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Meta-organizations, such as joint ventures and other complex forms of inter-firm organizations, are characterized by the absence of formal authority. This lack of internal hierarchy can lead to severe conflicts between cooperating organizations and hence requires specific governance. This paper recognizes arbitration as an integral part of the orga...
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... Secondly, our focus revolves around recognizing that many of the SDG challenges at hand necessitate collaboration across geographical boundaries, communities, and diverse organizational structures (George et al. 2024;Pop et al. 2023). Building robust partnerships between different entities becomes and cultivating organizational capability to orchestrate these exchanges become paramount in addressing these systemic issues (Klarner et al. 2008;Heine and Kerk 2017;Moschieri and Blake 2019;Xu et al. 2021;Puranam 2023). At their core, these are challenges that span the entirety of systems, requiring the integration of entities from various countries and different types of organizations with distinct problem-solving capacities. ...
Over the past decade, scholarly work has surged around grand societal challenges, such as climate change, public health, and poverty, often framed by the UN’s Sustainable Development Goals (SDGs). These complex and global issues demand innovative organization design solutions. The “Organizing for Good” campaign, launched by the United Nations Refugee Agency (UNHCR) and the Organizational Design Community (ODC), aims to spotlight, curate, and stimulate research and practices contributing to the SDGs. This introductory essay serves as a prologue to a special issue in the Journal of Organization Design , which closely aligned with the campaign’s objectives. It delves into the concept of organization design as a tool for addressing these challenges, viewing organization designs as problem-solving systems for collective action. Furthermore, it provides an overview of how the SDGs intersect with the scholarly community focusing on organization design, previews the content of articles featured in this special issue, and raises questions for future research.
... First, this dissertation contributes theoretically and empirically to the research field of interorganizational conflict (Lumineau & Henderson, 2012;Janowicz-Panjaitan, & Krishnan, 2009;Heine & Kerk, 2017;Eckerd & Eckerd, 2017;Christofferson, 2013). Despite the importance of conflict to trust-building, cohesion, communication and coordination in the project organization, past academic research has devoted limited attention to examining conflict between multiple partners in a project organization, partially as a result of the empirical challenges in measuring conflict . ...
This dissertation explores how complex organizations operate in complex environments. Specifically, this dissertation aims to build a more complete view of how the project organization—a group of firms that comes together to execute a common goal—navigates relationships with the partners that comprise it and navigates the stakeholder relationships in the external environment in which it is embedded. In examining these complex organizations, I develop theory that explains how composition and governance differ for organizations comprised of multiple partners, and how and why key mechanisms—such as conflict—affect their ability to be successful. To investigate these questions, I draw on a dataset comprised of approximately 3000 project organizations comprised of over 100,000 partners that operate in 135 countries from the years 1999-2019. This dataset includes over 400,000 pages of project reports, which are analyzed through natural language processing, as well as the corpus of media reports reported within 50km of the projects. As such, this dissertation builds a contingent theory of the governance of project organizations through an empirical view of the project organization on a size and scale not previously seen in management research. The first chapter of this dissertation examines three diversity types – variety of functional roles, separation in institutional values, and financial disparity – to show how each type impacts conflict between members of the project organization and the project organization and external stakeholders. Furthermore, this work shows that under joint conditions of diversity, conflict can be reduced. The second chapter explores the plural governance of the project organization and examines the alignment of governance choice, uncertainty, and performance. Building on transaction cost theory, this chapter shows that the project organization experiences better performance under conditions of environmental uncertainty when it exhibits greater hierarchy, but only when the firm at the top of the hierarchy is knowledgeable of the external environment. Under conditions of behavioral uncertainty, the project organization experiences better performance when it has less hierarchy, but only in certain types of projects. The final chapter shows under what conditions development projects incite conflict between political, social and economic stakeholder groups. Institutional distance and non-competitive selection of project organization members exacerbate external conflict under conditions of elite bias, that is, when the project organization is not inclusive in its network of stakeholder relationships. Taken together, these three chapters offer a contingent theory of governance of the project organization by answering when and under what conditions the concentration of resources and relationships drives (or mitigates) conflict and affects the performance of the project organization.
... Plusieurs auteurs se sont saisis de cette nouvelle théorie pour mettre en évidence et approfondir un certain nombre de concepts, processus et tensions autour des métaorganisations intégrant des acteurs similaires, notamment : les tensions au sein de la métaorganisation et la place de l'équipe (Solansky, Beck & Travis, 2014), l'inertie dans les métaorganisations et les mécanismes de changement (König, Schulte & Enders, 2012;Pekdemir, Glasbergen & Gagern, 2016), les attributs de la méta-organisation dans différents Etats (Chaudhury & al., 2016), les formes architecturales, de gouvernance et de leadership (Gimet & Grenier, 2018;Heine & Kerk, 2017), la volonté de s'intégrer dans le secteur de l'innovation sociale et/ou durable (Berkowitz, 2018;Vifell & Thedvall, 2012), de fédérer « un réseau d'acteurs juridiquement autonomes dans un objectif commun » (Lundrigan & Gil, 2013, p. 32) ou encore l'influence de la création d'une méta-organisation sur les organisations membres (Leys & Joffre, 2014). Dumez (2008) met également en évidence le paradoxe présent entre des règles contraignantes pour adhérer (sélection sur certains critères) tout en accordant ensuite une grande liberté à la définition des règles de management. ...
