IDEA: A Collaborative Organizational Design Process Integrating Innovation, Design, Engagement, and Action

This paper describes an innovative and successful 1-year organization change process. It captures a design-based inquiry that simultaneously applies creative, purposeful, and systemic thinking to a complex set of issues. Three significant findings result from this research. First, this paper discusses how the change process created the necessary and sufficient conditions allowing for the creation of an innovative organizational design that embeds both optimization and innovation. Second, Design Thinking was used to develop a 2-day participative design process we have called IDEA, an acronym for integrating innovation, design, engagement, and action. We believe that the IDEA organizational design process is replicable. Third, it describes an emergent and co-created change process. This paper concludes by raising questions for future transformative organizational design efforts.     

Modeling Organizational Systems: Banathy's Three Lenses Revisited

The inherent complexity of organizational systems defies full understanding by inquirers. This condition often causes organizational inquirers to become mired in convoluted deliberations, unable to attain the consensus among the inquiring community that is needed to advance the research forward to a meaningful conclusion. Consequently, many practitioners and researchers employ models of organizations to aid in simplifying the system's complexity and to reach shared agreement. Because no single model can fully capture the complexity of an organization, Dr. Bela H. Banathy therefore proposed using three types of interrelated models to give a multidimensional view of a human system under study. Since Banathy first introduced his three lenses approach, the concept has been employed in many educational and organizational settings. This article examines the author's experience using Banathy's three lenses and integrates their usage with some other popular modeling techniques, providing a comprehensive view of how Banathy's three lenses can be effectively employed in contemporary organizational settings.     

Towards a Dynamic Model of Organisational Flexibility

Organisational flexibility, as the ability to adapt quickly to new or changing environments, has received growing attention from both researchers and managers as a key driver for companies to survive and prosper in turbulent and unpredictable environments. Although many scholars have studied the complex nature and multidimensional structure of this construct, research on a comprehensive model, which explains the relationships between its key variables and consequent side effects of such iterations, remains a challenge. We explore these interactions and the dynamic adaptation processes applying system dynamics modelling to develop a more robust organisational flexibility theory. The objective of this paper is twofold, to provide dynamic propositions related to several strategies along different enterprise lifecycle stages and to complement the transition guidelines proposed by the organizational flexibility framework. The results suggest that decision concerning flexible capabilities management and organizational responsiveness can be improved if organizational flexibility is analysed and evaluated incorporating the time-varying dimension. The analysis help to test and expand current theory, envisage new theoretical propositions and provide new alternatives for empirical results about the complex construct of organizational flexibility.     

Piaget,self-organizing knowledge,and critical systems practice

An examination of Piaget's conception of the source, nature, development, and use of knowledge reveals that his model for the genetic development of human knowledge is cybernetic and self-organizing. Moreover, Piaget presents a model of cognition which is a reflection and extension of autopoietic biological organization; both cognitive and organic systems are seen to exhibit organizational closure and structural plasticity. An action-based intervention method, modeling embedded learning structures as cybernetic, autopoietic systems, may provide insight toward clarifying some theoretical and methodological problems of critical systems thinking.     

A Systemic Model for Managing and Evaluating Conflicts in Organizational Change

Change or innovation diffusion is a key issue for most business organizations but is yet difficult to implement as the change management process is often complex as it relies on an organized methodology to complement an organization’s commitment and participation. An ambiguous environment surrounding change mechanism tends to develop unintended attitudes, resulting in resistance and conflict. The study proposes a model for the management of such conflicts among change participants (involved and affected) in the context of organizational change. The authors consider organizational change process as an innovation project that treats change and conflicts holistically with the Ulrich’s notion of boundary considerations (boundary critique). A social network setting of multiple stakeholders is considered to effectively help in resolving problematic situations that hinder organizational learning and change. The proposed model provides a theoretical foundation based on concepts governing Critical Systems Heuristics (CSH), change theory, stakeholder theory and conflict management.     

A Systemic View of Change Management and Its Conceptual Underpinnings

This paper presents a critical analysis of a systemic view of change management and its conceptual underpinnings. It reflects upon the systemic view from perspectives of modernism and postmodernism. The understandings so developed are then synthesised in terms of structuration theory. It is argued that organisational change is characterised by diversity and interactions, which necessitates a systemic approach using multiple methods in one intervention. By making transparent the conceptual underpinnings, it is shown that this systemic view can help build an improved understanding of organisational change characterised by diversity and interactions, and it can support the use of multiple methods to manage organisational change in one intervention.     

