A Task-Based Approach to Organization: Knowledge, Communication and Structure

We bridge a gap between organizational economics and strategy research by developing a task-based approach to analyze organizational knowledge, process and structure, and deriving testable implications for the relation between production and organizational structure. We argue that organization emerges to integrate disperse knowledge and to coordinate talent in production and is designed to complement the limitations of human ability. The complexity of the tasks undertaken determines the optimal level of knowledge acquisition and talent. The relations between tasks, namely, complementarities or substitutabilities and synergies, determine the allocation of knowledge among members of the organization. Communication shapes the relation between individual talent, and governs the organizational process and structure that integrates disperse knowledge to perform tasks more efficiently. Organization structure can also be deliberately designed ex ante to correct bias of individual judgement, the extent to which is dependent on the attributes of tasks. Organization process and the routinized organizational structure are the core of organizational capital, which generates rent and sustains organizational growth. This task-based approach enriches the existing body of organization studies, in particular the knowledge-based theory of the firm and the dynamic capabilities theory.task-based approach, complementarities, tacit knowledge, codifiable knowledge, code,vertical communication, horizontal communication, organizational architecture, decision bias

Welfare Theory: History and Modern Results

This paper contains a fairly brief, but self-contained, version of the history of welfare economics, as well as the more modern welfare results. We introduce public goods and asymmetric information, and we hint at some of the modern mechanism design results. The paper also contains a section on welfare measures in a dynamic economy.Welfare Theory;

A Meta-model of Alignment

The literature on IS alignment is extensive, has developed significantly in the last twenty-five years, and is itself based on fifteen years of prior work exploring the strategic possibilities of information systems. Several important models have now been developed, but it is not always clear how they relate to each other. This can be problematic for practitioners, as it is not clear how, and indeed when, alignment can benefit an organization. It can be problematic for academics, in that gaps and areas for further research cannot be systematically identified. Furthermore, most alignment studies are motivated by two considerations that have themselves changed over time. First, IS alignment can bring strategic benefits to an organization, and second, alignment is consistently ranked highly as a key issue for IS managers. Over twenty-five years, there have been several key developments in strategic theory, and the issues being addressed by IS managers have changed significantly. This article addresses both problems by providing a meta-model of alignment studies, based on their relationship to different strategic theories. It populates the meta-model with examples of previous studies and demonstrates how it can be used by practitioners and academics

Resources, Capabilities, and Routines in Public Organization

States, state agencies, multilateral agencies, and other non-market actors are relatively under-studied in the strategic entrepreneurship literature. While important contributions examining public decision makers have been made within the agency-theoretic and transaction-cost traditions, there is little research that builds on resource-based, dynamic capabilities, and behavioral approaches to organizations. Yet public organizations can be usefully characterized as stocks of physical, organizational, and human resources; they interact with other organizations in pursuing a type of competitive advantage; they can possess excess capacity, and may grow and diversify in part according to Penrosean (dynamic) capabilities and behavioral logic. Public organizations may be managed as stewards of resources, capabilities, and routines. This paper shows how resource-based, (dynamic) capabilities, and behavioral approaches shed light on the nature and governance of public organizations and suggests a research agenda for public entrepreneurship that reflects insights gained from applying strategic management theory to public organization.

Strategies for including cloud-computing into an engineering modeling workflow

With the advent of cloud computing, high-end computing, networking, and storage resources are available on-demand at a relatively low price point. Internet applications in the consumer and increasingly in the enterprise space are making use of these resources to upgrade existing applications and build new ones. This is made possible by building decentralized applications that can be integrated with one another through web-enabled application programming interfaces (APIs). However, in the fields of engineering and computational science, cloud computing resources have been utilized primarily to augment existing high-performance computing hardware, but engineering model integrations still occur by the use of software libraries. In this research, a novel approach is proposed where engineering models are constructed as independent services that publish web-enabled APIs. To enable this, the engineering models are built as stateless microservices that solve a single computational problem. Composite services are then built utilizing these independent component models, much like in the consumer application space. Interactions between component models is orchestrated by a federation management system. This proposed approach is then demonstrated by disaggregating an existing monolithic model for a cookstove into a set of component models. The component models are then reintegrated and compared with the original model for computational accuracy and run-time. Additionally, a novel engineering workflow is proposed that reuses computational data by constructing reduced-order models (ROMs). This framework is evaluated empirically for a number of producers and consumers of engineering models based on computation and data synchronization aspects. The framework is also evaluated by simulating an engineering design workflow with multiple producers and consumers at various stages during the design process. Finally, concepts from the federated system of models and ROMs are combined to propose the concept of a hybrid model (information artefact). The hybrid model is a web-enabled microservice that encapsulates information from multiple engineering models at varying fidelities, and responds to queries based on the best available information. Rules for the construction of hybrid models have been proposed and evaluated in the context of engineering workflows

Synergistic effects of organizational innovation practices and firm performance

Organizational innovation has been shown to be favourable for technological innovation. However, the question of which organizational practices should be combined ? and thus of their compatibility ? remains unanswered. We here empirically investigate the complementarities between different organizational practices (business practices, knowledge management, workplace organization and external relations). Firm-level data were drawn from the Community Innovation Survey (CIS) carried out in 2008 in Luxembourg. Supermodularity tests provide evidence of the impact of complementary asset management to raise firms? innovative performance. The organizational practices? combinations differ according to whether the firm is in the first step of the innovation process (i.e. being innovative) or in a later step (i.e. performing as far as innovation is concerned). When adopting organizational practices, managers should therefore be aware of their effects on technological innovation. These results also have implications for public policies in terms of innovation support.Complementarities; Organizational innovation; Technological innovations; Supermodularity; Innovative performance