Formal Organizational Structure Research Articles

Network and sentiment analysis of Enron emails

Background The objective of the research was to analyze e-mails exchanged at Enron, a power company that declared bankruptcy in 2001 following an investigation into unethical operations regarding their financials. Methods Like other researchers, we identify the “most important” employees and detect “communities” using network science methods. In addition, because previous work required that 10 e-mails be sent and received for an e-mail relationship to exist, we analyzed the effect of different “thresholds” on the results. We also performed sentiment analyses on the e-mails to evaluate whether sentiment changed over time. Results We find that the “importance” of a person depends on the centrality measure used; while the communities we detected resembled the formal organizational structure of the company. In addition, we found that centrality results were very dependent on the “threshold” used. Finally, analysis of email sentiment over time = do not give insight into the financial wellbeing of Enron. Conclusion Our results provide insight into how information flowed through Enron, who the key employees were, and e-mail sentiment before and after the crisis.

Competitive Advantage among Medium-Sized Enterprises in Juba, South Sudan: Why Research on Organizational Structure Needs New Direction

The role played by small and medium enterprises in the growth and development of economies is critical. Understanding how firms improve their performance to achieve competitiveness should, therefore, concern countries keen on economic growth. However, small and medium enterprises face growth challenges because they operate simultaneously in the global and local markets, making innovation imperative. This study investigated the effect of cost reduction capabilities and organisational structure capabilities on the competitive advantage among Medium-Sized Enterprises (MSEs) in Juba, South Sudan. The study was guided by the resource-based theory and dynamic capability theory. The target population constituted 491 MSEs operating in Juba, South Sudan. Yamane formula was used to calculate the sample size of 246 MSEs, which was selected using stratified and random sampling techniques. Questionnaires were used for data collection, and the data was analysed using descriptive statistics and multiple linear regression. The results indicated a positive and statistical significance between organisational structure (β = 0.582, t = 9.569, p < 0.05) and the competitive advantage among MSEs in Juba, South Sudan. The study concluded that a formal organisational structure significantly affected the competitive advantage of MSEs. The study recommended that management should strengthen their organisational structure to facilitate the development and enhancement of leadership capabilities.

Dynamic Silos: Increased Modularity and Decreased Stability in Intraorganizational Communication Networks During the COVID-19 Pandemic

Workplace communications around the world were drastically altered by the COVID-19 pandemic, related work-from-home orders, and the rise of remote work. To understand these shifts, we analyzed aggregated, anonymized metadata from over 360 billion emails within 4,361 organizations worldwide. By comparing month-to-month and year-over-year metrics, we examined changes in network community structures over the 24 months before and after COVID-19. We also examined shifts across multiple communication media (email, instant message, video call, and calendaring software) within a single global organization and compared them with communications shifts that were driven by changes in formal organizational structure. We found that in 2020, organizations around the world became more siloed than in 2019, evidenced by increased modularity. This shift was concurrent with decreased stability within silos. Collectively, our analyses indicate that following the onset of COVID-19, employees’ communications began to shift more dynamically between subcommunities (teams, workgroups, or functional areas). At the same time, once in a subcommunity, they limited their communication to other members of that community. We term these network changes dynamic silos. We provide initial insights into the meaning and implications of dynamic silos for the future of work. This paper was accepted by Lamar Pierce, organizations. Supplemental Material: The data files are available at https://doi.org/10.1287/mnsc.2022.02797 .

The use of big data analytics for human resource management in an organization

Aim. To examine the application of big data in the field of human resource management and in organizational network analysis as a methodology to study the patterns of employee interaction within a formal organizational structure to improve the effectiveness of the human resource management system.Objectives. Theoretical analysis of existing methodologies for evaluating data on human resources of an organization to provide new opportunities for enterprise transformation; identification of hidden information on human resources and its use for internal staff development, retention and training; study of the possibilities of using organizational network analysis (ONA) to improve the effectiveness of human resource management.Methods. The authors used system and logical approaches, general scientific methods (analysis, synthesis), methods of comparative and economic analysis, analytical processing of information, graphical presentation of information.Results. The sources of big data are analyzed, the main indicators characterizing the state of personnel and allowing to forecast its development, dynamics of preservation of human resources in the organization, its training are allocated. The directions of using organizational network analysis in the personnel management system are proposed.Conclusions. The identified potential advantages of using organizational network analysis in the analytics of data on human resources in the organization will contribute to the reduction of staff turnover, optimization of staff structure, improvement of experience and knowledge sharing within the organization. This, according to the author’s position, will lead the enterprise to a positive economic effect and open new opportunities for its transformation

