Модель человекоцентричной организации: эволюционный подход на основе категориально-системной методологии

This article discusses a design science approach to organizational development (OD) resulting in some new perspectives about how OD interventions might support more effective organizational change. These relate to the way in which the formal organization is redesigned, the way this design is translated by the members of the organization into their own roles and routines, and the way in which subsequent organizational learning produces the intended performance improvement. The background, nature, and characteristics of design science and design science research are discussed, and using a design science perspective, a process model of planned change projects is presented. Drawing on a case in planned change, it is argued that a design science perspective can provide a powerful combination of the original strengths of OD in human behavior and planned change based on humanistic values on one hand and design competencies involving both humanistic and business values on the other.

Purpose – This study attempts to build an integrated framework to discuss the influence of three types of innovations, i.e. strategic, management, and technological innovations, on firm competitiveness. Design/methodology/approach – Paired survey responses are collected from 303 firms located in China. A confirmatory factor analysis is implemented with SPSS AMOS software to check the reliability and validity of all measures through structural equation modeling. Four hypotheses are empirically examined with SPSS PROCESS Macro in combination with a bias-corrected bootstrapping technique to test the chain multiple mediation model linking strategic, management, and technological innovations to firm competitiveness. Findings – Although strategic, management, and technological innovations are carried out at different organizational levels, they formulate a holistic framework to jointly improve firm competitiveness. Strategic innovation strengthens firm competitiveness through three parallel routes, i.e. via management innovation, via technological innovation, and via the serial mediating mechanism of management and technological innovations. Also, the mediation effect of management innovation is significantly stronger than that of technological innovation. Originality/value – This study integrates strategic, management, and technological innovations into the process of improving firm competitiveness to account for their joint influences, challenging the conventional paradigm where different types of innovations are investigated separately. Cross-domain knowledge flow, exchange, and combination are realized within the broad innovation construct.

Organization and Education Development combines reflective thinking and practice, action research living theory, and organization development to explore the self-discovery of meaning and purpose. It charts a journey undertaken by the author in pursuit of professional development through self-awareness and self-change as a fully integrated person and a better professor. This book is about an individual's integrative journey of self-discovery. The author’s narrative includes values and organizational development concepts and theories shared with fellow travelers, including supervisors, friends, and students. He shares invaluable insights and examples with the reader, using a model of a six-spoke wheel of final discovery and the MICAI intersection model. These integrative guides provide examples on how to search for what is best in everyday life and what gives us true meaning, encouraging personal reflection and ways of nurturing appreciation for our own lives. This multidisciplinary book combines western and eastern models and philosophies and draws from organization development, positive psychology, and education development. It will be ideal reading for students, researchers, and academics in the fields of organizational development, organizational psychology, social psychology, and education. It will appeal to any reader interested in learning about self-development. The Open Access version of this book, available at http://www.taylorfrancis.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license.

His article presents the result of the research that is being carried out at the present, the subject relays on the diagnostic of the sports clothing confection microenterprises organizational development, this being placed on the August the Seven area in Bogota, the research is based on the theory of organizational development, focused from the factors of the sorroundings and the way how the organization it's designed to face the results measured from the efficiency point of view. The concept of organization it's assumed as an opened system and the opened system diagnostic model that allows the identification of efficiency induction factors on each level of the organization, that area: organizational level, group level and individual.

