Using bricolage to facilitate emergent collectives in SMEs

Starting a new business is often done in a realm of improvisation if resources are scarce and the business horizon is far from clear. Strategic improvisation occurs when the design of novel activities unite. We conducted an investigation of so called ‘emergent collectives’ in the context of a small and medium-sized enterprise (SME). Emergent collectives are networks of information nodes with minimal central control and largely controlled by a protocol specification where people can add nodes to the network and have a social incentive to do so. We considered here emergent collectives around an enterprise resources planning (ERP) software and a customer relation management (CRM) software in two open source software (OSS) communities. We investigated how the use of bricolage in the context of a start-up microenterprise can facilitate the adoption of an information system (IS) based on emergent collectives. Bricolage is an improvisational approach that allows learning form concrete experience. In our case study we followed the inception of a new business initiative up to the implementation of an IS, during a period of two years. The case study covers both the usefulness of bricolage for strategic improvisation and for entrepreneurial activity in a knowledge-intensive new business. We adopted an interpretative research strategy and used participatory action research to conduct our inquiry. Our findings lead to the suggestion that emergent collectives can be moulded into a usable set of IS resources applicable in a microenterprise. However the success depends heavily on the ICT managerial and technological capabilities of the CEO and his individual commitment to the process of bricolage. Our findings also show that open ERP and CRM software are not passing delusions. These emergent collectives will not take over proprietary ERP and CRM software all of a sudden, but clearly the rules of the game are slowly changing due to the introduction of new business models. The study contributes to the research of OSS as emergent collectives, bricolage and IS adoption in SMEs

Contingency Factors of Virtual Organizations’ Emergence

Business organizations are permanently influenced by contingency factors which generate profound changes in their emergence, structures and forms. Globalization, technological progress, and changes in society are foundations of networked organization emergence. In the actual economic, social and technological contexts, progress assumes interdependence of many contingency factors that are in mutual interaction. The organizations integration in virtual organizations generates positive effects through which organizations become competitive and cope with the dynamics and turbulence of the business environment. Progress in areas such as networks of communications, telecommunications, information technology and social changes are preconditions for the emergence of the knowledge-based society and of the interconnected society in which new structures emerge that allow business activities and processes to unfold in a collaborative manner. The integration of organizations, especially of small and medium-sized enterprises, into networks of organizations, has become an important goal in the current economic environment, as the organizations are striving to become more competitive, to build skills and have access to know-how. To cope with changes and complexity of business sectors, the organizations seek to become more competitive by developing new business models, strategies and governance principles, processes, internal structures based on new organizational capabilities and resources. The identification and analysis of contingency factors of the emergence of virtual organizations are issues that can highlight the distinctive features of virtual organizations compared to other organizational forms, but also the differences between them and other network-type structures.virtual organizations, networked organizations, organizational structures, collaborative structures

El modelo de agilidad de la fuerza laboral dependiente de los conductores, estrategias, prácticas y resultados

For the time being, organizations throughout the world are in an environment that is constantly changing in various aspects including technological developments, customers’ preferences, emerging markets, and globalization. In this environment, the concept of agility, especially workforce agility is a valuable tool for organizations and can assist them considerably to cope with this situation. Given a substantial number of scholars have studied the concept of agility from the technical point of view up until now, and have neglected the human resource aspect, this study aims to, first of all, investigate the concept of workforce agility through a model incorporating drivers, practices, strategies advocating and stimulating the implementation of this concept and examine the relationships between these variables and second of all determine the results of implementing workforce agility system. The sample of the present study was selected from the staff and managers of the Ports and Maritime Organization of Iran, who had a bachelor's degree or higher and were working in the field of human resource management. Besides, we used a questionnaire to evaluate the variable. According to the findings, except for the relationship between drivers and implementation results all other relationships between drivers, practices, strategies, and results have been supported.         Por el momento, las organizaciones de todo el mundo se encuentran en un entorno que cambia constantemente en varios aspectos, incluidos los desarrollos tecnológicos, las preferencias de los clientes, los mercados emergentes y la globalización. En este entorno, el concepto de agilidad, especialmente la agilidad de la fuerza laboral, es una herramienta valiosa para las organizaciones y puede ayudarlas considerablemente a hacer frente a esta situación. Dado que un número sustancial de académicos han estudiado el concepto de agilidad desde el punto de vista técnico hasta ahora, y han descuidado el aspecto de recursos humanos, este estudio tiene como objetivo, en primer lugar, investigar el concepto de agilidad de la fuerza laboral a través de un modelo que incorpora impulsores. , prácticas, estrategias que propugnan y estimulan la implementación de este concepto y examinan las relaciones entre estas variables y, en segundo lugar, determinan los resultados de la implementación del sistema de agilidad laboral. La muestra del presente estudio fue seleccionada entre el personal y los gerentes de la Organización de Puertos y Marítima de Irán, que tenían una licenciatura o un título superior y trabajaban en el campo de la gestión de recursos humanos. Además, utilizamos un cuestionario para evaluar la variable. Según los hallazgos, a excepción de la relación entre los impulsores y los resultados de la implementación, se han respaldado todas las demás relaciones entre los impulsores, las prácticas, las estrategias y los resultados

