Political Entrepreneurship and Institutional Change: an Evolutionary Approach

The paper is a contribution to the theory of institutional change. Using a process-based, evolutionary framework, a comparative analysis of economic and political entrepreneurship is provided and implications are derived for the role of political entrepreneurship, and the element of agency in general, for the evolution of formal institutions and institutional innovation.Institutional change; entrepreneurship; market process theory; evolutionary approach

Market Frictions, Governance and Economic Rents: Taking Stock and Looking Ahead

This paper develops a more unified organizational economics theory within Strategy. We begin with perfectly competitive markets derived from the first fundamental welfare theorem of economics, and develop a parsimonious typology of market frictions. We show how two primary questions in Strategy--why firms exist and why some firms outperform others--can be evaluated from this market frictions logic. Building on this logic enables more systematic explanations and predictions concerning governance structures and economic rents in Strategy research.

Globalization and Trust: Theory and Evidence from Cooperatives

We study the effect of globalization on the stock of trust in organizations. We present a simple model of endogenous trust and show that contrary to centralized hierarchies (pure limited liability firms), decentralized organizational structures (cooperatives) foster the emergence of trust. We treat organizations as directly observable ‘summary statistics’ for underlying trust and ask what will be the fate of trust as the world becomes increasingly globalized. Because the cooperative is an intrinsically less efficient organizational form and globalization implies harsher competitive pressures, conventional wisdom suggests that the viability of cooperatives is in jeopardy. We show that this is not necessarily true. If the increase in competition is bundled with an increase in uncertainty and risk, the cooperative may become a more efficient organizational form. We conclude that globalization does not necessarily erode trust. The case of Mondragón Corporación Cooperativa is used to motivate assumptions and illustrate the results.http://deepblue.lib.umich.edu/bitstream/2027.42/39978/3/wp592.pd

Designing Integrated Conflict Management Systems: Guidelines for Practitioners and Decision Makers in Organizations

A committee of the ADR (alternative dispute resolution) in the Workplace Initiative of the Society of Professionals in Dispute Resolution (SPIDR) prepared this document for employers, managers, labor representatives, employees, civil and human rights organizations, and others who interact with organizations. In this document we explain why organizations should consider developing integrated conflict management systems to prevent and resolve conflict, and we provide practical guidelines for designing and implementing such systems. The principles identified in this document can also be used to manage external conflict with customers, clients, and the public. Indeed, we recommend that organizations focus simultaneously on preventing and managing both internal and external conflict. SPIDR recognizes that an integrated conflict management system will work only if designed with input from users and decision makers at all levels of the organization. Each system must be tailored to fit the organization\u27s needs, circumstances, and culture. In developing these systems, experimentation is both necessary and healthy. We hope that this document will provide guidance, encourage experimentation, and contribute to the evolving understanding of how best to design and implement these systems

Commercial heads, social hearts? Organizational changes and effects of civil society organizations becoming more business-like: a literature review

A growing body of literature points at the increasing hybridization of civil society organizations (CSOs) by incorporating entrepreneurial practices, values and ideas, but also focuses on the presumed risks of non-profits becoming more ‘business-like’. The central question to this debate is whether non-profit organizations are able to adopt for-profit practices and yet perform their social mission. Touching upon the larger issue of welfare governance, the hybridization of civil society organizations is a rather politicised issue drawing both public and academic criticism ranging from cautious warnings to wholehearted opposition. However, in this – often normative – discussion, the impact of becoming business-like on the organizational level tends to be overlooked. The distinction between non-profit and business-like concepts are only clearly distinguished in terms of goals, i.e. on the level of mission and strategy, in contrast to governance arrangements and management practices. Although much of the non-profit management literature aims to support non-profit managers, research on how ‘becoming business-like’ is practically implemented in the non-profit context as well as the perceived effects is fragmentary of nature and understudied. A more fine-grained analysis is further complicated by a multitude of overlapping yet distinct concepts. Based on a systematic study of the international literature, this paper addresses this lacuna by mapping the internal changes and effects as a result of a more ‘business-like’ manner of organization within non-profits over the last 25 years as well as by providing a clear conceptual outline. The focus is on the (re-)definition of civil society organizations’ missions and strategies, on changing governance arrangements and shifting management practice

