Organizational Design Research Articles

STRATEGIC MANAGEMENT OF HUMAN RESOURCES IN THE SPHERE OF ENTREPRENEURIAL ACTIVITY

The purpose of the article is to study the concepts of strategic management of human resources in the field of entrepreneurial activity. Strategic HRM builds the bridge between an organization’s business goals and the people who achieve them. In this tactical role, HR has a broader scope and must refocus its responsibilities. The focus becomes on equipping people to best support the direction in which the company is moving. These practices include hiring, promoting, and rewarding employees, creating and maintaining a high-performance business culture, and organizational design to add value and achieve competitive advantage. Strategic HRM focuses on creating a talent management system that manages behavior and culture to support the organization’s long-term business goals. HR has traditionally been considered an administrative function focused on specific tasks. It was distant from the activities of company management and was largely reactive. It met employee needs as they arose. However, it was not aware of where the company was going or anticipating what might happen. Traditional HRM answered employee questions about HR policies, but did not create policies based on the company's long-term goals or find ways to engage employees in them. With a strategic HRM plan, HR teams are more proactive because they are integrated into business strategies. They understand and are aligned with the company's goals. This involves planning and taking action to ensure the organization has the people it needs to achieve its goals. Gaining a competitive advantage - Knowing exactly where management wants to take the organization allows HR to focus on the skills and abilities employees need to do the work required to achieve the goal. Through effective talent management, training, and development, SHRM can result in a more competent and skilled workforce that will provide a competitive advantage over competitors. Adapting to change - A strategic approach to HRM means constantly looking to the future, allowing organizations to anticipate changes in the business environment and quickly adapt to them. Plans can be adjusted to take into account technological advances, changes in the market, or changing demographics within the company. In doing so, HR supports, motivates, and communicates with employees throughout the adjustments. Thus, the use of digital technologies in a company with young employees is a method of motivating and increasing the interest of young employees (especially Generation Z) in work. In addition, it is possible to note the positive impact of digitization of the personnel management process on the improvement of the company's HR brand.

Organization Design: Current Insights and Future Research Directions

We review the research on organization design from 2000 to 2023, inclusive. We identify four major approaches to organization design in the contemporary literature: configuration, control, channelization, and coordination. We discuss the key streams of research that characterize each of these approaches, as well as three emerging areas of research: AI and organizational decision-making, flat organizations, and multiple goals. Beyond the specific contributions of individual papers and streams of work, our review makes a number of high-level observations across approaches. We identify patterns that characterize this body of work, the methods used, open questions for future research, and a discussion of organization design as a theory. Collectively, these observations define the state of organization design research and may provide scholars with a foundation for future research.

Acquisition integration capabilities and organizational design

Research has yet to explain how firms with acquisition experience can improve their success with acquisitions. With a multi-national sample, we study how acquisition experience can lead to integration capabilities that impact acquisition outcomes. We argue that different types of knowledge (tacit or explicit) and organizational designs (more centralized vs. less centralized) influence the development of integration capabilities. We demonstrate that tacit and explicit knowledge provide multiple paths to acquisition success for acquiring firms, and this can explain conflicting findings in existing research. More specifically, less centralized organizational designs lower the effectiveness of tacit knowledge in developing an integration capability, but centralization is effective for explicit knowledge. Additional implications for management research and practice are provided.

Exploring the Connections Between Project Management Offices and Organizational Design

Exploring the Connections Between Project Management Offices and Organizational Design

Penguatan Usahatani dan Tata Kelola Kelembagaan Organisasi Petani Tembakau Desa Japeledok, Kecamatan Pancur, Kabupaten Rembang

The Japeledok Village Tobacco Farmers Group was recently established with a simple organizational structure due to a lack of insight into institutional organization. This becomes an obstacle in the continuity of the organization in the Farmer Group. One of the programs that is a priority for the Farmer Group is the use of Farmer Group land by cultivating tobacco in order to increase income. The obstacle faced by most Farmer Group members is that the tobacco they cultivate cannot grow optimally. The solution offered is to improve the skills of Farmer Group members in crop production on land and provide assistance regarding the institutional design of an organization to strengthen the knowledge and insight of Farmer Group members in running the organization. The implementation method is through training, mentoring and practice for Farmer Group members. Training and assistance in tobacco production. Training and assistance in managing organizations as well as understanding the basics of organizational institutional design. The results obtained from training on tobacco cultivation techniques for Farmer Group members are an increase in the knowledge and skills of Farmer Group members in tobacco plant production. Most of the harvest is sold within the Farmer Group members, so that the turnaround of small-scale businesses has been successfully implemented. The result of training and assistance in organizational governance is that the administrators and members of the Farmer Group are able to prepare basic budgets/household budgets. Increasing the active role of Farmer Group members in organizations is important for the sustainability of the existence of an organization.