The model of workforce agility dependent on drivers, strategies, practices, and results

For the time being, organizations throughout the world are in an environment that is constantly changing in various aspects including technological developments, customers’ preferences, emerging markets, and globalization. In this environment, the concept of agility, especially workforce agility is a valuable tool for organizations and can assist them considerably to cope with this situation. Given a substantial number of scholars have studied the concept of agility from the technical point of view up until now, and have neglected the human resource aspect, this study aims to, first of all, investigate the concept of workforce agility through a model incorporating drivers, practices, strategies advocating and stimulating the implementation of this concept and examine the relationships between these variables and second of all determine the results of implementing workforce agility system. The sample of the present study was selected from the staff and managers of the Ports and Maritime Organization of Iran, who had a bachelor's degree or higher and were working in the field of human resource management. Besides, we used a questionnaire to evaluate the variable. According to the findings, except for the relationship between drivers and implementation results all other relationships between drivers, practices, strategies, and results have been supported

A rush of blood to the head: Temporal dimensions of retrenchment, environment and turnaround performance

In this work we test the general assumption in the turnaround literature that time is critical for firm survival, especially during the retrenchment stage.We study three time dimensions of change at this stage: timing, speed and rhythm. Drawing on the downward spiral and threat-rigidity perspectives, we posit that the positive impact these time dimensions have on turnaround performance is highly contingent on two types of environment. Our findings, based on a sample of 263 declining US firms over a 26-year period (1983e2009), demonstrate that an early timing of retrenchment has a positive impact on performance when the environment is munificent. On the contrary, an early timing has a negative impact when the environment is dynamic. We also note that a fast pace of retrenchment positively impacts firm performance in dynamic environments. Finally, we find that declining firms display better performances when following an irregular rhythm of retrenchment, both in highly munificent and highly dynamic environments. Our results indicate that, in general, declining firm performance improves with time-aggressive retrenchment actions in both types of environment. We discuss the contribution of our research to the turnaround literature, and the downward spiral and threat-rigidity perspective

Simplexity: A Hybrid Framework for Managing System Complexity

Knowledge management, management of mission critical systems, and complexity management rely on a triangular support connection. Knowledge management provides ways of creating, corroborating, collecting, combining, storing, transferring, and sharing the know-why and know-how for reactively and proactively handling the challenges of mission critical systems. Complexity management, operating on “complexity” as an umbrella term for size, mass, diversity, ambiguity, fuzziness, randomness, risk, change, chaos, instability, and disruption, delivers support to both knowledge and systems management: on the one hand, support for dealing with the complexity of managing knowledge, i.e., furnishing criteria for a common and operationalized terminology, for dealing with mediating and moderating concepts, paradoxes, and controversial validity, and, on the other hand, support for systems managers coping with risks, lack of transparence, ambiguity, fuzziness, pooled and reciprocal interdependencies (e.g., for attaining interoperability), instability (e.g., downtime, oscillations, disruption), and even disasters and catastrophes. This support results from the evident intersection of complexity management and systems management, e.g., in the shape of complex adaptive systems, deploying slack, establishing security standards, and utilizing hybrid concepts (e.g., hybrid clouds, hybrid procedures for project management). The complexity-focused manager of mission critical systems should deploy an ambidextrous strategy of both reducing complexity, e.g., in terms of avoiding risks, and of establishing a potential to handle complexity, i.e., investing in high availability, business continuity, slack, optimal coupling, characteristics of high reliability organizations, and agile systems. This complexity-focused hybrid approach is labeled “simplexity.” It constitutes a blend of complexity reduction and complexity augmentation, relying on the generic logic of hybrids: the strengths of complexity reduction are capable of compensating the weaknesses of complexity augmentation and vice versa. The deficiencies of prevalent simplexity models signal that this blended approach requires a sophisticated architecture. In order to provide a sound base for coping with the meta-complexity of both complexity and its management, this architecture comprises interconnected components, domains, and dimensions as building blocks of simplexity as well as paradigms, patterns, and parameters for managing simplexity. The need for a balanced paradigm for complexity management, capable of overcoming not only the prevalent bias of complexity reduction but also weaknesses of prevalent concepts of simplexity, serves as the starting point of the argumentation in this chapter. To provide a practical guideline to meet this demand, an innovative model of simplexity is conceived. This model creates awareness for differentiating components, dimensions, and domains of complexity management as well as for various species of interconnectedness, such as the aligned upsizing and downsizing of capacities, the relevance of diversity management (e.g., in terms of deviations and errors), and the scope of risk management instruments. Strategies (e.g., heuristics, step-by-step procedures) and tools for managing simplexity-guided projects are outlined