La méta-organisation multi-parties prenantes, forme de coopération de plus en plus présente dans le monde des organisations (pôles de compétitivité, pôles territoriaux de coopération économique, etc.), questionne quant à sa construction. La liberté d'intégrer une méta-organisation pour une organisation ainsi que le caractère à la fois formel et multi-parties prenantes interroge notamment la capacité des organisations à se relier entre elles. De plus, peu d'auteurs ont étudié le processus d'émergence, du point de vue des relations se créant entre les organisations. Par l'étude de quatre dynamiques de pôles territoriaux de coopération économique en cours d'émergence, l'article vise à étudier l'émergence de relations inter-organisationnelles se produisant à partir de l'organisation pilote, et les effets sur la construction d'une dynamique de méta-organisations multi-parties prenantes. Plus particulièrement, l'article met en évidence trois phénomènes particuliers. Tout d'abord, les relations inter-organisationnelles dans l'émergence de méta-organisations multi-parties prenantes sont à regarder comme un processus d'action collective. De plus, les organisations pilotes de l'émergence d'une méta-organisation multi-parties prenantes se relient en premier lieu aux organisations de même nature avant de se lier aux organisations de nature différente. Enfin, les modes de mises en relations inter-organisationnelles sont particuliers et influent sur le processus d'émergence des méta-organisations multi-parties prenantes. Ces résultats amènent ainsi à re-questionner la construction de relations inter-organisationnelles au sein d'un environnement peu ou pas contraint.
... It is not necessary that the product design and manufacturing are vertically integrated in one company, and other contractual relations are possible. 63 But the strategic direction of the value-creation process of the product is in one hand, in order to accrue the profit for the inventor. 64 As a result, it is reasonable to target firms with strict liability and to expect that firms become optimally deterred from selling defective products, meaning they will bear prevention costs on a socially efficient level. ...
This article contributes to the discussion about proper product safety in the wake of disruptive digital technologies. By picking the example of 3D printing we analyse why incumbent product liability law does not incentivise optimal deterrence of harmful 3D printed products. We identify the new business models associated with 3D printing as the main trigger for the non-applicability of incumbent liability law. The new business models are characterised by making no strong reference to economies of scale. As a result, the informational content of specific producers and their products is scarce and the identification of tortfeasors becomes a challenge for the legal system. While there is yet no easy solution to the problem, we provide at the end of the article an inventory of institutions that may take the lead in finding new proper liability rules and safety regulations.
... Однако отсутствие в сети внутренней иерархии чревато серьезными конфликта ми между сотрудничающими организаци ями. Как следствие, возникает потребность в соответствующем управлении [Heine, Kerk, 2017]. Поводом для конфликта мо жет стать, например, распределение синер гического эффекта, достигаемого за счет перехода от рыночной к сетевой коорди нации действий. ...
... In other words, the umpire is a safeguard against the risk of self-interested actors failing to achieve a common interest (Olson 1965). Importantly, the umpire is different from private arbitration (Heine and Kerk 2017). Private arbitrators are members of the organization tasked to leverage their latitude in decision making and observability power to reward disputants with a greater share of the surplus of the joined activity (Lumineau and Oxley 2012). ...
This study sheds light on polycentric forms of organizing and corresponding performance implications. Organizations with a polycentric architecture supplement their internal hierarchical decision-making structures with egalitarian, local structures to encourage collaboration with independent stakeholders. We ground our study on the planning stage for four large infrastructure projects in the UK. We first establish that project planning is carried on by polycentric organizations. We show that in this form of organizing the promoter has decision-making authority over high-order choices, but shares the authority over local choices with groups of autonomous stakeholders. We also show how this architecture addresses local disputes and pressures to relax performance targets. Our main contribution is a contingency model that proposes four conditions linking performance to polycentric organizing, whether or not: i) the institutional environment empowers an 'umpire' to referee disputes; and ii) the system leader can mobilize substantial slack resources to reconcile conflicting interests. We argue that the four conditions reveal different classes of managerial problems, and draw implications for practice and policy including but not limited to megaprojects.
... The conflict typology framework assesses the effects of different types of conflict (task and relation) on organizational outcomes. Findings consistently show relation-related conflict to be negatively related to performance and organizational outcomes, while task-related conflict's effects are inconsistentthey are positive in some instances and negative in others (De Dreu & Weingart, 2003;Heine & Kerk, 2017). Some evidence exists, too, that task-related conflict is curvilinear related to performance, where little-to-no task-related conflict impedes performance, moderate levels increase performance and high levels decrease performance (De Dreu, 2006). ...