“Tear down this wall”. A theory of strategic communication that integrates both communication and organizational theory

PurposeThe term strategic communication has become firmly established in recent years. The emergence of the term was associated with the hope of finding a more fitting description for overlapping communication processes, since existing approaches can hardly fulfill these expectations. To date, the research has been dominated by communication-focused and, in particular, organization-focused approaches that show little interest in the alternative perspective. An integrating perspective can overcome the wall that exists between the communication level and the organizational level.Design/methodology/approachThe integrating communication and organizational theory framework is developed on the basis of Niklas Luhmann’s “Theory of Social Systems” (TSS), which can be attributed to the “Communication Constitutes Organization” (CCO) perspective. This perspective seems appropriate because its communication theory integrates the sender and addressee perspectives, and its extended organization theory can be used to describe in detail the organizational structures of strategic communication.FindingsThe communication theoretical framework states that one of the functions of strategic communication is to reduce complexity to a single follow-up option. From the sender’s perspective, strategic communication can be defined as an attempt to encourage acceptance of a follow-up option proposed out of self-interest. The organizational theory framework that both builds on this and is linked to it first shows the diversity of strategic organizational communications before explaining their formal and informal structures.Originality/valueThis paper is the first to offer a comprehensive framework that integrates concrete strategic communication activities as well as the (in)formal organizational structures that lead to their emergence. On the one hand, this enables a more differentiated description of all relevant aspects of communication theory (e.g. tonality, clarity vs. ambiguity and technical dissemination medium). On the other, the organizational theoretical framework offers a systematization that can be used to describe various formal and informal structures comparatively. Above all, this kind of inclusive, integrating framework is the prerequisite for research that relates the diverse concrete strategic communication activities to an organization’s formal and informal rules and thus understands them as (primarily) the result of organizational decisions.

Stakeholder Identification in Internal Control of Building Construction using Design and Build Contract to Improve Efficiency and Effectiveness

The amount of infrastructure development in Jakarta makes internal control of the implementation of design and build contracts for the construction of state buildings need attention. The problem in internal control is there are still some recurring findings and supervisory findings that are not detected by Government Internal Supervisory Apparatus (APIP) but found by external auditors, as well as delays in completing assignments. The problems include a limited number of technical auditors, uneven knowledge, and experience of construction supervision, overlapping assignments, and a report process that takes time. These problems can have an impact on the implementation of internal control, that is lack of achievement of internal control objectives and the potential for non-compliance with the construction process with laws and regulations, thus showing that internal control of construction is not running effectively and efficiently. To improve efficient and effective internal supervision of construction, it is necessary to standardize operational procedures (SOP) or work procedures for internal control of construction, especially for design and build contracts. This research aims to identify stakeholders and the roles and responsibilities of each party in internal control of building construction using design and build contract to improve efficiency and effectiveness. The results reveal a set of internal and external stakeholders as well as the form of organizational structure and the relationship of coordination and responsibility lines. The results of this research also emphasize the roles and responsibilities of each stakeholder so that each party fully understands the obligation to carry out internal supervision assignments for design and build construction.

Are HRM practitioners required to possess competence in corporate ethics? A content analysis of qualifications in Australia and Asia