Leading in a VUCA World

The current COVID-19 virus has put the entire world in lockdown, creating one of the worst times of a VUCA world. The changes that are happening because of the pandemic are large scale and occur suddenly. There is a shortage of leadership everywhere. Leaders are unprepared to lead effectively. In this fast-changing and disruptive environment, command and control structures fail. Leaders are expected to act on incomplete or insufficient information. They do not know where to start to drive change as increased complexity makes it difficult. Leaders lack time to reflect and end up acting too quickly or acting too late as they get stuck in analysis paralysis. They are far removed from the source and are forced to act with a limited understanding of events and their meanings. The role and type of leadership are being tested as we are trying to come out of this crisis. Leaders cannot predict the future but need to make sense of it in order to thrive. This paper would analyse challenges that are being faced by leaders in this critical period and how these can be converted into opportunities like a vaccine for the virus

Sociology’s Rhythms: Temporal Dimensions of Knowledge Production

From the temporal perspective, this article examines shifts in the productionof sociological knowledge. It identifies two kinds of rhythms of sociology: 1) that of sociological standpoints and techniques of investigation and 2) that of contemporary academic life and culture. The article begins by discussing some of the existing research strategies designed to "chase"high-speed society. Some, predominantly methodological, currents are explored and contrasted with the "slow" instruments of sociological analysis composed of different, yet complementary, modes of inquiry. Against this background, the article stresses that it is through the tension between fast and slow modes of inquiry that sociology reproduces itself. The subsequent part explores the subjective temporal experience in contemporary academia. It is argued that increasing administration and auditing of intellectual work significantly coshapes sociological knowledge production not only by requiring academics to work faster due to an increasing volume of tasks, but also by normalizing time-pressure.The article concludes by considering the problem as to whether the increasing pace of contemporary academic life has detrimental consequences for the more organic reproductive rhythms of sociology

Developing an analytical framework to assess the uncertainty and flexibility mismatches across the supply chain

Purpose: The purpose of this paper is to discuss how decisions regarding organisational flexibility can be improved through targeted resource allocation, by focusing on the supply chain\u27s level of uncertainty exposure. Specifically, the issue of where and in what ways flexibility has been incorporated across the organisation\u27s supply chain is addressed. Design/methodology/approach: A two-phase methodology design based on literature review and case study was used. Using 83 journal articles in the areas of uncertainty and flexibility an analytical process for assessing uncertainty-flexibility mismatches was developed. Furthermore, results from ten interviews with senior/middle managers within the Australian manufacturing sector were used to provide preliminary insights on the usefulness and importance of the analytical process and its relationship with organisational practice. Findings: The paper emphasises the importance of having a systematic and encompassing view of uncertainty-flexibility mismatches across the supply chain, as well as the significance of socio-technical engagement. The paper both conceptually and empirically illustrates how, using a structured analytical process, flexibility requirements across the supply, process, control and demand segments of a supply chain might be assessed. A four-step analytical process was accordingly developed and, its application, usefulness and importance discussed using empirical data. Practical implications: The analytical process presented in this paper can assist managers to obtain a comprehensive overview of supply chain flexibility when dealing with situations involving uncertainty. This can facilitate and improve their decision-making with respect to prioritising attention on identified flexibility gaps in order to ensure stability of their performance. Originality/value: The paper presents a supply chain-wide discussion on the difficulties that uncertainty brings to organisations, and how organisational flexibility might serve to moderate those challenges for supply chain management. It discusses how to identify the flexibility gap and proposes an original analytical process for systematic assessment of uncertainty-flexibility mismatches. © Emerald Group Publishing Limited