A typology of de-coupling strategies in mixed services

A typology of a class of service systems is proposed. The typology links strategic operational objectives to the decision to de-couple work between the front and back offices of a service system. Four specific ideal types of a strategy/de-coupling mix are described; each of which has distinct operational, marketing and human resource ramifications. A type that has had significant representation in traditional literature is the “Cost Leader” type, where back-office activities are de-coupled from the front office for the purpose of lowering costs. Another traditional type representative of the craftsman legacy is the “Personal Service” type, which retains back-office tasks in the front office to pursue non-cost-oriented strategic goals. Theoretical and empirical evidence is also given for two non-traditional types: the “Kiosk” type, where all tasks remain in the front office to achieve lower costs, and the “Focused Professional” type, which de-couples front- and back-office activities to enable front-office workers to provide higher service, rather than to reduce costs. Empirically, retail bank lending systems are analyzed to support the typology.     

Antecedents of supply chain visibility in retail supply chains: A resource-based theory perspective

Although visibility has become a popular buzzword in the supply chain literature it remains an ill-defined and poorly understood concept. It is assumed that if companies across supply chains have visibility of demand, inventory levels, processes, etc., that organizational performance improves. This research explores the antecedents of high levels of supply chain visibility from a resource-based theory perspective across five different external supply chain linkages. We find that the level of visibility across these linkages differs considerably based on various contributing factors which are both technology and non-technology based. Using resource-based theory, we identify those factors that can give a sustainable competitive advantage to a supply chain linkage through a “distinctive” or high level of visibility.     

An empirical investigation of the roles of prior knowledge and learning activities in technology transfer

This study analyzes 120 university–industry technology transfer projects. A significant positive relationship was found between the learning activities performed by the firm during the development and implementation stages of the technology transfer project and the benefits to that firm from the project. In contrast, prior knowledge of the firm about the existing technology was found to have only a marginal contribution to the project benefits. However, further exploratory analysis based on high and low levels of technical and organizational uncertainty revealed more provocative relationships.     

A theory of the temporary organization

The idea of the firm as an eternal entity possibly came in with the era of industrialism. In any case, the practical consequences of this idea contrast sharply with many ideas about projects and temporary organizations. Mainstream organization theory is based upon the assumption that organizations are or should be permanent; theories on temporary organizational settings (e.g., projects) are much less prevalent. In this article, we address the need for a theory of temporary organizations, thus seeking to supplement traditional project management wisdom. We also suggest some components of such a theory by elaborating on certain ideas about projects. “Action”, as opposed to “decision”, is one such component which is central to a theory of the temporary organization. In some respects we are thus dealing with antipoles, in other respects with concepts similar to those in established mainstream organizational theory. The role of “time” in the firm is different as compared to its role in the temporary organization. The differences have several important implications and we are able to suggest a coherent outline of a theory which we believe could be useful and which also covers several important aspects of temporary organizations.     

Organizational success and success criteria: Conceptual issues and an empirical illustration

This paper deals with the concept of “organizational success” and success criteria. The discussion reveals that success may be conceptualized and measured in several ways. A variety of criteria for describing, explaining and predicting organizational success dealt with in the literature are explored in a small-scale study conducted in the newspaper industry. The findings show that commonly used success criteria, based on both unobtrusive and obtrusive data, are more or less unrelated, mapping different and only partly understood aspects of organizational success. Theoretical and management implications are highlighted.     

Information technology and culture: Identifying fragmentary and holistic perspectives of culture

In this paper, we review the literature on information technology (IT) and culture. The construct of “culture” has alternately been defined and studied by international scholars as national culture, and by organizational scholars as organizational or corporate culture. We argue that, despite the considerable amount of research activity in these areas, the two research traditions have existed as “stovepipes,” operating in parallel but not communicating effectively with each other. After reviewing how the linkage between IT and culture has been conceptualized in the literatures on national and organizational culture, we identify some gaps in these research streams, and propose a new conceptualization of culture. Grounding our framework in social identity theory (SIT), we argue that it is necessary to advance from the fragmentary perspectives that exist at present to a more holistic view of culture. We believe that this novel perspective will enable scholars to move toward a more multi-faceted view of culture as a richly layered set of forces that shape individuals’ beliefs and actions. We also identify opportunities for mutual learning, areas of challenge, and domains of possible contradiction between the two research streams as one step toward further theoretical advances.     

The myth of flexibility in organizational change

In this article we examine the complex nature of organizational flexibility. We question the myth of flexibility as exclusively a top management interpretation of constant adaptiveness to environmental change by exploring the various rigidities involved in a seemingly adaptive organization. Our long-term study of a major Finnish commercial bank under deregulation identified several dominant forms of temporal flexibility–rigidity configurations: formal rigidities, flexible rigidities, rigid flexibilities and defensive rigidities. These configurations were revealed by focusing on the structural tensions which emerge between different levels of management and on the different interpretations given by competing groups to the notion of “organizational flexibility” within a process of change.     