Ethical cultures, corporate social responsibility (CSR), and sustainability strategies are increasingly being addressed through formal organisational policies and structures. This is evidenced by codes of ethics, conduct, whistle-blowing reporting lines, anti-bribery and corruption policies, and broader stakeholder and environmental engagement strategies. In the United States, corporate ethics managers are responsible for these functions, supported by specific professional and university-level qualifications. However, this is not the case in Australia and Asia where the role appears delegated to human resource personnel in organisations. Human resource management (HRM) is increasingly advanced as a formal profession, yet whether corporate ethics content features as a significant component of the HRM profession is unclear. Expert knowledge is a foundation of a profession along with the duty to act within the limits of that knowledge and expertise. This paper scopes what constitutes professional expert knowledge. It examines corporate ethics expertise and HRM within this context. Major Australian and Asian organisations are examined to verify that HRM Departments, and thus HRM practitioners, are responsible for managing corporate ethics. Given the seniority and strategic importance of this function, the content of selected Masters in HRM and related fields are examined to identify the extent of ethics content. This is considered in the light of the expertise required to manage corporate ethics, and conclusions are drawn whether the HRM discipline is appropriately qualified to manage this function. Finally, recommendations and further research towards advancing the role and function of corporate ethics managers in general are proposed.

Family business sustainability: the impact of governance and women’s empowerment in Saudi Arabia

Due to their strong emotional interest and ownership control, family firm owners significantly influence their firm’s strategies and governance, which has consequences for their business sustainability practices. The failure to establish or maintain formal organizational structures, and adopt good governance principles, may hinder family firms in their pursuit of long-term sustainability. This study empirically investigated the impact of corporate governance on family firms’ sustainability, with women’s empowerment and culture as moderating and mediating factors, respectively. Data for the study were obtained from a sample of 126 family firms from Saudi Arabia. The study adopted the partial least squares structural equation modelling (PLS-SEM) method. The study results empirically confirmed that corporate governance is positively associated with women’s empowerment, which also assists in achieving business sustainability in family-controlled firms. The adoption of good corporate governance policies, and empowerment of women through their appointment on corporate boards operating in a supportive culture, can reinforce an organization’s mission, purpose and strategies, which can create an enabling environment for family business sustainability.

Kompletterande, kompenserande och komplicerande

Complementing, compensating and complicating – informal organisation in Swedish child fare work The child welfare work within the Swedish personal social services (PSS) is clearly marked by formalisation and specialisation. It is guided by a diversity of national and local guidelines, while different units assume responsibility for specific tasks (e.g., intake, investigation and decision, or care and treatment). A risk of service fragmentation has been identified as a substantial downside to these organisational settings. However, prior research has mainly focused on formal organisational structures and how work is ‘supposed to’ be carried out. Less attention is paid to informal organisation, namely how work is ‘actually performed’ on day-to-day basis, which has been identified as an important but often overlooked aspect for understanding organisational performance. Therefore, the aim was to describe and analyse the influence of informal organisation in child welfare cases. Non-participating observations and group interviews were conducted in 11 Swedish municipalities. The findings show that informal organisation can ‘grease the wheels’ in child welfare cases: firstly, by complementing formal structures and offering alternative channels for collaboration and information exchange; and secondly, by compensating for gaps in areas of responsibility within the formal organisation, such as when staff offer informal care and support, even though their work is supposed to specifically focus on investigation and decision making, or individual social workers assume an informal case management role. Nevertheless, informal organisation was also found to complicate work, as unregulated and informal areas of work also allow the conflicting interests and work logics among different units and their staff to unfold. The findings are finally discussed in relation to the future organisation of social services.

Bereavement support after a drug-related death: Professional perspectives

After a drug-related death, the bereaved are at risk of severe social and health consequences, but their need for professional support in their bereavement processes often falls under the radar. The bereaved themselves ask for continued support, and the research shows significant symptoms of prolonged grief for years after the loss. This article explores professionals’ perspectives on providing bereavement support to bereaved clients after a drug-related death. The article builds on focus group interviews with professionals from different health and welfare services in Norway who are likely to encounter the bereaved in their client work. A total of six focus group interviews were conducted, involving 29 professionals from services such as mental health and drug services, residential care, low threshold services, and medical services. The results show that bereavement support for the drug-death bereaved is perceived as demanding relational work that is not part of their primary work tasks. The work is highly individualised because formal organisational structures are lacking, which can impair bereaved peoples’ access to bereavement support. The lack of training, knowledge, and clear responsibility may lead to professionals lacking confidence and withdrawing from support initiatives in order to avoid stress and burnout.