A New Paradigm of Organizational Transformation: Enacting Wholeness Praxis in the Oneness of Problem and Possibility

In view of the emerging complicated global problems intertwined with the degradation of the natural environment, we need to probe the nature of the problems caused by human thinking and action in order to find new possibilities and opportunities for our future. In this paper the authors analyze the ‘problem maze’ humans create to depict the nature of organizational problems across public, private, and the third sectors. In order to cultivate the capacity to envision the possibilities inherent to organizational problems, we approach organizational transformation from the perspectives of epistemology, ontology, methodology, and practicalogy. We also propose four approaches to organizational transformation, namely involutionary, evolutionary, revolutionary, and, holo-volutionary transformation. We expect that by highlighting the oneness of problem and possibility, and by characterizing “wholeness praxis” of organizational transformation, we would probably offer a new path of sustainable organizational development. We also use three social enterprises to demonstrate how social and organizational problems might be transformed into possibilities and opportunities.     

The Need for a Systemic Approach to Change Management—A Case Study

Change is now a constant feature of organizational life, but the effectiveness of change management initiatives is often open to question. By reflecting on a case of change management involving a Higher Education Institution (HEI), this paper argues that, to be more effective, organizational change must be managed systemically. The paper first provides a systemic conceptual underpinning to change management, and then examines the case by comparing what had really happened with what might have happened if organizational change had been managed systemically. The analysis helps build an improved understanding of change management, and provides implications for future change management practice.     

ORGANIZATIONAL LEARNING AND VENDOR SUPPORT QUALITY BY THE USAGE OF APPLICATION SOFTWARE PACKAGES： A STUDY OF ASIAN ENTREPRENEURS

In this paper we study how organizational learning impacts organizational behavior, and howvendor support quality enhances product adoption and usage behavior.These constructs were verifiedusing Application Software Packages(ASP)-a prewritten, precoded, commercially available set ofprograms that eliminates the need for individuals or organizations to write their own softwareprograms for certain functions. The relationship between ASP usage, usage outcomes and useprocesses were also investigated. Two hundred and ninety-five Chinese, Indian, and Malayentrepreneurships were studied. It was found that usage outcome strongly determines usage, while useprocess has only an indirect relationship (via outcome) on usage. The impact of organizational learningand vendor service quality on usage, usage outcome, and use process were robust. Theoretical andpractical implications of the research are discussed.     

人力资源管理的发展新趋势——从基于工作的人力资源管理到基于能力的人力资源管理

以工作为基础进行组织设计的思想已经统治了组织行为学与人力资源管理数十年 ,但是这种思想目前已受到了挑战 .许多学者提出了基于能力的组织设计方法才是更适当的组织方法 .在日益激烈的全球竞争中 ,一个组织的报酬系统 ,人员选拔系统以及组织结构需要转换到以能力为中心 .本文着重从当今工作性质的转变、组织的转变、组织机构的变化、对全球经济竞争的适应几个方面论述这种转换的必要性 ;同时 ,论述了基于能力的组织方法的潜在效果 .     

Complexity and Change: Two "Semantic Tricks" in the Triumphant Oscillating Organization

This article is about the effects of the semantics "complexity and change" used for intraorganizational communication about the relation between organization and environment. Our hypothesis is that communications along this semantic will have profound effects on the organization as to steering as it undermines the idea of organizational unity and establishes the future or utopia as the frame of reference for communication around steering. Our empirical findings from the development in the Danish central administration points in that direction. This is not necessarily implying organizational breakdown, however it might provide the basis for "oscillocracy" that is steering through acceleration of communicative flexibility and ambiguity. As theoretical frame we have chosen the German sociologist Niklas Luhmann and his communicative systems theory, which is introduced at the beginning of the article. In the central part, we present our empirical findings and at the end of the article we reflect upon oscillation.     