Learning Organizations Peter Senge (1990) and others working at the MIT Center for Organizational Learning have provided insight on the foundational components of a organization. They have defined organizational learning as occurring when members have a shared vision and work together to achieve common goals in order to produce results that are important to them. In today's technologically complex world, organizational learning offers a means of adaptation, survival, and long-term growth. (The MIT Center for Organizational Learning has published numerous articles on the concepts proposed in Senge's (1990) The Fifth Discipline. Refer to their web site (http://learning.mit.edu/) for more information.) Much of the work on organizational learning has been based on work done by Argyis (1992), Handy (1995), and others in Organizational Development (OD). OD focuses on continuous improvements in an organization using interdisciplinary approaches and modern technologies (Larsen et al., 1996). Organizational learning concepts continue to expand upon OD in terms of promoting a cycle of learning and improvement at all levels in the organization. Five technologies, system thinking, personal mastery, mental models, shared vision, and team learning, provide a basis for the pursuit of organizational learning (Refer to Senge (1990) for an in depth discussion of these technologies). These technologies are used to promote a learning cycle whereby organizational members work together to continuously learn and improve. Individuals, teams, and the organization work together in establishing long-term goals. This is done by taking into account mental models or perceptions of the world, systems thinking in terms of interdependencies and relationships among people and processes, and personal mastery and learning capabilities for creativity, innovation, and adaptation, among other factors. Riding the Wave Learning organization concepts, tools, and technologies will continue to play a significant role in riding the increasingly turbulent wave of technological advances. The Internet, in particular, is having a major impact on the way organizations do business in a global marketplace. Our mental models regarding communication and information dissemination, product and service value, as well as many other aspects of the business world are changing due to Internet use at personal, team, and organizational levels. The explosion of web-enabling technologies is changing our value perceptions of individuals and teams. Skilled technology workers are no longer considered liabilities but valuable assets. The development of high-performance teams is viewed as a long-term investment instead of a major expense. The gathering and dissemination of meaningful information (or knowledge) is being viewed as essential as organizations realize the benefits associated with a virtually endless supply of this valuable resource (Allee, 1999). Organizations have also realized the potential for process improvement by implementing Deming's (1982) plan, do, check, and act feedback cycle (or variations of it). Today, organizations are promoting a learning environment by expanding upon this simple feedback process. Process improvement initiatives include the Capability Maturity Model (CMM) (Paulk, et al., 1995). The CMM offers improved capabilities in the application of software processes and practices that have resulted in productivity, quality, and time-to-market gains (Herbsleb, 1994). Though we have come a long way in developing tools, techniques, and technologies to promote learning environments, there is still much to be done. This area of study becomes all the more urgent with the advancement of technology and the explosion in its use. Organizational survival will depend on adaptation to change associated with current and future technologies. The objective of this special series is to share advancements in tools, techniques, and technologies to promote organizational learning. …

There is the one of the biggest problem in the world- not sustainable development of countries, regions. The governments of different countries were trying to solve economical differences between some countries and regions only using economic measures in last century. It should be noted that economic development orientations and concepts cannot satisfy the humanity's needs and they have only a limited application spectrum in environmental protection studies. The situation supposes the necessity to propose new approaches and to define the essence of economic theory, its potential role and tasks, in solving issues related to critical human existence and civilization survival in the future. Sustainable development is based on three dimensions: economic development, social development, and environmental protection. But still there are big scientific problem – how to change mentality of people through the world? How to find measures that would be understandable for everybody? How to change people thinking to use less? How to explain for managers of organizations, that to be sustainable – to be successful? These and other questions were analyzed in this article. The aim of this paper is to describe benefit of sustainable development in organizations. Object of research – sustainable organizations. The tasks of the article: to analyze the concepts of sustainable development in organizational level; to analyze concept of sustainable organization and to show benefit for organizations to sustainable. Used methods are- the analysis of scientific articles, comparison, and observation.

Innovation is considered as one of the key elements for sustainability and development of manufacturing companies. Current research in this field is more focused on technological rather than on organizational innovation concepts. Also, the focus is on developed rather than on developing countries. The purpose of this paper is to investigate the relationship between organizational innovation concepts and development of new products and new-product related services within manufacturing companies in developing country. For this purpose, the data from European Manufacturing Survey (EMS) that was conducted in Serbia in 2015 were used. EMS is a survey on the manufacturing strategies, the application of innovative organizational and technological concepts in production, development of new products or product-related services and questions of personnel deployment and qualifications in European manufacturing industry. There were 285 Serbian manufacturing companies participating in the EMS. The survey was conducted among manufacturing companies (NACE Rev 2 codes from 10 to 33) having at least 20 employees. The results showed that manufacturing companies when implementing innovative organizational concepts (i.e. organization of production, production management, and human resource management) are performing better in regards to development of new products and new product-related services. The findings suggest that researchers and practitioners in innovation management have to consider more carefully the specificities and interactions of different types of innovations and their implications on development of new products and new product-related services.

I review Change and Development in organizations within the framework that Van De Ven and Poole (1995) put forth. (Van De Ven and Poole, 1995) is instrumental in many respects. While emphasizing that organizational change processes can be driven differently and so can possibly be observed at different organizational levels, (Van De Ven, and Poole; 1995) is built upon four basic theories for explaining Change and Development in organizations. The four ideal-type theories are Life Cycle, Teleology, Dialectics, and Evolution. Van De Ven and Poole (1995) also presented a typology that helped identifying the circumstances under which each of the four theories applies. (Van De Ven, and Poole; 1995) is concluded with a number of possible combinations of one or more of the four basic theories in an attempt to produce a wide variety of more compound theories of change and development in organizations. While abiding by the theoretical framework of (Van De Ven & Poole, 1995), I base this review on three parts. Part I is an introduction where I give a practical insight into the nature of Change and Development in organizations by presenting and analyzing the real-life case of Harley-Davidson Motor Company. In part II, I critically analyze (Van De Ven & Poole, 1995) in terms of the maintained hypotheses, the four ideal-type theories, and the proposed composite theoretical structures. Regarding the composite theoretical structures Van De Ven and Poole (1995) proposed, I argue that a permutation rather than a combination over the set of the four basic theories provides more logically consistent opportunities for a universal parsimonious representation of Change and Development in organizations. I conclude this review in part III while highlighting possible research opportunities concerning Change and Development in organizations. Special attention has been paid to consistency of terminology throughout the paper.

