The Boundaryless Organization

Ashkenas, Ron

doi:10.1108/f.2002.20.10.350.3

Cited by 65 publications

(24 citation statements)

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“…The new structure is not bureaucratic, but can be adjusted based on the needs and trust levels of the organizations. Eventually, the collaborations can lead to permeable, trusting organizations (Ashkenas et al, 2002). This is intrinsically the goal of agile manifesto.…”

Section: Resultsmentioning

confidence: 99%

Modified agile practices for outsourced software projects

Batra

2009

Commun. ACM

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In recent years, agile practices have become popular in the software development industry. Meanwhile, distributed development is becoming an alternative way to develop new systems. The most common mode of distributed development uses outsourcing primarily to reduce costs and ensure timely completion of projects. Agile methods are now being recommended for distributed development. However, the current agile practices break down when subjected to the realities of the outsourced development marked by geographical, language, temporal, social, and cultural barriers. The typical outsourced software project is also larger than the typical agile project. Thus, agile practices need to be modified so as to find application in today' s software development environment, which deems outsourcing as an important component. The paper comes up with a collaboration structure that can incorporate modified agile practices for outsourced projects.

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Section: Resultsmentioning

confidence: 99%

Modified agile practices for outsourced software projects

Batra

2009

Commun. ACM

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“…Sementara tujuan organisasi harus dibuat secara efisien dan efektif sehingga dengan penempatan PR yang tepat pada struktur organisasi, dapat mendukung arah gerak dan kinerja PR di organisasi (Ashkenas, Ulrich, Jick, & Kerr, 2002). Untuk itu, PR seharusnya ditempatkan pada level atas di dalam suatu organisasi atau level strategis (Cutlip, dkk, 1978).…”

Section: Posisi Humas Pemerintah Daerahunclassified

Praktik “PR Excellent” Humas Pemerintah Daerah

Ajianto¹,

Kriyantono²,

Wulandari³

2018

ARISTO

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This study aims to describes the implications of the issuance of the Regulation of the Minister of Communication and Information Technology (Permenkominfo) no. 14/2016 on Local Government PR, especially districts / municipalities. Researcher explore how the perception of Government PR Officials, how the placement of Local Government PR on thestructure of Local Government Organization (OPD) and how the practice excellent PR by Local Government PR based on the principles of Excellence Theory with the implementation of Permenkominfo regulating the form, type, nomenclature, merging affairs, organizational structure, duties and functions of Field of Communication and Information. The Excellence Theory is one of the theories in the field of PR studies and is an effective standard of PR andexplains the ideal PR characteristics in an organization. Descriptive qualitative research method with in-depth interview data collection technique to the Communication and Information Management Officers and completed with document tracking. The results showed that the Communication and Information Management Officers have understood theregulation. However, not all Local Government have merged PR Division in the Dinkominfoas the implementation of Permenkominfo no. 14/2016. Placement of Local Government PRstill variations in OPD structure of each Local Government. Although it is found that theexcellent PR practice in general is good, but coordination needs to be done so that there is nooverlapping in task distribution in Field of Communication and Information Management in Local Government.

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“…A legitimate question with regard to the above is whether it makes a positive difference if the Luhmannian notion of organizational boundary is added to the CCO perspective. First, in a paper that builds on Luhmann’s ideas (1995), Schreyögg and Sydow (in press) put forward the argument that conceptualizations of the “boundaryless organization” (e.g., Ashkenas, Ulrich, Jick, & Kerr, 2002) displace the fundamentals of theory development on organizations. They go on to argue that the notion of the organizational boundary and identity is essential to grasp an organization’s inherent historicity.…”

Section: A Processual Notion Of Organization But Within Boundariesmentioning

confidence: 99%

Organization as Communication

Schoeneborn

2011

Management Communication Quarterly

147

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This article introduces Luhmann’s theory of social systems as a prominent example of communication as constitutive of organization (CCO) thinking and argues that Luhmann’s perspective contributes to current conceptual debates on how communication constitutes organization. The theory of social systems highlights that organizations are fundamentally grounded in paradox because they are built on communicative events that are contingent by nature. Consequently, organizations are driven by the continuous need to deparadoxify their inherent contingency. In that respect, Luhmann’s approach fruitfully combines a processual, communicative conceptualization of organization with the notion of boundary and self-referentiality. Notwithstanding the merits of Luhmann’s approach, its accessibility tends to be limited due to the hermetic terminology that it employs and the fact that it neglects the role of material agency in the communicative construction of organizations.

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The Boundaryless Organization

Cited by 65 publications

References 0 publications

Modified agile practices for outsourced software projects

Modified agile practices for outsourced software projects

Praktik “PR Excellent” Humas Pemerintah Daerah

Organization as Communication

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