Toward the measure of organizational virtuality

Trzcieliński, Stefan; Wojtkowski, Wita

doi:10.1002/hfm.20096

Cited by 10 publications

(3 citation statements)

References 11 publications

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“…Hence, such a solution gives the organization members a lot of freedom in terms of reacting in a complex and creative way to an event of environment complexity (after: Ahmos et al, 2002). As Trzcieliński and Wojtkowski (2007) argue, in a stable environment organizational functions where invariable and organizational structures become formalized -mechanistic forms were adopted, but according to e Cunha and Rego (2010), in a complex, dynamic and unpredictable environment, simple structures are recognized as those facilitating flexibility and adaptability because simple structures may cope with flexible, highly autonomous individuals and teams, stimulate intrapreneurship. "Simple rules may facilitate the emergence of highly complex systems united more by the logic of attraction (Weick and Quinn, 1999) than by authority cascading from a hierarchy" (e Cunha, Rego, 2010, p. 89).…”

Section: Characteristics Of a Simple Organizational Structurementioning

confidence: 99%

Simplicity as a feature of an organizational structure

Hopej-Kamińska¹,

Zgrzywa-Ziemak²,

Hopej³

et al. 2015

Argumenta Oeconomica

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Among the desirable features of an organizational structure is simplicity. Its opposite, i.e. complexity, expresses a lack of order and entanglement, which are the source of waste. Although the desire for the simplicity of a structural solution is not new, in recent years it has been more clearly emphasized. Therefore, Ashby's law stating that variety has to be balanced by a different kind of variety, is questioned. The purpose of this article is to present the concept of simplifying an organizational structure. The concept of a simple organizational structure offered in this paper is the result of a thorough analysis of the literature on this topic. However, the views concerning the level of simple structure centralization were verified by means of a fractal calculus. The article presents the results of the study concerning the factors influencing the simplicity of the structural solution as well as the procedure of simplifying the organizational structure.

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Section: Characteristics Of a Simple Organizational Structurementioning

confidence: 99%

Simplicity as a feature of an organizational structure

Hopej-Kamińska¹,

Zgrzywa-Ziemak²,

Hopej³

et al. 2015

Argumenta Oeconomica

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“…An agile enterprise activates social capital and involves customers in creating value (Goldman, Nagel, & Preiss, ). The concept was adopted by many authors, such as Bolden, Waterson, Warr, Cleed, and Wall (); Brennan (); Hejduk (); Hormozi (); Kidd and Karwowski (); Motała, Pawłowski, Pawłowski, and Trzcieliński (); Plonka (); Rogowski and Trzcieliński (); Trzcieliński and Wojtkowski (); and Yauch and Adkins (). They came up with a number of different definitions of an agile enterprise by looking at the concept from many angles.…”

Section: Agile Enterprisementioning

confidence: 99%

Agile Enterprise: A Human Factors Perspective

Ragin-Skorecka

2014

Hum. Factors Man.

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The results of the case study showed that the organizational identity includes the attributes that affect the organization's ability to be agile. Comparison of 2 companies, one of which has the characteristics of an agile organization and the other that operates in the traditional manner, showed that the evaluation of these attributes is some kind of a prerequisite for assessing the agility of the organization. This issue may become the next research problem. The article also presents the results of a study concerning the values important for Wielkopolska residents. Analysis of the results shows that Wielkopolska residents have the potential to take agile action and develop agile organizations. The role of managing staff in this organizations is to make the proper use of available social capital and to develop entrepreneurial and pro‐innovative attitudes among their subordinates.

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“…The networked character of a structure requires assurance of efficient information flow and it establishes favorable conditions to achieve the proper level of empowerment. The character of a networked organization is necessary to achieve an enterprise's agility (by virtualization of some actions; Trzcieliński & Wojtkowski, 2007). Applying such concepts and methods of management as virtual organization (VO), learning culture (LC), and fractal organization (FO) fulfill this principle.…”

Section: Defining the Organizational Strategy With The Use Of Labdmmentioning

confidence: 99%

Designing an effective management system for enterprises: Concepts and verification

Motała

Pawłowski

et al. 2008

Hum Ftrs & Erg Mfg Svc

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In this article lean and agile manufacturing are considered as separate organizational strategies of enterprise management. Therefore, a model of these strategies for business situations as well as assigning modern concepts and methods of management to these strategies and business segments has been proposed. This model, called LABDM (lean agile business development model), has been provisionally verified in small-and medium-sized enterprises from the gas engineering industry in the Wielkopolska province in Poland. In 17 enterprises of this industry the use of modern concepts and methods of management have been studied. With the help of the rough sets theory, a set of concepts and methods that are crucial for the effective enterprises has been identified. By comparing these concepts and methods to the LABDM, the model's rationality is proven. In conclusion, the LABDM can be used as a tool when considering a lean or agile strategy, and modern concepts and methods that are associated with these strategies. C 2008 Wiley Periodicals, Inc.

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Toward the measure of organizational virtuality

Cited by 10 publications

References 11 publications

Simplicity as a feature of an organizational structure

Simplicity as a feature of an organizational structure

Agile Enterprise: A Human Factors Perspective

Designing an effective management system for enterprises: Concepts and verification

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