“100% EDI-connected suppliers” projects: An empirical investigation of success factors

Electronic Data Interchange (EDI) is becoming increasingly important, and new organizational forms based on EDI suppliers’ capabilities are emerging. Therefore, taking advantage of recent technological changes, especially the development of Web-based EDI systems, many big industrial buyers are seeking to get all their suppliers EDI-connected. Based on previous research on EDI adoption, we conducted a survey to study the opportunities of success of such a “100% EDI-connected suppliers” policy using data from the vehicle industry. Findings from our survey helped us to understand suppliers’ responses to such a policy and to provide recommendations to industrial buyers who are seeking to succeed in a “100% EDI-connected suppliers” project. This includes employing tailored communication strategies and selecting appropriate incentives that take into account different levels of suppliers’ EDI-capabilities and suppliers’ dependence.     

INSTITUTIONALISED JUSTIFICATION OF CORPORATE ACTION: INTERNATIONALISATION AND THE EU IN CORPORATE REPORTS

This paper provides an institutional analysis of the way a set of Finnish firms have used the concept of internationalisation and the EU in justifying major strategic decisions. They have used internationalisation, and in particular the then new possibility of Finland joining the EU, as an argument in support of radical change. An analysis of their annual reports reveals a number of institutional arguments which are strong because they are generally accepted, a priori, as being important not only to firms but indeed to Finland as a whole. In using institutional arguments firms are aligning their own interests with those of the country, and in so doing are able to justify radical changes in most parts of their own organisations. We are not claiming that Finnish firms should not react to the challenges which EU represents. Rather, we suggest that by using institutional arguments they are borrowing legitimacy from a wider public. The arguments used are typically very broad, invoking very general visions of the role of Finland in the EU. We call these arguments “easy rides” because, even if they are only partially explicated, it is generally assumed that they will become accepted without questioning by public and employees alike. Certain specific patterns of “easy rides” can be distinguished: i) The mobilisation of a “national mission”, ii) “Sacrifice now, reap the benefit later”, and iii) “Bigger is better”. The paper concludes with a methodological discussion about the difficulty of distinguishing between the technical/functional and the institutional arguments.     

Solving the incomplete market model with aggregate uncertainty using a perturbation method

We use a perturbation method to solve the incomplete markets model with aggregate uncertainty described in den Haan et al. [Computational suite of models with heterogeneous agents: incomplete markets and model uncertainty. Journal of Economic Dynamics & Control, this issue]. To apply that method, we use a “barrier method” to replace the original problem with occasionally binding inequality constraints by one with only equality constraints. We replace the structure with a continuum of agents by a setting in which a single infinitesimal agent faces prices generated by a representative-agent economy. We also solve a model variant with a large (but finite) number of agents. Our perturbation-based method is much simpler and faster than other methods.     

知识转移视角下的组织结构转移研究

组织结构转移是知识转移的重要组成部分,是组织结构转移者与组织结构接收者的一种互动。本文对当前国内外有关知识及其转移、组织结构及其转移和组织结构转移对组织变革、技术创新能力的影响等方面的研究进行梳理,并对此作简要评论,认为组织结构作为组织知识的重要组成部分,组织结构的转移是普遍存在的,并且具有知识转移的一般规律和特点。     

A TYPOLOGY OF ORGANIZATIONAL LEARNING SYSTEMS

This paper synthesizes research on the organizational learning phenomenon. The concept of organizational learning systems is proposed and developed. Learning systems are the mechanisms by which learning is perpetuated and institutionalized in organizations. Findings from an exploratory study of organizational learning are used as a basis for developing a typology of organizational learning systems.     

INTEGRATING MARKETING AND R&D PROJECT PERSONNEL WITHIN INNOVATION PROJECTS: AN INFORMATION UNCERTAINTY MODEL*

Technological innovation within the firm can be modelled as a process of uncertainty reduction. The four major sources of uncertainty are user needs, technological environments, competitive environments, and organizational resources. Reducing these uncertainties is the responsibility of the marketing and R&D functions within the firm. Because these functions are reciprocally interdependent, their success in reducing uncertainty requires integration and collaboration between them. A contingency framework is developed which shows the effect and the determinants of interfunctional information transfer. It is argued that the synergistic results of integration can best be understood as a within-role increase of uncertainty reduction, and a between-role convergence of functional uncertainty reduction. The implications of the model are discussed.     