Hospital-based antimicrobial stewardship in Denmark, Greenland and the Faroe Islands – current landscape and barriers

ObjectivesTo describe the current organization and implementation of formalized, multidisciplinary hospital-based antimicrobial stewardship (AMS) structures in Denmark, the Faroe Islands, and Greenland. MethodsA structured electronic questionnaire was sent to all trainees and specialists in clinical microbiology (n=207) and infectious diseases (n=260), as well as clinical pharmacists (n=20) and paediatricians (n=10) with expertise in infectious diseases.The survey had 30 multiple-choice, rating-scale, and open-ended questions based on an international consensus checklist for hospital AMS, adapted to a Danish context. ResultsOverall, 145 individual responses representing 20 hospitals were received. Nine hospitals (45%) reported a formal AMS-strategy, eight (40%) a formal organizational multidisciplinary structure and a multidisciplinary AMS-team, and six (30%) a designated professional as a leader of the AMS-team. A majority of hospitals reported access to updated guidelines (80%) and regularly monitored and reported the quantity of antibiotics prescribed (70% and 65%, respectively). Only one hospital (5%) reported a dedicated, sustainable, and sufficient AMS-budget, three hospitals (15%) audited courses of therapy for specific agents/clinical conditions and four hospitals (20%) had a document clearly defining roles, procedures of collaboration and responsibilities for AMS. A total of 42% of all individual respondents had received formal AMS-training. Main barriers were a lack of financial resources (52%), a lack of mandate from the hospital management (30%), and AMS not being a priority (18%). ConclusionsCore elements important for multidisciplinary hospital-based AMS can be strengthened in Danish hospitals. Funding, clear mandates, prioritization from the hospital management, and the implementation of multidisciplinary AMS-structures may help close the identified gaps.

Comparative Analysis of Yi Lacquerware Ornamentation in Liangshan and Dafang

This paper explores the evolution of lacquerware ornamentation from traditional to modern expression in two Yi lacquerware regions in China, Liangshan, Sichuan and Dafang, Guizhou, through comparative analysis. Elements from nature, plants, animals and productive life are extracted as the basis of traditional Yi lacquerware ornamentation, focusing on their ornamental nature. However, under the influence of modern civilisation, lacquerware ornamentation has gradually incorporated some creative or modified thematic images, marking a response to the evolving needs of contemporary society. Adopting the sense of order theory and formal analysis theory as theoretical guides, this paper compares the formal characteristics, organisational structure and stylistic expression of lacquerware ornamentation in Liangshan and Dafang, revealing their distinctive visual expressions influenced by culture, history and art.

How Public Health Organizational Structure Affected the Response to the COVID-19 Pandemic: A Case Study in British Columbia, Canada.

Objectives: This study sought to examine how public health organizational structures affected decision-making and provides recommendations to strengthen future public health crisis preparedness. Methods: The Institutions-Politics-Organizations-Governance (IPOG) framework and an organizational lens was applied to the analysis of COVID-19 governance within British Columbia (BC). Organizational charts detailing the structure of public health systems were compiled using available data and supplemented with data collected through key informant interviews. Results: In response to the COVID-19 pandemic, BC initiated several changes in its public health organization. BC's COVID-19 response attempted to utilize a centralized command structure within a decentralized health system. Four key themes were identified pertaining to the 1) locus of decision-making and action; 2) role of emergency structures; 3) challenges in organizational structure; and 4) balance between authority and participation in decision-making. Conclusion: The organizational adaptations enabled a substantively effective response. However, our findings also illustrate deficiencies in organizational structure in the current public health system. Two recommendations for consideration are: 1) a more formal vertical organizational structure; and 2) developing new mechanisms to link health and general emergency response structures.

Scientific and methodological aspects of the choice of discount rate in the evaluation of investment projects

The article makes a scientific research of existing methodological approaches that have been formed in management. The article also analyses the causes of the collapse of investment projects, in particular in the construction industry, which threaten the stability of the functioning of national economies. All these researches give an opportunity to find the real causes of ineffective implementation of projects. The author offers a methodological approach to the formation of a holistic organizational structure of the socio–economic system, which has the goal to solve the problem of crisis phenomens in management. The author`s approach gives an opportunity to form organizational structure in an organic combination with the economic processes that take place in it and provide the qualitative formation of the organizational structure, which makes it possible to make control over each of its economic elements and ensure an absolutely effective management.
 Based on a systemic approach, the author considers the organizational structure as a dynamic system that consists from economic elements which necessary for the effective implementation of the purpose of the created structure. This approach to considering the organizational structure is different from the traditional one, in which the structure of the organization is a static system, the elements of which are only labor resources with defined functions.
 Consideration of the organizational structure as an integral system that consists from selected homogeneous economic elements which structure on the basis of normative model in which the management and managed subsystems are allocated, and also there are the main, auxiliary and service production in the managed subsystem gives an opportunity to form a normative model of the organizational structure which provides qualitative structuring of all its elements.