Undeniably, organizational conflict exists in every organization. A small amount of conflict management makes an organization prone to disagreement and poor performance. Excessive conflict management, however, debilitates an organization in a number of ways such as failing to make timely decisions, promoting hostility among members and creating an unproductive work environment. This study examined how conflict management in public-sector sport organizations affects employees' job satisfaction and organizational performance from their perspective. Data were collected from 378 randomly selected employees working for Thai public organizations engaged in sport. The findings suggested that conflict management affects job satisfaction and organizational performance but excessive management is associated with diminishing job satisfaction and organizational performance. This paper offers insights to the relationship between conflict management practices and both employee job satisfaction and employee perceived organizational performance in Thai public-sector sport organizations. Practical recommendations are provided for management in Thai public-sector sport organizations.
... The conflict typology framework assesses the effects of different types of conflict (task and relation) on organizational outcomes. Findings consistently show relation-related conflict to be negatively related to performance and organizational outcomes, while task-related conflict's effects are inconsistentthey are positive in some instances and negative in others (De Dreu & Weingart, 2003;Heine & Kerk, 2017). Some evidence exists, too, that task-related conflict is curvilinear related to performance, where little-to-no task-related conflict impedes performance, moderate levels increase performance and high levels decrease performance (De Dreu, 2006). ...
Fitness exercise has been catching on in Thailand and the fitness industry is growing. Fitness establishments have been frequented by an increasing number of health-conscious Thais in the past several years. This study proposes a turnover intention model incorporating leadership behavior, job satisfaction and organizational commitment and tests whether this model fits for cross-national fitness enterprises. The sample consisted of 356 managerial employees drawn from a listing of managers at fitness establishments from all over Thailand. Moderation analyses were conducted through a series of multiple regressions. The results showed that both job satisfaction and organizational commitment significantly affected turnover intention through leadership behavior. The cross-national fitness enterprises should institute programs to enhance job satisfaction and organizational commitment among managerial employees. Future research might explore employees at different hierarchical levels or in different organizational settings.
p>Tradisi atatolong atau mudah di kenal dengan pendanaan pernikahan di masyarakat Bondowoso sangatlah penting, sebab tidak hanya sumbangan berbentuk materiil, adakalanya dedikasi yang diberikan bias berupa tenaga serta fikiran. Namun muncul sebuah permasalahn apabila orang yang memiliki tanggungan dalam tradisi atatolong tidak membayar kembali apa yang mereka terima. Oleh karenanya dalam penelitian ini peneliti ingin mengkaji lebih mendalam terkait fenomena yang terjadi dalam tradisi atatolong dengan jenis penelitian empiris, yaitu penelitian dengan adanya data-data lapangan sebagai sumber data utama, seperti hasil wawancara dan observasi, serta menggunakan pendekatan kualitatif yaitu suatu cara analisis hasil penelitian yang menghasilkan data deskriptif analitis, yang dinyatakan secara tertulis atau lisan serta juga tingkah laku yang nyata. Fokus Penelitian ini yakni 1.) Bagaimana Konstruksi sistem tradisi Atatolong dalam acara pernikahan pada Masyarakat Bondowoso? 2). Bagaimana Penyelesaian problem pada tradisi Atatolong dalam acara pernikahan masyarakat Bondowoso?. Hasil dari penelitian ini adalah 1). Konstruksi sistem tradisi atatolong masyarakat Bondowoso berpandangan bahwa tradisi tersebut berasal dari leluhur, yang mayoritas masih mendukung terhadap tradisi tersebut karena tradisi telah banyak membantu masyarakat Bondowoso selama pengalamannya. 2). Penyelesaian problem pada tradisi atatolong di Bondowoso dapat terselesaikan dengan beberapa pendekatan, yakni pendekatan musyawarah, adanya pihak ketiga, tawar menawar, dan kompromi dalam menacari jalan tengah dalam bentuk win-win solution. </p
The hotel industry is booming amidst the scenic surroundings of Goa. This write-up probes deep into the way relationships with the teams of a manager affect work and job satisfaction of employees. Insights from 300 business executives have folded into an in-depth qualitative interviews with the quantitative rigor of surveys. The over-all scaling of Thurstone in a number of factors ranked autonomy, management support, effective communication, conflict resolution, incentives and recognition, and leadership style, among others by observing what actually influence work satisfaction. As compared to that underlying statistic analyses linked job happiness to quality of interpersonal relations at work, and its relationships to specific work schedules were significantly supported by certain job categories and hotel classifications as well. The findings indicated that employees should realize their own self-worth and should be in a position to develop conflict-resolution mechanisms, and open communication taking into consideration the larger economic impact with a satisfied hotel workforce.