Chaos and sector-specific externalities

Benhabib and Farmer [1996. Indeterminacy and sector specific externalities. Journal of Monetary Economics 37, 397–419] explore the possibility of local indeterminacy in a two-sector model with sector-specific externalities. They find that very small sector-specific externalities are sufficient for local indeterminacy. In this case, it is possible to construct sunspot equilibria where extrinsic uncertainty matters. In this paper, I provide a global analysis of their model revealing the existence of Euler equation branching. This branching allows for regime switching equilibria with cycles and chaotic behavior. These equilibria occur whether the “local dynamics” are determinate or indeterminate.     

Identification and Trust in Public Organizations: A communicative approach

Abstract

Little empirical research has examined the link between organizational identification and organizational trust. Identification presupposes a level of consistency in its object, and this study proposes that trust can reduce uncertainty between organization and employee, enabling a bond between the two to form. Secondly, this research looks at how interaction with various organizational groups may affect organizational trust, thereby indirectly encouraging identification. It is thus proposed that organizational trust should be understood as an important mechanism mediating the relationship between interaction with employees at different levels of the organizational hierarchy and identification with the organization as a whole.     

Environmental visibility: a trigger of green organizational response?

This paper develops a typology of visibility in an environmental context. Although visibility has been neglected and ill defined in contemporary environmental management research, environmental visibility can be a useful construct for predicting green organizational response. As such, it might prove a useful tool for environmental management researchers, policy‐makers and business strategists. The paper derives a conceptual typology of visibility from previous organizational theory research. Visibility is considered both as a characteristic of an organization and as a characteristic of an issue, and at both the corporate and operating unit levels. Data collected in a recent series of interviews in 24 business units in UK PLCs are analysed to provide examples of the types of visibility in an environmental context. The resultant environmental visibility typology is used to discuss the relationship between environmental visibility and green organizational responses. This study's findings suggest that considering environmental visibility as a predictor of green organizational response should be fruitful for future empirical research, and useful for policy‐makers and business strategists. Copyright © 2000 John Wiley & Sons, Ltd and ERP Environment     

Ambiguity and choice in processes of region development and company location

In recognition of its importance to an understanding of what “really goes on” in organizational decision-making, it is argued in this paper that the Garbage Can (GC) model should be applied to large empirical materials concerning different types of context, organization and process from those where it has been chiefly used. It is thereby shown that the model (1) is a good theoretical tool for interpreting processes of region development and company location—unless a dominating actor dictates the choice throughout, and (2) is also relevant to inter-organizational processes. Some new GC-theoretical concepts are derived from the confrontation of data and model: ambiguity avoidance, garbage collection, participant shift and selective garbage separation.     

Developing breakthrough products: challenges and options for market assessment

Competitive pressures and market forces are augmenting the importance of product innovation as a source of competitive advantage. Key drivers underpinning market success have the capacity to develop the “right” products for the “right” customers, using the “right” channels, with a shorter development cycle than competitors. But when breakthrough products (BTPs) are involved, how do we sort out what is “right”? How do we identify customers' future requirements when the technology platforms are still unfolding, products are still in development and customers lack experience with the product? Traditional product development market research techniques are problematic since they assume the customer has historical experience with products similar to those being created. The objective of this paper is to raise the awareness of the OM community with the strengths and weaknesses of existing methodologies for developing and introducing innovative products to market. Further, it suggests promising future directions for both practice and research when BTPs are involved. This is important because of the central role OM plays in managing the success of the BTP development process.     

Business formation — a network approach

This article suggests that the key to entrepreneurial success is to be found in the ability to develop and maintain a personal network. In elaborating this proposition I regard the environment of the business venture as “enacted”. The inexperienced new entrepreneur needs support to create a personal network and to manage the enacted environment. The concept of the “organizing context”, defined as a clustered sociocentric network, is introduced to provide a tool with which the entrepreneur can deal more efficiently with the different subprocesses that create his or her reality. The approach supplies a framework within which various forms of entrepreneurship — indigenous, corporate, etc. — can be compared and analysed beyond their institutional differences. The interaction between various forms of entrepreneurship and organizing contexts is empirically illustrated from case studies.     

The market for street crime: An economic analysis of victim-offender interaction

This paper views the economic explanation of crime rates from a new perspective by explicitly deriving an economic model of the behavior of potential victims and considering the interaction of the behavior of potential victims with the behavior of offenders. Crime is produced through offenders supplying time in search of victims and victims demanding to expose themselves to the environment. A model is set up in which the crime rate, the probability of being a victim per unit of exposure time, and the probability of finding a victim per unit of offenders' search time are simultaneously determined. The model leads us to distinguish the “real” crime rate (the probability of being a victim per unit of exposure time) from the “nominal” crime rate (the number of crimes per capita). The nominal crime rate can be inversely related to the real crime rate.