Dynamic Organizations: Achieving Marketplace Agility Through Workforce Scalability

Dynamic organizations (DOs) operate in business environments characterized by frequent and discontinuous change, They compete on the basis of marketplace agility; that is on their ability to generate a steady stream of both large and small innovations in products, services, solutions, business models, and even internal processes that enable them to leapfrog and outmaneuver current and would-be competitors and thus eke out a series of temporary competitive advantages that might, with luck, add up to sustained success over time. Marketplace agility requires the ongoing reallocation of resources, including human resources. We use the term workforce scalability to capture the capacity of an organization to keep its human resources aligned with business needs by transitioning quickly and easily from one human resource configuration to another and another, ad infinitum. We argue that marketplace agility is enhanced by workforce agility because it is likely to meet the four necessary and sufficient conditions postulated by the resource based view (RBV) of the firm – valuable, rare, inimitable, and non-substitutable – if it can be attained. Our analysis therefore concludes by focusing on the two dimensions of workforce scalability – alignment and fluidity – and postulating a number of principles that might be used to guide the design of an HR strategy that enhances both. Throughout the paper, key concepts are illustrated using the experiences of Google, the well-known Internet search firm. Because the analysis is speculative and intended primarily to pique the interest of researchers and practitioners, the paper ends with a number of important questions that remain to be clarified

MorphoSys: efficient colocation of QoS-constrained workloads in the cloud

In hosting environments such as IaaS clouds, desirable application performance is usually guaranteed through the use of Service Level Agreements (SLAs), which specify minimal fractions of resource capacities that must be allocated for unencumbered use for proper operation. Arbitrary colocation of applications with different SLAs on a single host may result in inefficient utilization of the host’s resources. In this paper, we propose that periodic resource allocation and consumption models -- often used to characterize real-time workloads -- be used for a more granular expression of SLAs. Our proposed SLA model has the salient feature that it exposes flexibilities that enable the infrastructure provider to safely transform SLAs from one form to another for the purpose of achieving more efficient colocation. Towards that goal, we present MORPHOSYS: a framework for a service that allows the manipulation of SLAs to enable efficient colocation of arbitrary workloads in a dynamic setting. We present results from extensive trace-driven simulations of colocated Video-on-Demand servers in a cloud setting. These results show that potentially-significant reduction in wasted resources (by as much as 60%) are possible using MORPHOSYS.National Science Foundation (0720604, 0735974, 0820138, 0952145, 1012798

Social Mobility in Ireland in the 1990s - Evidence from the 1994 Living in Ireland Survey

In this paper we seek to update findings relating to class mobility outcomes and processes in the Republic of Ireland employing data from the Living in Ireland Survey which was carried out in 1994. We also provide an evaluation of a measured variable model of the mobility process developed on an earlier data set. Our findings confirm that transformation of the class structure has been associated with substantial levels of social mobility. At the same time inequalities of opportunity as reflected in the underlying patterns of social fluidity remain substantial and are constant across cohorts. Gender differences are almost entirely a consequence of occupational segregation and there is no evidence that the underlying processes of class disadvantage operate differently for men and women.

Cultures of caste and rural development in the social network of a south Indian village

Cultures of caste in much of rural India have become entangled with institutions of rural development. In community-driven development, emphasis on “local resource persons” and “community spokespersons” has created new opportunities for brokerage and patronage within some villages, which interact with existing forms of authority and community afforded by caste identity and intra-caste headmanship. In this article, we study how these entangled cultures of caste and development translate into social network structures using data on friendship ties from a south Indian village. We find that although caste continues to be important in shaping community structures and leadership in the village’s network, its influence varies across different communities. This fluidity of caste’s influence on community network structures is argued to be the result of multiple distinct yet partially overlapping cultural-political forces, which include sharedness afforded by caste identity and new forms of difference and inequality effected through rural development

