Governance gives life to an organization by establishing the rules that shape organizational action. Structures of governance rest on stakeholder engagement, particularly on how stakeholders assess ...the prospects for earning a return by committing their specialized resources to the organization. Once formalized, governance structures and processes can resist change. Yet, under special circumstances, some stakeholders that are a party to an organization may seek to adapt governance in response to changes in the external environment that surrounds the organization. Adaptation often requires renegotiation: who has claims on the organization and who gets what? In this article we analyze the relationship between the institutional change that drives adaptation and the outcome of renegotiation. We draw on institutional economics and organization theory to identify four pathways of governance adaptation: continuity, architectural change, enfranchisement change, and redistribution. We call for further theoretical and empirical research on governance adaptation and its implications for organizational value creation and capture.
This research introduces a framework for selecting efficient interunit structures in facilitating the transfer of knowledge with different levels of complexity. We argue that while the boundary ...spanner structure is efficient for transferring discrete knowledge, it is inadequate for transferring collectively held complex knowledge. We propose that the transfer of such knowledge requires a more decentralized interunit structure—collective bridge, which is a set of direct interunit ties connecting the members of the source and the recipient units, with the configuration of the interunit ties matching the complexity of knowledge to be transferred. We suggest that while a collective bridge is inefficient in transferring discrete knowledge relative to a boundary spanner structure, it is more efficient for transferring collective knowledge.
Biomolecular condensates concentrate macromolecules into foci without a surrounding membrane. Many condensates appear to form through multivalent interactions that drive liquid-liquid phase ...separation (LLPS). LLPS increases the specific activity of actin regulatory proteins toward actin assembly by the Arp2/3 complex. We show that this increase occurs because LLPS of the Nephrin-Nck-N-WASP signaling pathway on lipid bilayers increases membrane dwell time of N-WASP and Arp2/3 complex, consequently increasing actin assembly. Dwell time varies with relative stoichiometry of the signaling proteins in the phase-separated clusters, rendering N-WASP and Arp2/3 activity stoichiometry dependent. This mechanism of controlling protein activity is enabled by the stoichiometrically undefined nature of biomolecular condensates. Such regulation should be a general feature of signaling systems that assemble through multivalent interactions and drive nonequilibrium outputs.
In this paper we emphasizes the importance of trust in today’s organizational environment, including the military organization. In view of this approach, we analyzed what influence the level of ...organizational trust, so the organizational structure with the two variables, formalization and centralization, is what makes the greatest impact on all indicators of trust.
Strategic Alliance Structures Albers, Sascha; Wohlgezogen, Franz; Zajac, Edward J.
Journal of management,
03/2016, Volume:
42, Issue:
3
Journal Article
Peer reviewed
While strategic alliances have emerged in recent years as common and important structural vehicles for business development, surprisingly little is known about how collaborative activities are ...organized and administered within these governance structures. We see classic organizational scholarship as useful insofar as it both provides clear classifications that distinguish alternative intraorganizational designs and explicates how they affect the inner workings of organizations. Existing alliance classification schemes based on type of collaborative activity, partner characteristics, or legal structure, on the other hand, rarely delineate important differences of how collaborative work is organized among partners. We seek to redress this shortcoming by developing a framework of alliance structural parameters based on classic organizational design considerations. Specifically we identify and discuss five key design parameters for alliances: the structural interface between partners, the structural “intraface” within partners, and the specialization, formalization, and centralization of the alliance organization. We show how consideration of these five parameters provides a deeper understanding of alliance governance and suggest how partner organizations can achieve differential levels of connectivity and steering for their collaborative ventures.
The paper proposes an empirical investigation of scale economies, scope economies, and market power of the network organizational structure of Italian cooperative banks. For 452 cooperative banks ...(and a control group of 223 commercial banks) over 2006–2018, empirical findings show that cooperative banks experienced cost economies of scale and scope, but they experienced scale diseconomies and constant scope economies on the revenue side. Unlike commercial banks, cooperative banks did not seem to benefit on the earnings side from increases in scale and diversification. Moreover, cooperative banks experience greater market power than commercial banks. Traditional advantages, in terms of network economies and relationship lending, are proven empirically to persist for the network organizational structure.
Technologies are changing at a rapid pace and in unpredictable ways. The scale of their impact is also far-reaching. Technologies such as artificial intelligence, data analytics, robotics, digital ...platforms, social media, blockchain, and 3-D printing affect many parts of the organization simultaneously, enabling new interdependencies within and between units and with actors that many organizations have typically considered to be outside their boundaries. Consequently, today’s emerging technologies have the potential to fundamentally shape all aspects of organizing. This article introduces the special issue “Emerging Technologies and Organizing.” We treat these new technologies as “emerging” because their uses and effects are still varied and have yet to stabilize around a recognizable set of patterns and because the technologies themselves are, by design, always changing and adapting. To theorize the relationship between emerging technologies and organizing, we draw on relational thinking in philosophy and sociology to develop a relational perspective on emerging technologies. Our goal in doing so is to create a new way for organizational scholars to incorporate the ever-increasing role of technology in their theorizing of key organizational processes and phenomena. By developing a relational perspective that treats emerging technologies not as stable entities, but as a set of evolving relations, we provide a novel way for organizational scholars to account for the role of technology in their topics of interest. We sketch the outlines of this relational perspective on emerging technologies and discuss the implications it has for what organizational scholars study and how we study it.
This paper is devoted to algorithmic models and methods of managing complex systems based on algebra over the functioning tables. To build a control system, a description of processes, both strictly ...sequential and parallel, is required. For this, a unified description of processes with specified operations is introduced in the form of functioning tables. Then, algorithmic support for the equipment and organizational structure under consideration is built on the basis of algebra over the tables of the functioning of a complex system.
The paper attempts to find a relation between internationalization of firms & the amount of leverage and ownership stake in the capital structure. 'Ownership' & 'Leverage' have been taken as ...independent variables for the purpose of this study; and 'Degree of internationalization'- defined as 'the percentage of total sales coming from foreign operation' is taken as the dependent variable for the purpose of this analysis. The multivariate dummy regression was run on the data of 100 firms to determine the nature of relationship between the capital structure and internationalization of firms. Further, t-test was used to find the strength of this relationship. The study found that a significant relationship exists between the degree of internationalization and capital structure. Ownership impacts internationalization, much more that leverage. Also the number of years used in the study was found insignificant to influence the nature of relationship.
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