The Mirroring Hypothesis: Theory, Evidence and Exceptions

The mirroring hypothesis predicts that the organizational patterns of a development project (e.g. communication links, geographic collocation, team and firm co-membership) will correspond to the technical patterns of dependency in the system under development. Scholars in a range of disciplines have argued that mirroring is either necessary or a highly desirable feature of development projects, but evidence pertaining to the hypothesis is widely scattered across fields, research sites, and methodologies. In this paper, we formally define the mirroring hypothesis and review 102 empirical studies spanning three levels of organization: within a single firm, across firms, and in open community-based development projects. The hypothesis was supported in 69% of the cases. Support for the hypothesis was strongest in the within-firm sample, less strong in the across-firm sample, and relatively weak in the open collaborative sample. Based on a detailed analysis of the cases in which the mirroring hypothesis was not supported, we introduce the concept of actionable transparency as a means of achieving coordination without mirroring. We present examples from practice and describe the more complex organizational patterns that emerge when actionable transparency allows designers to 'break the mirror.'Modularity, innovation, product and process development, organization design, design structure, organizational structure, organizational ties

Spectral convergence in tapping and physiological fluctuations: coupling and independence of 1/f noise in the central and autonomic nervous systems.

When humans perform a response task or timing task repeatedly, fluctuations in measures of timing from one action to the next exhibit long-range correlations known as 1/f noise. The origins of 1/f noise in timing have been debated for over 20 years, with one common explanation serving as a default: humans are composed of physiological processes throughout the brain and body that operate over a wide range of timescales, and these processes combine to be expressed as a general source of 1/f noise. To test this explanation, the present study investigated the coupling vs. independence of 1/f noise in timing deviations, key-press durations, pupil dilations, and heartbeat intervals while tapping to an audiovisual metronome. All four dependent measures exhibited clear 1/f noise, regardless of whether tapping was synchronized or syncopated. 1/f spectra for timing deviations were found to match those for key-press durations on an individual basis, and 1/f spectra for pupil dilations matched those in heartbeat intervals. Results indicate a complex, multiscale relationship among 1/f noises arising from common sources, such as those arising from timing functions vs. those arising from autonomic nervous system (ANS) functions. Results also provide further evidence against the default hypothesis that 1/f noise in human timing is just the additive combination of processes throughout the brain and body. Our findings are better accommodated by theories of complexity matching that begin to formalize multiscale coordination as a foundation of human behavior

Governing cyber security through networks : an analysis of cyber security coordination in Belgium

While governments develop formal and informal structures or 'networks' to promote collaboration between governmental departments and agencies, there remains uncertainty on how to set up and develop cyber security networks. The latter is demonstrated when taking recent developments in the field of cyber security in Belgium into consideration. The 2012 decision to create the Belgian cyber security centre seems to entail a move towards a 'Weberian' hierarchical network coordination approach rather than the development of a cyber security network organisation. This article claims that - as the threats of cyber are becoming more complex - there is a growing need for governmental agencies to expand horizontal coordination mechanisms. From this follows, the growing demand for criminological research into the managerial aspects of cyber security networks. Generating knowledge on how to manage networks is required as the latter is not only decisive for the effectiveness and efficiency of cyber security networks but also contributes to the overall network cyber security governance

Governing cyber security through networks : an analysis of cyber security coordination in Belgium

While governments develop formal and informal structures or 'networks' to promote collaboration between governmental departments and agencies, there remains uncertainty on how to set up and develop cyber security networks. The latter is demonstrated when taking recent developments in the field of cyber security in Belgium into consideration. The 2012 decision to create the Belgian cyber security centre seems to entail a move towards a 'Weberian' hierarchical network coordination approach rather than the development of a cyber security network organisation. This article claims that - as the threats of cyber are becoming more complex - there is a growing need for governmental agencies to expand horizontal coordination mechanisms. From this follows, the growing demand for criminological research into the managerial aspects of cyber security networks. Generating knowledge on how to manage networks is required as the latter is not only decisive for the effectiveness and efficiency of cyber security networks but also contributes to the overall network cyber security governance

Collaborative design : managing task interdependencies and multiple perspectives

This paper focuses on two characteristics of collaborative design with respect to cooperative work: the importance of work interdependencies linked to the nature of design problems; and the fundamental function of design cooperative work arrangement which is the confrontation and combination of perspectives. These two intrinsic characteristics of the design work stress specific cooperative processes: coordination processes in order to manage task interdependencies, establishment of common ground and negotiation mechanisms in order to manage the integration of multiple perspectives in design

Critical Factors and Multisite Implementation of ERP: A Case Study in the UAE

Despite extensive studies in the ERP literature, little empirical understanding has been reached in relation to ERP implementation experiences in developing markets, particularly in the UAE context. Derived from the notions of critical successful factors and multisite implementation, two of widely researched areas in ERP studies, this paper thus seeks to provide practical insights about organizations’ ERP implementation experiences in the UAE setting. More specifically, it describes and contrasts critical factors and multisite implementation experiences in two case organizations situated in the UAE. These case organizations, one being categorized as a global company and the other local, provide interesting comparison of ERP implementation because of their complementary organizational structure and business strategies. In contrast to traditional ERP frameworks’ suggestions, these case organizations’ experiences reveal that contemporary ERP implementations might be more complex than previously expected since none of these case organizations’ ERP experiences follows suggestions made by frameworks based. Further discussion about how to better understand and examine maturing ERP technology in an increasingly globalized business environment such as the UAE is provided

Organizational time: a dialectical view

We present twelve propositions constituting a contribution to a contingency view of time in organizations and synthesize apparently opposite perspectives of time. To articulate them, we relate the planning, action and improvisation strategic orientations to the dependent, independent and interdependent perspectives of the environment. Then, we relate these strategic orientations related to approaches to the problems of scheduling, synchronization and time allocation. Action strategies rely on event time to handle scheduling, use entrainment to synchronize with their environment and view time as linear. Planning strategies use even time to handle scheduling, impose their internal pacing upon the environment and view time as cyclic. Improvisation strategies use even-event time to handle scheduling, synchronize via internal-external pacing and hold a spiral view of time. Our argument strengthens the case for a more deliberate approach to time in organizations and favors a dialectical view of organizational phenomena.action, contingency, dialectics, improvisation, planning, synthesis, time