inadequate formal administrative structures. This point calls for a better understanding from the interpretivist approach, on how public administrators, strongly associated with good organizational results, engage into transformative action, in order to superate administrative structures flaws and dysfunctional cultural patterns of conduct, structurally present and constantly reproduced, in vigorous developing countries, such as Brazil. The dissertation transcribes the testimony of four outstanding public administrators, doing a deep incursion in the managerial real world of public administration, as subjectively defined by them and transformed by their engagement into action.Through the thematic version of the Oral History methodology, full segments of the complete interviews are categorized into the thirty two managerial strategies captured which are presented on a recategorized manner under eight main strategies: (1) Interchanging Frames of Reference; (2) Exploring the Formal Limits; (3) Playing the Bureaucracy Game; (4) Inducing the Inclusion of Others (5)Promoting Internal Cohesion; (6) Creating Shields against Transgressions; (7) Overcoming Internal Restrictions; (8) Letting the Structures Blossom. Each one of these eight blocks of strategies presented, deserves further reflexive interpretation by the author, on the light of the interpretivist approach to organizational design. A final effort is made, now on theory building, for improving understanding on the matter. In order to find a significant meaning underlining all the strategies extracted from the "practical consciousness" of the interviewers as revealed in their report, the author resort to a metaphor. This metaphor helps to: (1) better describe and understand a not adequately treated phenomenon, namely, good results under inadequate structural social and organizational conditions; (2) reveal the logic and the meaning underlining all the strategies adopted to generate results under these unfaithful conditions; (3) name, accordingly to the nature of the managerial transformative social action involved, an open ended class of managerial interventions of a pragmatic sort driven by an ethics of results much common to good managers, that is, the concept of "managerial equalization"; and (4) give back to public administrators, represented by the interviewees, to be incorporated in their "discursive consciousness", something the most effective and experienced public managers already have as tacit knowledge built in their "practical consciousness", and so, help the education and development of new talents. / Ph. D. equalizer manager equalizing management unfaithfull structural conditions metaphor discursive cousciousness discourse practical cosciousness tacit knowledge agency intentionality ethics empirical bases improvising equalizing theory building meaning agent desining patrimonialism reflexive interpretation organizing inclusion cohesion transgression corruption clientelism nepotism cognitive maps deponents frames of reference transformative action explanation understanding oral history flexbilization decentralization uniformity conceptual frameworks organizational change goodness of fit organizational results organizational performance differentiation uncertainty Brazil develloping countries administrative reform bureaucratic model centralization organizational design organizational theory interpretivist approach subjectivism funcionalism paradigms cultural patterns reproduction structural flaws public manager public administrator formal management mechanisms Action managerial action public administration and management public sector public policy public programs

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