People and other organisms depend on natural resources such as fresh water, land, clean air, wood, and food for critical life requirements and wellbeing. It is well documented that today’s Western way of living and the spread of capitalism is having a detrimental impact on societies and the natural environment. As one of the greatest users of natural and human recourses, many companies have started doing their part in the journey toward Earth’s sustainability and are actively working on translating the idea of sustainable development (SD) into reality. Companies often address SD through their corporate social responsibility (CSR) programs. CSR refers to as a company’s continuing commitment to integrate ecological, social, and economic interests in company’s operations and in its interactions with stakeholders. This commitment is usually done on a voluntary basis (Dahlsrud, 2008). This PhD thesis aims to provide a better understanding of how the CSR adaptation process in private companies can be supported, which is of particular importance and interest since the economic interests (i.e., business case logic) of private companies often clash with CSR objectives. Consequently, adapting to CSR principles can be quite challenging for these companies. Many scholars have attempted to identify factors that can facilitate the CSR adaptation process. However, though any large-scale organizational change requires employees to learn new ways of doing their jobs, the role of learning or human resource development in CSR adaption has remained largely unexplored in the CSR literature. This PhD thesis contributes to this line of research by answering the following research question: Which internal resources related to learning at the organizational and individual level contribute to the CSR adaptation process in private companies? With respect to the organizational level, we found that certain learning organization characteristics can support the CSR adaptation process. We found that stimulating group learning, leadership that encourages learning, and connecting to the local communities are LO characteristics that can directly influence CSR adaptation in a positive way. With respect to the individual level, we found that CSR managers, those managing the CSR adaptation process, need specific individual competencies in order to do their jobs effectively. We identified eight distinct individual competencies (e.g., Balancing personal ethical values and business objectives). We also found that CSR managers have different job roles in the CSR adaptation process. We identified six of these roles (e.g., strategizing role) and showed that the business case logic influences the relative perceived importance of specific individual competencies within each job role. To conclude, the key message of this thesis, and the answer to the research question is two-fold. First, because CSR managers are the ones who actually manage the CSR adaptation process they can play a crucial role in the CSR adaptation process if they possess the right individual competencies. In order to develop these individual competencies, CSR managers should take ownership of their learning process and seek opportunities to learn with and from others. Second, leadership and connecting with external parties are of particular importance to the CSR adaptation process. With respect to connecting with external parties: on the organizational level, having good relations with external parties improves CSR adaptation, because such relationships stimulate learning processes within the company. Furthermore, on the individual level, relationships with external parties promote the development of the individual competencies of the CSR managers responsible for the adaptation process. With respect to leadership: on the organizational level, leadership for learning, referring to active support and stimulation of learning, indirectly affects CSR adaptation; it enhances employees’ learning behavior and therefore improve employees’ cognitive readiness and support for the changes needed to integrate CSR within the company. Furthermore, on the individual level, leadership competencies are essential for driving the changes needed in the CSR adaptation process. This thesis contributes to the literature on the CSR adaptation process in several ways. First, this thesis addresses the issue of the CSR adaptation process from a learning or human resource development perspective and as such complements previous research employing the (human resource) management perspective on CSR. Second, it addresses learning from both the organizational and individual level, thereby providing valuable insights into if and how specific internal resources related to learning can contribute at different levels to the CSR adaptation process in private companies. Third, little is known about how factors on an individual level can support companies in their adaptation to CSR principles and their social performance at large (Aquinis & Glavas, 2012). This doctoral thesis is one of the first providing insights into this matter and demonstrates that learning-related influences on the individual level may be of value to the adaptation process. More specifically, this thesis adds to the literature by (1) identifying the job roles and individual competencies CSR managers need to effectively do their jobs within private companies; previous studies on CSR-related competencies often studied this topic from an educational point of view, thereby not fully addressing the complexity of the business context in which CSR managers operate; (2) by exploring how CSR managers can develop their competencies, which up till now remained unexplored in the CSR literature; and (3) by showing how certain organizational characteristics (i.e., learning climate) and personal characteristics (i.e., learning goal orientation) affect the development of CSR managers’ competencies. There are several implications to be derived from our research with respect to learning (activities) for the benefit of CSR. For one, developing LO characteristics may help companies create favorable conditions for integrating CSR principles. By facilitating learning, companies provide employees with the opportunity to develop their “receptiveness to change”. As such, we suggest that companies experiment with employing LO characteristics to advance the integration of CSR principles. In particular, we suggest that company’s management show leadership for learning by endorsing learning behavior among their employees as this LO characteristic in particular seems to promote the integration of CSR principles. The management can stimulate such behavior by providing employees with continuous opportunities to learn (e.g., provide formal trainings and professional development opportunities), learn in groups (e.g., stimulate team work), and learn with and from external parties (e.g., stimulate stakeholder involvement). Furthermore, it is important for companies to set up and structure a learning system within the company that enables customized learning, meaning a learning system that provides learning opportunities that fit’s the job and needs of individual workers. Companies can enable customized learning among CSR managers by, for example, providing them with flexible working hours and fixed budgets and hours that they can use for professional development. Such a learning system promotes meaningful learning and self-directed learning behavior among employees (Baars-van Moorsel, 2003), which, according to our research, can stimulate the development of CSR-related competencies. To conclude, we hope that this thesis will encourage more research on the role of learning in the CSR adaptation process. Our research provides ample directions to further explore this topic. Furthermore, we hope that this research will inspire CSR professionals to start a dialogue with their employers about their competencies and professional development opportunities or that it inspires them to take control of their learning process and create their own learning network in order to develop their competencies, if needed. Moreover, we hope that by developing the relevant CSR-related competencies, CSR managers will effectively manage the CSR adaptation process and that higher CSR maturity levels are reached and more ambitious sustainability challenges are successfully addressed by private companies.