Applying XML for designing and interchanging information for multidimensional model

1.INTRODUCTION Duringtherecentyears,theenterpriseshavebeen askingforsupportintheprocessofextractinguseful,concise,handyinformationfordecision makingoutof thetonsofdatastoredintheirexpensiveandcomplex informationsystems.Themultidimensionalmodeling isoneofitskeytechniques[1].AsstatedinRef.[2],oncedevelopersdefinethemultidimensionalmodel structure,userscandefineasetofinitialrequire mentsasastartingpointforthesubsequentdata anal ysisphase.Fromtheseinitialrequirements,userscan applyasetofon li…     

一种基于多序参量协同的组织系统变革有序性识别方法

如何有效识别变革有序性,始终是监测与调控组织系统发展的重要课题。鉴于序参量在组织系统变革过程中的主导作用,应用多序参量识别原理,提出将协同度、有序度和有效度作为组织系统变革有序性识别的关键维度。研究发现：协同度反映出组织系统内各要素间的协作支持情况,有序度反映组织系统整体变化的秩序情况,有效度则解释组织系统变革后效果情况。基于多序参量识别结果,提出3个维度的测量方法、判别准则和调节策略。最后结合计算实例,验证提出方法的科学有效性。     

Business Process Reengineering (BPR) Versus Outsourcing—Critical Perspectives

This article presents a case example involving the renaming of an organizational change process from BPR to outsourcing. The paper discusses the important ramifications of such a name change in that the recognition of outsourcing allowed an organizational commitment to counseling and termination advice. The paper discusses two ways of looking at the name change, one from a critical theory perspective and one from a realist perspective. It demonstrates how theory can provide useful yet markedly different interpretations of such organizational events. Critical theory operates from within what can be termed the transitive epistemological dimension, whereas critical realism tends to emphasize the importance of ontological issues. Each has important things to say about the situation and improves our understanding overall.     

Applying Interactive Planning at DuPont: The Case of Transforming a Safety,Health, and Environmental Function to Deliver Business Value

Organizational transformation is a dynamic process that astounds those who attempt to create better work environments. Corporations often use transformations to downsize and/or outsource functions. Although the Safety, Health, and Environmental (SHE) function has experienced little change in the past 25 years, pressure is increasing to reduce costs and deliver business value. Often, cost reduction means downsizing and memory loss. Delivering business value means moving the SHE function into the business, with modest attention given to integrating the work. Four major findings resulted in the transformation of a SHE function in DuPont using Interactive Planning: (1) SHE professionals transformed from independent to interdependent knowledge workers, (2) SHE performance improved by almost 50%, (3) enabling factors were participation and personal commitment and disabling factors were organizational turbulence and lack of recognition, and (4) organizational learning flourished among SHE professionals and tacit SHE knowledge became explicit on the factory floor.     

Beyond the Shadow

This paper attempts to probe into the philosophical foundations of organizational theories. By reflecting upon several lofty philosophies and ideas, this paper argues that the convention of functionalism, primarily rests on analogical mapping, possesses inadequate grounding about omitting human issues. By contrast, humanism overstresses non-determinist property of the human mind, and ignores the objective constraints of lifeless entities. Grounded on these arguments, this paper proposes multiple perspectives to complement diverse convictions. The proposed idea seeks to increase the variety of a management system, and an effective intervention in organizational problems.     

组织行为学专家系统开发工具的研制与应用

概述了传统计算机软件在组织行为学领域中的应用现状及存在的问题, 指出可借助于专家系统技术解决这些问题, 即研制出“组织行为学专家系统开发工具”, 使得领域专家运用该工具即可制作出适用的专家系统, 本文介绍该工具的基本功能和基本的制作方法, 并结合具体实例介绍了如何运用该工具制作组织行为学领域的专家系统。     

网络环境下组织学习测度的实证研究

首先对组织学习测度研究进行了综述,然后确定了组织学习的测度模型-EPCETVLS模型,并应用网络环境下企业调研的实际数据对测度模型进行了确定性因子分析.最终对组织学习测度的EPCETVLS模型的深入分析,为以后的组织学习相关分析奠定了基础.     

过程系统寻优新方法——非线性映射主轴分析法

对于实际过程系统的寻优,大都是多维的非线性优化问题,寻求一种全局稳定最优数值解的方法,一直是人们关注的课题．本文应用人工神经网络的拓扑映射技术,提出非线性映射主轴分析法．这种新方法将一个多维空间的非线性问题降维映射到二维平面,籍目标函数等值分布曲线的分析,决策出最优点或最优区域,通过逆映射运算可将其还原到多维空间用原始变量表示．从本文的例证可见,这种方法直观、简便、有效、得出的最优解准确、可靠