Dynamics of organizational change in the development of customary institutions: A Case Study of Keitemung Indigenous Organization Design

Dynamics of organizational change in the development of customary institutions: A Case Study of Keitemung Indigenous Organization Design

Construction simulation and scheme optimisation of complex underground cavities

Underground cavities have complex spatial structures and geological settings, their arrangement is dense and crisscrossed. The construction system involves multiple work surfaces, levels, and processes. The close integration of construction simulation with actual production conditions is crucial for enhancing the guidance that simulation results provide for practical engineering. Therefore, from the perspective of optimizing construction organization and management, this article comprehensively considers various factors in the construction process, innovatively introduces the principle of production line balance and the concept of rule cycle, and combines technology and management, an underground cavities construction simulation system (UCCSS) is developed. In UCCSS, a hierarchical model is built and calculation are performed on models with different construction methods by modifying the parameters as per the actual engineering characteristics. The simulation results are comprehensively analysed to determine the optimal construction programme. An application case is proposed based on the construction organisation design of the long and parallel diversion tunnels at the CB Hydropower Station. The results show that the system has good practicality and credibility and can provide guidance for the construction organisation design of underground cavities with various features.

Role of Managerial Hierarchy level in determining the Emotions of Employees at Workplace

This study explores the role of managerial hierarchy in shaping the emotions of employees within the workplace. Managerial hierarchy, defined by the levels of authority and responsibility in an organization, significantly influences various aspects of employee experiences, including emotional responses, job satisfaction, and performance. The research examines how different hierarchical structures impact emotional labor, emotional intelligence in leadership, and perceived organizational justice, thereby affecting employee emotions. It highlights that flatter hierarchies often promote autonomy and open communication, leading to positive emotional outcomes, while taller hierarchies can create environments of controlled interaction and emotional suppression, potentially resulting in negative emotional states. The study also underscores the importance of emotional intelligence in leadership for managing the emotional climate and fostering supportive and inclusive work environments. Understanding the interplay between managerial hierarchy and employee emotions provides valuable insights for organizations aiming to enhance employee well-being and organizational effectiveness through strategic management practices and organizational design.

Patient, family and caregiver engagement in diabetes care: a scoping review protocol

IntroductionNew treatments and technologies have advanced diabetes care; however, diabetes continues to have a major impact on the daily lives of affected individuals, especially among equity-deserving groups. Evidence from patient...

Baznas Micro-Crowdfunding: Risk Management-Based Organizational Design on the Transformation of Baznas Micro Zakat Bank

Baznas Micro-Crowdfunding: Risk Management-Based Organizational Design on the Transformation of Baznas Micro Zakat Bank

STEP-organizing a major project to tackle significant uncertainty.

This article describes why Spherical Tokamak for Energy Production (STEP) has been launched, what it aims to achieve (benefits) and, principally, how the whole programme will be delivered (strategy). The article draws on the work of major project delivery and organization design (OD) and applies this to the context of STEP, which is dominated by significant uncertainty in all dimensions (technical, financial, commercial and programmatic), where there is embryonic delivery capability, but where there are also global-scale opportunities. This leads to an approach based on securing and organizing the correct capability from both public and private sectors to work in a collaborative arrangement with a single purpose and, critically, in an operating model designed to manage uncertainty and emerging risks and to exploit opportunities. Placing adaptability at the core of the OD, particularly the ability to deliver emergent strategy through guided empowerment in pursuit of an ambitious aim, is a further development beyond much of the current thinking in major projects. The article concludes with an appendix that translates that programme approach into principles for managing the engineering design work.This article is part of the theme issue 'Delivering Fusion Energy - The Spherical Tokamak for Energy Production (STEP)'.