This article introduces four basic theories that may serve as building blocks for explaining processes of change in organizations: life cycle, teleology, dialectics, and evolution. These four theories represent different sequences of change events that are driven by different conceptual motors and operate at different organizational levels. This article identifies the circumstances when each theory applies and proposes how interplay among the theories produces a wide variety of more complex theories of change and development in organizational life.

PurposeFrom the organisational perspective, the authors know that management, including innovation management, becomes less “organised” by bureaucracy and administrative tools, and much more impacted by organisational capabilities, competences and hidden, “soft” routines, bringing innovation and creativity to the core of organisation. The purpose of this paper is to focus on competency sets for open innovation (OI) and is to provide recommendations for OI competency development in companies, linked to the core OI processes.Design/methodology/approachThe research is exploratory and aims at theory-based practical indication combining deductive identification of competency clusters and inductive model development. Thus, the authors apply quantitative methods to data collection and analysis. The authors conducted an extensive literature review on competence challenges with regard to execution of OI, and empirical data analysis based on a large-scale structured industrial survey in Europe (N=264), leading to the development of competency sets for companies. SPSS tools are applied for empirical tests.FindingsThe authors develop a generic OI competency model applicable across industries, combined with organisational implications for sustaining OI management capabilities. The research clusters competencies based on the empirical analysis, which addresses the various challenges of OI, leading to recommendations for competency management in an OI context.Research limitations/implicationsThe data were collected from one key informant per company. Although the authors made efforts to ensure that this was a senior manager responsible for innovation, the authors cannot exclude some bias in the way that OI activities and related competencies are perceived. Exploratory nature of the research, which calls for a more systematic investigation of the OI activity modes and the OI competencies resulting competency model. In particular, the competencies could be tested on an inter-professional sample of employees with involvement in and/or responsibility for innovation, development, and HR management, as well as on leaders of innovating companies. Third, although significant in size for the analyses undertaken, the sample is not large enough to enable a more fine-tuned analysis of regional differences across Europe in the way that OI is managed through the development and implementation of competencies.Practical implicationsThe research contributes to the OI management field with an outlined OI competency profile that can be implemented flexibly and tailored to individual firm’s needs. It brings indications for both further theory building and practice of innovation organisation, especially with regard to human resource development and organisational capability building for OI.Social implicationsThe social implications of the paper result from the contribution to innovation management competency development in OI regimes, which is an important tool for designing contemporary educational programmes, contributes to OI management sophistication in business which is especially important during the economy slowdown and search for new sources of growth and productivity, and supports firms productive engagement in OI ecosystems and collective technology upgrading towards higher societal benefits and stakeholder involvement.Originality/valueAn empirically grounded OI competency model is proposed with an implication to support human resource development for OI. To the best of the authors’ knowledge, there has been no prior attempt to build such a model. The distinguished feature of the research is its extensive European coverage of 35 countries and multinational scope. The empirical validation strategy makes the research extremely relevant for management decisions related to human factors related OI capability development in organisations.

