STRUCTURAL DYNAMIC OF THE PUBLIC SECTOR AND MULTILEVEL GOVERNANCE: BETWEEN HIERARCHIES, MARKET AND NETWORK FORMS

In the current economic, social and political context, the problem of the competitiveness reform in public sector lies in the assumption of strategic approaches focused on meeting the public interest, with the lowest cost for society. The philosophy management which governs public sector reform tends to create new paradigms and contributes to shaping a new way of thinking and behavior. Central idea of this paper is that the two dominant models of administration: bureaucracy and governance, provides a range of institutional opportunities but also raises a number of barriers to strategic approaches to emerging public sector. Bureaucracy is for example, criticized because the lack of prioritization skills and lack of goals and also because lacks to stimulate innovation in the public sector. Bureaucracy leads to uniformity, flattening of public services. Governance model contains a number of similarities with the strategic approach in the public sector, when we talk about networks, interdependence and self-organizing nature of public administration. The issue that we are trying reveal to your attention is that the current institutional conditions are more complex than two models mentioned are able to cover. These new demands require the types of organizational structures based on flexible, decentralized structure to replace the traditional centralized, which now is totally inapplicable. Institutional framework may, for example, to provide an opportunity for the New Public Management, but also create a barrier to governance.bureaucracy, governance, public policy, networks, multilevel governance.

Taking a “Deep Dive”: What Only a Top Leader Can Do

Unlike most historical accounts of strategic change inside large firms, empirical research on strategic management rarely uses the day-to-day behaviors of top executives as the unit of analysis. By examining the resource allocation process closely, we introduce the concept of a deep dive, an intervention when top management seizes hold of the substantive content of a strategic initiative and its operational implementation at the project level, as a way to drive new behaviors that enable an organization to shift its performance trajectory into new dimensions unreachable with any of the previously described forms of intervention. We illustrate the power of this previously underexplored change mechanism with a case study, in which a well-established firm overcame barriers to change that were manifest in a wide range of organizational routines and behavioral norms that had been fostered by the pre-existing structural context of the firm.Strategic Change, Resource Allocation Process, Top-down Intervention

Information technology in construction: How to realise the benefits?

Advancement in the utilisation of computers has, in recent years, become a major, even dominating research and development target in the architecture, engineering and construction industry. However, in empirical investigations, no major benefits accruingfrom construction IT have been found. Why do the many IT applications, which when separately analysed seem so well justified, fail to produce positive impacts when the totality of the construction project is analysed? The objective of this chapter is to find the explanation for this paradox and to provide initial guidelines as to what should be done to correct the situation

Density and Strength of Ties in Innovation Networks: An Analysis of Multi-Media and Biotechnology

In this article we provide an empirical illustration of hypotheses, developed in the literature, on the role of density and strength of ties in innovation networks.We study both exploration and exploitation networks in the Dutch multimedia and pharmaceutical biotechnology industry.We find support for most of our hypotheses but not all.These findings, in line with the mixed results in the literature, seem to indicate that the distinction between exploration versus exploitation, albeit useful, is still too general.There may be a stronger sectoral effect in how exploration and exploitation settle in network structural properties than anticipated thus far.innovation;networks;density;strength of ties;governance;biotechnology;multimedia

The evolution of retail banking services in United Kingdom: a retrospective analysis

The purpose of this paper is to assess the sequence of technological changes occurred in the retail banking sector of the United Kingdom against the emergence of customer services by developing an evolutionary argument. The historical paradigm of Information Technology provides useful insights into the ‘learning opportunities’ that opened the way to endogenous changes in the banking activity such as the reconfiguration of its organizational structure and the diversification of the product line. The central idea of this paper is that innovation never occurs without simultaneous structural change. Thus, a defining property of the banking activity is the diachronic adaptation of formal and informal practices to an evolving technological dimension reflecting the extent to which the diffusion of innovation (re)generates variety of micro level processes and induces industry evolution.Information Technology; Retail Banking; History of Technology; Innovation Systems.

Cross-divisional innovation in large, multi-divisional firms: Economic relevance and managerial actions

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Reorganization and participation in decentralized platform ecosystems: evidence from blockchain forking

Like any organizational system, platform ecosystems reorganize to update its alignment with the internal and external environments. However, unlike reorganizations of centrally managed platforms performed by the owners, reorganizations of decentralized platforms ecosystems do not rely on formal authority. Instead, the network self-reorganizes to renew the structure, rules, and information to evolve. Little is known about how self-reorganizations influence the participation of various types of networks. In this study, we investigate nine reorganization events on Ethereum, a blockchain-based decentralized smart contract platform, to unpack how self-reorganization related to hard forking influence participation in the development, validation, transaction, and complementor networks. We find that, while participation increases across all networks show a small increase after hard forking events, more complex dynamics are at play within each network that builds on delicate trade-offs between participation structure, configuration, and incentives. Our findings have implications for blockchain research as well as for start-ups building decentralized applications on top of decentralized smart contract platforms