Implementing workplace health promotion in nursing – A process evaluation in different care settings

ObjectiveWorkplace health promotion (WHP) in Germany is receiving increasing support from health insurance funds. Nevertheless, there is hardly any knowledge on the process of how health outcomes are achieved, especially in nursing. The aim of the study was to find out how and what can be implemented in different care settings and to examine the reactions and interactions of the participants under routine conditions.MethodsGuided by a logic model, a holistic WHP approach was implemented in four acute care hospitals, seven inpatient care facilities and four outpatient care services from April 2021 to October 2022. Data on realized WHP interventions, participant assessment and topics of work design was collected and analyzed descriptively.ResultsThe realized WHP interventions were adapted depending on the content and context. Mainly short relaxation interventions were delivered or those with an event character were received by participants. The highest participation rate of planned participants was achieved in team building training. Participants predominantly assessed WHP interventions as useful, the quality as (very) good and were generally (very) satisfied with the intervention components. For work design topics, intentions for the design of work organization were mainly documented in action plans.ConclusionCooperation with practitioners in research should be continued as a contribution to quality development. This could provide suggestions as to which content adjustments lead to greater acceptance by the target group in a specific context.Trial registrationThe project was registered in the German Clinical Trial Register (DRKS00024961, 2021/04/09).

It is time for HR business partner 2.0

PurposeIn the rapidly evolving landscape of HR, the role of the HR business partner (HRBP) has significantly changed. This paper shares some of the latest research on how it is changing for the worse, and how it now sorely needs to evolve further.Design/methodology/approachThe paper includes reference to two studies, an analysis of 55,000 comments from HR professionals and a self-assessment of 7,100 HR professionals across 96 different HR capabilities and five capability levels. Otherwise, the paper includes insight and expertise from across the Josh Bersin Company.FindingsThis paper and report it references highlights the emergence of the role in the 90s, and how it is expectations have changed to the present day: with the rise of digital technology, globalization and changing workforce expectations, HRBPs have had to acquire a broader skill set, focusing not on personnel management but on strategic initiatives, such as people analytics, employee experience and organization design. However, far too many HRBPs have ended up in admin or tactical roles, rather than being used to their full potential with the above. This paper includes actionable guidance for how companies can develop the role to get them back on track, including case study examples from Mastercard and LEGO.Originality/valueTo the best of the authors’ knowledge, this report is unique, novel and the latest research from the Josh Bersin Company.

Raison d'Etre of Organization Design Arrangements in Project-Based Organizations

Why are certain organization design arrangements enacted in a project-based organization? Building on extant literature, this article addresses this fundamental question by explicating three distinct explanations of the raison d'etre of salient organization design arrangements: Functional, Legitimacy, and Agency. Conceiving these explanations as coexisting, interacting logics of organizing, the article argues to draw upon the powerful concept of logic multiplicity to pave the way for integrating diverse theoretical perspectives. Thus, the article contributes to the organization design stream of research in project studies by developing a typology of organization design logics and proposing a way forward for pursuing pluralistic theorizing.

Organisation design in megaprojects: A systematic literature review and research agenda

Megaprojects have a complex and evolving web of organisations arranged in a multilevel and multiphase structure, with intra- and inter-organisational boundaries evolving during the life cycle. This systematic review explores organisation design in megaprojects, identifying the processes for designing temporary megaproject organisational systems. The review analyses 141 full articles from a sample of 10,078 papers and presents three main contributions: the main theoretical lenses used to develop organisation design research in megaprojects, eight decision dimensions influencing organisation design choices, and the most common organisational capabilities. We present the Megaproject Organisation Design (MegaOD) Framework, as a structure to design organisational boundaries, and to identify the organisational dynamics (design, development, and redesign). We suggest four research streams to advance the design of complex organisations: 1. Design of megaproject ecosystems, 2. Degree of organisational interdependence, 3. Design for integration of product and organisational architectures, and 4. The role of organisational designers.

Situating Design in Organizations: Seeing the Design Process through a “Process Thinking” Lens

Situating Design in Organizations: Seeing the Design Process through a “Process Thinking” Lens

Organizing for Inclusion: Integrating and Extending Research on Diversity and Organization Design

Organizing for Inclusion: Integrating and Extending Research on Diversity and Organization Design

A Discursive Review of Intellectual Capital versus Organizational Development and Organizational Design

A Discursive Review of Intellectual Capital versus Organizational Development and Organizational Design

New Data on Organization Design

New Data on Organization Design

Modeling Firm Growth and Organizational Design

Modeling Firm Growth and Organizational Design