MORPHOSYS: efficient colocation of QoS-constrained workloads in the cloud

In hosting environments such as IaaS clouds, desirable application performance is usually guaranteed through the use of Service Level Agreements (SLAs), which specify minimal fractions of resource capacities that must be allocated for use for proper operation. Arbitrary colocation of applications with different SLAs on a single host may result in inefficient utilization of the host’s resources. In this paper, we propose that periodic resource allocation and consumption models be used for a more granular expression of SLAs. Our proposed SLA model has the salient feature that it exposes flexibilities that enable the IaaS provider to safely transform SLAs from one form to another for the purpose of achieving more efficient colocation. Towards that goal, we present MorphoSys: a framework for a service that allows the manipulation of SLAs to enable efficient colocation of workloads. We present results from extensive trace-driven simulations of colocated Video-on-Demand servers in a cloud setting. The results show that potentially-significant reduction in wasted resources (by as much as 60%) are possible using MorphoSys.First author draf

Dynamic Organizations: Achieving Marketplace and Organizational Agility with People

Driven by dynamic competitive conditions, an increasing number of firms are experimenting with new, and what they hope will be, more dynamic organizational forms. This development has opened up exciting theoretical and empirical venues for students of leadership, business strategy, organizational theory, and the like. One domain that has yet to catch the wave, however, is strategic human resource management (SHRM). In an effort to catch up, we here draw on the dynamic organization (DO) and human resource strategy (HRS) literatures to delineate both a process for uncovering and the key features of a carefully crafted HRS for DOs. The logic is as follows. DOs compete through marketplace agility. Marketplace agility requires that employees at all levels engage in proactive, adaptive, and generative behaviors, bolstered by a supportive mindset. Under the right conditions, the essential mindset and behaviors, although highly dynamic, are fostered by a HRS centered on a relatively small number of dialectical, yet paradoxically stable, guiding principles and anchored in a supportive organizational infrastructure. This line of reasoning, however, rests on a rather modest empirical base and, thus, is offered less as a definitive statement than as a spur for much needed additional research

Distributed Leadership for Equity and Learning

Creative Commons Attribution 3.0 Unported (CC BY 3.0)This paper explains the foundations and development of the concept of distributed leadership for equity and learning (DLE), undertaken as part of the work of the European Policy Network on School Leadership. It draws from research and reviews of research into distributed leadership and work on social justice, democratic leadership and a rich conception of democracy (holistic democracy). The importance of the concept of DLE is that, unlike most other approaches to distributed leadership, it integrates values of democracy, holistic learning and social justice into its definition. This has significant practical implications. For example, where DLE is adopted as a guiding definition, it helps to ensure that issues such as inequalities in participation, exclusion, the value of collaborative learning and factors important in creating the conditions for developing democratic citizenship are less likely to be marginalised when initiating or enhancing distributed leadership. The conceptualisation of DLE is offered as a resource and guide where there is a will to make education participative, collaborative and a more fulfilling and self-affirming experience for all.Peer reviewedFinal Published versio

The modern worker: a framework for individual choice

The new world of work is upon us and with it brings a period of constant change and new workplace challenges (Bauman, 2000 and Canzler, Kaufmann and Kesselring, 2008). Mirroring societal changes of a focus on the individual, movement from deferred to instant gratification and a desire for flexibility; the modern workforce is changing. Previous research has taken a top down approach, focusing on a governmental and organisational perspective on the future of work (See Hyman and Summers, 2007 and Lewis et al. 2008). This paper takes a bottom up approach, exploring what the modern worker looks like and questions what is shaping individual work choices. The paper draws on findings from a wider piece of ethnographic research which included interviews with lifestyle orientated workers. Findings reflect current work relations tensions with a movement away from governmental and organisational control towards individuals regulating and controlling workplace policies

Exploring continuous organisational transformation as a form of network interdependence

In this paper we examine the problematic area of continuous transformation. We conduct our analysis from three theoretical perspectives: the resource based view, social network theory, and stakeholder theory. We found that the continuous transformation can be explained through the concept of Network Interdependence. This paper describes Network Interdependence and develops theoretical propositions from a synthesis of the three theories. Our contribution of Network Interdependence offers fresh insights into managing complex change and offers new ways of looking at organisational transformation