PurposeCoronavirus disease 2019 (COVID-19) pandemic had an adverse impact on workforce diversity internationally. While in the Global North, many countries have sophisticated laws and organizational mechanisms and discourses to deal with such adverse impacts on workforce diversity, such structures of diversity management are either ceremonial or poorly developed in the Global South. The global pandemic disproportionately impacted Global North and Global South increases the existing gap due to vaccine rollout inequality and divergence in recoveries. The authors explore social innovation as a possible option for responding to the challenges induced by the COVID-19 pandemic.Design/methodology/approachThe study draws on interviews in 26 distinctive organizations operating in various industries in Turkey. The authors have adopted a qualitative design to explore how social innovation helps to respond to diversity concerns during the COVID-19 pandemic.FindingsThe authors demonstrate that social innovation presents a viable option for a country with a poorly regulated context of diversity management. Social innovation could help overcome the challenge of the absence of supportive legislation, discourses and practices of diversity in poorly regulated contexts.Originality/valueThe field study revealed several distinct forms of social innovation for diversity management, which emerged as a response to the COVID-19 pandemic. The authors demonstrate that in the absence of supportive diversity management structures and frameworks, social innovation in diversity management at the organizational level could provide a viable response to the emergent needs in the context of the COVID-19 pandemic.

PurposeThe purpose of this paper is to address how management innovations are implemented deeply at the most micro level of organizations, namely, organizational routines, or to investigate the process through which organizational routines evolve in implementing management innovations, with existing routines overturned and new routines created and solidified.Design/methodology/approachThis paper adopts an interpretive and exploratory case study on the case of Day-Definite (DD) innovation which has successfully brought Arima World Group Company Limited (HOAU) into a new value-added arena, in terms of timing, security and high service quality. Considering that DD innovation reflects a systematic innovation of the whole organization, this paper focuses on it to explore the complex implementation mechanism of management innovation. Multiple approaches were utilized during data collection to meet criteria for trustworthiness, including semi-structured interviews, archival data and observation; and the data analysis went through a five-step process.FindingsThe results confirm management innovation as a complex project concerning organizational routines which represent a central and fundamental element of organizations. Also, it finds that organizational routines evolve in innovation implementation through a three-phase process consisting of the existing-routine-domination phase, the new-routine-creation phase and -solidification phases, each exhibiting different innovation activities and characteristics of participants’ cognition and behaviors; recreation of new routines is the key for routine evolution, thus for success of management innovations.Research limitations/implicationsThis research is constrained by several limitations. The set-up framework of organizational routine evolution in innovation implementation needs a further confirmation in more organizations; other elements, such as cognition of managers, resource orchestration, environmental elements or organizational culture, should be considered for the success of innovation implementation; and more attention should be paid to the potential power asymmetries among participants and its potential influence on forming shared schemata and subsequent new routines, besides interactions and role taking.Originality/valueThe findings offer some valuable insights for further research on management innovation and organizational routines and hold important implications for management practices. This research extends research on management innovation and the Kurt Lewin Change Theory and Change Model to explore innovation implementation at a most micro level; furthers research on organizational routines, especially routine dynamic theory, by holding the two-component view and exploring the process through which organizational routines evolve; and contributes to research on the relationship between organizational routines and innovations by taking an organizational routines’ perspective. It reminds managers of the depth and complication of innovation implementation.

Corporate foresight and innovation management: A portfolio-approach in evaluating organizational development

The article considers methodological aspects the formation and implementation innovative management enterprise development in modern market conditions. The parameters on which the development effective management decisions in the enterprise depend. The author has developed the process shaping the effect innovation. A hierarchical system of the influence innovation on the management enterprise development is proposed. The requirements to which the system innovative management enterprise development should correspond are defined. The factors influencing the construction organizational structures innovative management enterprise development are determined. Methodological aspects the formation and implementation innovative enterprise development management have been developed that will provide an opportunity for enterprise management to formulate and implement a system innovative enterprise development management that includes components and principles the innovation management process. These aspects also include the assessment, testing and forecasting innovations in the management system based on epistemological roots and the main directions innovation. Problems innovative management enterprise development are singled out.