Fingerprints of the Visible Hand. Chandlerian Organizations and their Inward Looking Malaise

This paper investigates the relationships between firm organization attributes, namely a structure á la Chandler, and their inward looking or “exploitation” attitude in R&D and innovation. We argue that because of sunk costs and learning processes an inward looking behavior is a consequence of increases in firm size. However, it is also produced by an organizational model based on hierarchical managerial decisions, typical of the Chandlerian firms, that is not directly related to size. We find that the US States populated by larger firms show a higher share of patent self-citations normalized by their share of world patents. Even after controlling for firm size, a proxy for the extent of firm divisionalization in the States exhibits a significant effect on patent self-citations normalized by patent shares. This supports our point that the inward looking behavior of the Chandlerian firms is not just a consequence of size, but also of the Chandlerian organizational model. Among other things, this suggests that “exploration”, which leads to the opening of new innovation trajectories, requires not only small firms, but also different organizational setups and decision processes.Patents, Self-citations, Chandlerian Firm, Inward looking, Inertia

Electronic information sharing in local government authorities: Factors influencing the decision-making process

This is the post-print version of the final paper published in International Journal of Information Management. The published article is available from the link below. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. Copyright @ 2013 Elsevier B.V.Local Government Authorities (LGAs) are mainly characterised as information-intensive organisations. To satisfy their information requirements, effective information sharing within and among LGAs is necessary. Nevertheless, the dilemma of Inter-Organisational Information Sharing (IOIS) has been regarded as an inevitable issue for the public sector. Despite a decade of active research and practice, the field lacks a comprehensive framework to examine the factors influencing Electronic Information Sharing (EIS) among LGAs. The research presented in this paper contributes towards resolving this problem by developing a conceptual framework of factors influencing EIS in Government-to-Government (G2G) collaboration. By presenting this model, we attempt to clarify that EIS in LGAs is affected by a combination of environmental, organisational, business process, and technological factors and that it should not be scrutinised merely from a technical perspective. To validate the conceptual rationale, multiple case study based research strategy was selected. From an analysis of the empirical data from two case organisations, this paper exemplifies the importance (i.e. prioritisation) of these factors in influencing EIS by utilising the Analytical Hierarchy Process (AHP) technique. The intent herein is to offer LGA decision-makers with a systematic decision-making process in realising the importance (i.e. from most important to least important) of EIS influential factors. This systematic process will also assist LGA decision-makers in better interpreting EIS and its underlying problems. The research reported herein should be of interest to both academics and practitioners who are involved in IOIS, in general, and collaborative e-Government, in particular

Promoting Digital Innovation for Sustainability in the Public Sector

Digital technologies and their uptake in society have advanced more rapidly than any innovation in history. However, research into how the public sector uses digital innovation has been slow to develop. Government has an essential role to play in sustainability by setting and enforcing policies around subjects such as pollution and carbon taxes, making digital innovation in government critical for digital sustainability. Further, the public sector’s values and priorities differ from those of the private sector, which confounds simple comparisons in areas such as digital ways of working and efficiency drivers. This paper draws on the public management literature and uses an exploratory and interpretive field study of a leading digital government. The research identifies six barriers to digital innovation within the New South Wales government, a world-leader in digital integration. The barriers are: varying digital maturity, non-digital mindset, slow mobilization, service-based silos, premature solutioning, and failure to align investment in digital innovation with broader government priorities. The paper identifies initiatives enabling world-class digital innovation and driving effective change. These enablers are structural service integration, ecosystem engagement, technology modernization, customer-centric strategies and processes, and agility in management. This paper finds that digital capability gaps and core rigidities interact requiring a comprehensive approach to realize the significant benefits offered to citizens and the environment