How does age and gender of the employees influence human resource practices–employee competencies relationship?

PurposeApplying resource-based view and the configurational approach theory, this study seeks to understand the moderating role of age and gender between human resource practices and employee competencies relationship.Design/methodology/approach43 food processing firms of India participated in the study. Applying multilevel approach, the responses of 295 human resource managers and 3,557 employees were used for the analysis.FindingsThe human resource practices–employee competencies relationship was stronger in the case of young employees. Furthermore, the relationship was better in case of male employees over female employees. The results urge for greater attention toward age and gender diversity issues while tailoring human resource practices for enhancing employee skills. This article contributes the human resource management literature by exploring the role of age and gender, which has been used as the control variables as the moderating variables for governing the human resource practices–employee competencies relationship.Practical implicationsSpecial focus can be placed on extensive custom in-house training and development activities. Proper division of work can be done for new employees and experienced employees depending upon their learning capabilities. The firms can do so by either implementing formal or informal organizational structures to achieve full gains. Firms should focus largely on narrowing the development practices adopted for diverse age groups of workforce population. The four practices proposed by the Organization for Economic Cooperation and Development (2006) for ensuring effectiveness of development practices and its impact on old age employee effectiveness and attitude should be put in practice.Originality/valueThe originality of this study lies in its exploration of the intricate interplay among age, gender and human resource practices in shaping employee competencies. By understanding how these factors interact within the human resource practices–employee competencies framework, this research offers a unique perspective on the evolving workforce dynamics. It goes beyond the conventional human resource management strategies to uncover nuanced insights, shedding light on tailored approaches that consider the specific needs and aspirations of diverse employees. This innovative perspective contributes to a more inclusive, efficient and adaptable work environment, enriching both the academic understanding of human resources and the practical implementation of strategies for contemporary organizations.

Antecedents and outcomes of open innovation over the past 20 years: A framework and meta‐analysis

AbstractThe open innovation paradigm emphasizes that firms can improve their innovation performance by collaborating with other firms. However, there is no consensus in the open innovation literature regarding what drives firms' implementation of inbound and outbound open innovation and how the two types of open innovation influence innovation and firm performance. The present meta‐analysis synthesizes previous research to advance our understanding of open innovation by reexamining its antecedents and its moderating effects on innovation and firm performance. Using data from 157 articles, our results show that appropriation strategy, formal organizational structure, learning culture and top manager competence drive inbound open innovation, while innovation strategy, appropriation strategy, learning culture, and top manager competence drive outbound open innovation. In addition, we find that absorptive capacity positively moderates the positive impact of inbound and outbound open innovation on innovation performance. However, industry type (i.e., high‐ and low‐tech) is not found to moderate the effect of open innovation on innovation or firm performance, suggesting that both high‐ and low‐tech firms can equally reap benefits from open innovation. Furthermore, this study also partially supports the moderating effects of firm size and cultural value (individualism vs. collectivism) on the open innovation—performance relationship. These findings collectively suggest that the effects of inbound and outbound open innovation on performance are subject to contextual factors. Although this meta‐analysis does not allow us to generate new theories in the open innovation literature, it offers valuable insights to both academics and practitioners regarding factors affecting the implementation of open innovation and its performance implications.

‘The weatherman and the umbrella’: a case of complex and multilayered defence intelligence relations in the Netherlands

ABSTRACT In this case study, I explore the relationship between the Dutch Intelligence and Security Service and the Directorate of Operations J2. Using interview data and publicly available documents, I analyse the interaction between DISS and DOPS J2 using a framework on different role models adapted from public administration theory. I found that although the formal organizational structure portrays the relationship as separated, the relationship is more layered and complex in practice, which contributes to a deeper understanding of the complexity and multilayered nature of defence intelligence relations, where interaction often goes beyond the dichotomous portrayal that is predominantly found in literature.

