New organizational forms, controls, and institutions : understanding the tensions in 'post-bureaucratic' organizations

This book highlights the growing number of 'post-bureaucratic' firms that are abandoning hierarchical organizational forms in favor of self-managing teams. Addressing the need to outperform, these new organization types foresee the benefits of an organic structure with new and more indirec...

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Bibliographic Details
Main Authors: Annosi, Maria Carmela, (Author), Brunetta, Federica, (Author)
Format: eBook
Language: English
Published: Cham, Switzerland : Springer, [2017]
Subjects:
Self-directed work teams.
Bureaucracy.
elektronické knihy
electronic books
ISBN: 9783319547503
9783319547497
Physical Description: 1 online resource

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100 1 |a Annosi, Maria Carmela,  |e author. 
245 1 0 |a New organizational forms, controls, and institutions :  |b understanding the tensions in 'post-bureaucratic' organizations /  |c Maria Carmela Annosi, Federica Brunetta. 
264 1 |a Cham, Switzerland :  |b Springer,  |c [2017] 
264 4 |c ©2017 
300 |a 1 online resource 
336 |a text  |b txt  |2 rdacontent 
337 |a počítač  |b c  |2 rdamedia 
338 |a online zdroj  |b cr  |2 rdacarrier 
504 |a Includes bibliographical references and index. 
505 0 |a New Organizational Forms, Controls, and Institutions; Contents; List of Figures; List of Tables; 1 Introduction; Introduction; Collective Learning and the Emergence of Institutions; Self-Managing Teams, Regulation and Self-Regulation; Generative Learning as a Defining Characteristic of a Learning Organization; Challenges with a Decentered Regulation of Self-Managing Teams' Generative-Learning Conduct; Book Structure; References; 2 Institutions and Organizations: The Role of Institutional Actors; Introduction; Institutions and Organizations: Roles; Actors: Formal and Informal Institutions. 
505 8 |a The Role of Institutional Actors for New OrganizationsInstitutional Change and Organizational Change; Conclusion; References; 3 External Institutional Pressures; Introduction; The Institutional Environment; Organizational Field, Legitimation Mechanisms, and Isomorphic Processes; Problems and Ordering Mechanisms; Institutional-Based View; Conclusion; References; 4 New Organizational Forms; Introduction; Overview on New Organizational Forms; Characteristics of Self-Managing Teams; Self-Managing Teams in the New Institutional Context; Characteristics of Self-Managed Team-Based Organizations. 
505 8 |a Individuals Within Self-Managing TeamsAgile Software Development Methodologies: Instantiation of New Organizational Forms; Why Organizations Embrace Agile Software Development Methodologies; A Description of Agile Adoption; Conclusion; References; 5 Institutions and the Role of Organizational Controls; Introduction; Institutional Logics and Broader Belief Systems; Teams and Pressures for Legitimacy and Support from Stakeholder and Managers; Conclusion; References; 6 Linking Organizational Controls and Organizational Learning: Theory; Different Types of Organizational Learning. 
505 8 |a Organizational Control Systems and Organizational LearningGenerative Learning and Organizational Control Systems; Organizational Control Systems that Enable Generative Learning; The Relevance of Social Identity as a Form of Control; Impact of Self-Regulation Under the Perspective of Social Learning Theory; Relevant Research Gaps; Conclusion; References; 7 Linking Organizational Controls and Organizational Learning: Research Approach and Methodology; Epistemological and Ontological Positions; Overall Research Design; Research Methods; Research Studies; Study 1: Multiple Case Studies. 
505 8 |a Data CollectionData Analysis; Study 2: The Abductive Approach; Data Collection; Data Analysis; Study 3: Multilevel Survey; Data Collection; Operationalization of Variables; Methodological Quality Assessment; Construct Validity; Internal Validity; External Validity; Reliability; Methodological Considerations and Limitations; References; 8 Linking Organizational Controls and Organizational Learning: Evidences; Introduction; Mapping the System of Self-Regulation in Self-Managing Teams; Team Learning Processes; Motivating Team Members to Learn: The Role of Team Norms; Main Findings. 
506 |a Plný text je dostupný pouze z IP adres počítačů Univerzity Tomáše Bati ve Zlíně nebo vzdáleným přístupem pro zaměstnance a studenty 
520 |a This book highlights the growing number of 'post-bureaucratic' firms that are abandoning hierarchical organizational forms in favor of self-managing teams. Addressing the need to outperform, these new organization types foresee the benefits of an organic structure with new and more indirect forms of control, and aim to coordinate the activities of highly-skilled workers without relying on a bureaucratic superstructure. The chapters explore the tensions that exist between external and internal institutional forces. As new forms of control strategies emerge, mostly value-based, this book accounts for the cognitive categories, conventions, rules and logic that should be integrated and combined with traditional forms of managerial controls in order to enable co-existence with established bureaucratic frameworks. This book will be of interest to academics in the fields of organizational behavior and innovation management, and also practitioners and managers aiming to shift from a traditional hierarchical structure to post-bureaucratic forms. 
590 |a SpringerLink  |b Springer Complete eBooks 
650 0 |a Self-directed work teams. 
650 0 |a Bureaucracy. 
655 7 |a elektronické knihy  |7 fd186907  |2 czenas 
655 9 |a electronic books  |2 eczenas 
700 1 |a Brunetta, Federica,  |e author. 
776 0 8 |i Print version:  |z 3319547496  |z 9783319547497  |w (OCoLC)971354281 
856 4 0 |u https://proxy.k.utb.cz/login?url=https://link.springer.com/10.1007/978-3-319-54750-3  |y Plný text 
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999 |c 98211  |d 98211 

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