Mahesh Foundation – care for the uncared

Learning outcomes The learning outcomes of this case study are to identify the role of non-governmental organizations (NGOs) in social upliftment of developing countries, understand the functioning of NGOs, understand the challenges faced by the NGOs in day-to-day operations and discuss the probable solutions for the same, appreciate the role of leader and leadership in an NGO, study the working style of NGO leaders, appreciate the importance of having a formal organizational structure for these informal organizations (NGOs) to ensure the sustainability of their ventures and design a sustainable organization structure having a proper succession plan for the NGOs. Case overview/synopsis The case study is about one NGO – Mahesh Foundation – located in a small town named Belagavi, nestled in the state of Karnataka, India. Mahesh Foundation worked towards the upliftment of poor children infected with HIV. Today, fighting against all odds, Mahesh Foundation is a safe shelter home for 45 HIV-infected children in the age group of 6–18 years and has reached more than 2,000 beneficiaries from the time of its inception (2008). In addition, Mahesh Foundation also provides skill-based education to the HIV-infected, slum and underprivileged children. The foundation also supported the livelihood of underprivileged women and till date has supported more than 1,500 needy women. Mr Mahesh Jadhav, the founder member of Mahesh Foundation, has been successful in overcoming different challenges faced by the NGO, may it be the requirement for funds or shelters or social agitation. However, Jadhav was worried about the succession planning of his organisation. Mahesh Foundation, being run as a one-man show, Jadhav was bothered about its sustainability after him. The case study therefore highlights and discusses the importance of having a formal organization structure for such informal organizations, thereby having a proper succession plan to ensure their perpetual existence. Complexity academic level This case study is best taught as part of a graduate and postgraduate Business Administration (BBA/MBA) programme, Management Development Programme or Executive MBA Programme. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

(THE ROOT OF THE GREAT VIZIER IN THE OTTOMAN EMPIRE UNTIL THE ERA OF SULTAN MUHAMMAD AL-FATEH 1429-1481)

The Ottoman Empire became a state with formal organizational structures. Therefore, the Ottoman Sultan Orhan Ghazi and his successor sultans were keen to fortify the Ottoman Empire with many institutions and political, economic and legal administrative positions to increase its strength in managing the affairs of the country and the people subject to it. Among the positions that the Ottoman sultans worked to establish within the framework of the Ottoman Empire, is the position of the Grand Vizier or the Grand Vizier, who corresponds to him in our time the Prime Minister, and the Grand Vizier was considered the highest position and shrines within the Ottoman Empire after the Sultan, as he carried the Grand Vizier the seal of absolute power to The side of the Sultan, and the authority to appoint and remove him was the right of the Sultan only, and no shrine, council, or court within the Ottoman Empire, whatever his authority and entity, could dismiss the Grand Vizier or demand that, even the matter that made that position of great impact on the Ottoman Empire

Supporting Nature-Based Solutions via Nature-Based Thinking across European and Latin American cities

Nature-Based Solutions concepts and practices are being used worldwide as part of attempts to address societal challenges but have also been criticised for not dealing with deeper transformations needed to face urgent issues including biodiversity loss, climate change and inclusion. In this paper, we explore how an inclusive, integrated and long-sighted approach, emphasising a more radical integration of nature within cities, might support the transformations needed to endure major contemporary challenges. Addressing important emerging critiques of Nature-Based Solutions, we consider the potential of a more incisive form of Nature-Based Thinking (NBT) in cities, based on more holistic perspectives. The paper draws on a reflective and iterative research process that engaged both the research and practice communities through a symposium and a series of futures workshops that together explored the potential of NBT to develop future nature-cities relations in Europe and Latin America. The results of the reflective process suggest that notions of nature with people—not for people— new organisational structures, and the intention and capacity to apply long-term perspectives, are needed when planning for NBS interventions aimed at sustainable urban development. This includes developing a cultural-structural change based on new and inclusive understandings of human–nature relations, and novel governance paradigms that allow cross-sectoral coordination and engagement of local stakeholders beyond formal organisational structures.