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Organisational Forms (organisational + form)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting80%

Selected Abstracts

Controlling International Joint Ventures: An Investigation of Australian Parent Partners

AUSTRALIAN ACCOUNTING REVIEW, Issue 2 2009
Francesco Giacobbe
International joint ventures (IJVs) are an important modern organisational form, with their complexity presenting significant management and control issues. Our research uses a cross-sectional survey of Australian parent partners of IJVs to provide insights into the characteristics of Australian companies and their IJVs, performance outcomes and choices of parent partners management control systems (MCS) design in terms of operational areas they seek to control (focus), the extent to which they exercise control (extent) and the mechanisms of control used (formal and informal). Australian parent partners of IJVs generally are, partnering in countries close to Australia in the Asia-Pacific, in activities similar to those they undertake in Australia, contributing a significant amount of resources, but overall have only limited IJV experience. Australian parent partners focus on a limited set of controls, often with tighter formalised control structures. Finally, overall they are satisfied with the performance of their IJVs, with higher satisfaction for organisational learning and product/customer dimensions than financial performance. [source]

Temporary organisations and spatial embeddedness of learning and knowledge creation

GEOGRAFISKA ANNALER SERIES B: HUMAN GEOGRAPHY, Issue 2 2002
Bjørn T. Asheim
It is the overall aim of this article to investigate theoretically how spatial embeddedness of learning and knowledge creation might be challenged by alternative organisational forms (i.e. temporary organisations). The article presents development coalitions as an alternative to projects as a form of temporary organisation. They are potentially able to combine the promotion of radical change with collective and localised learning, thus eliminating some of the characteristic shortcomings of project organizations with regard to collective learning and transfer of knowledge. [source]

The polyphonic spree: the case of the Liverpool Dockers

INDUSTRIAL RELATIONS JOURNAL, Issue 4 2003
Chris Carter
This paper is concerned with the possibilities opened up for Trade Unions by the internet age. The paper analyses forms of resistance, their preconditions and organisational backgrounds. It is argued that polyphonic organisation and, closely linked, new organisational forms, provide a strong basis for power relations and strategies of resistance. The paper starts with a brief introduction to the dispute between the Dockers of Liverpool and the Mersey Docks and Harbour Company. Contextualising the evolving issue in the broader picture of trade union crisis and renewal, the case study is theorised using linguistically informed approaches to management and organisation theory. Introducing these theoretical developments, the potential of new organisational forms for power relations and resistance are elaborated. [source]

Comparing managerial careers, management development and management education in the UK and the USA: some theoretical and practical considerations

INTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 3 2000
Graeme Martin
This article explores some of the issues surrounding changing patterns of managerial careers, management development and management education in the UK and the USA. It addresses three lines of questioning: the new rhetoric of careers in the new economy, the evidence on changing organisational forms and the implications for careers and management development and education, and the future of management education and the role of business schools. The article is intended as a ,think piece' and acts as a backdrop for a comparative study of management development in Scotland and California currently being undertaken by the authors. [source]

Task assignment, incentives and technological factors

MANAGERIAL AND DECISION ECONOMICS, Issue 1 2009
Maria De Paola
In this paper, we examine the allocation of tasks between a principal and an agent considering their incentives to provide effort, their different abilities in handling tasks, and transmission costs. We focus our attention on two tasks: the first may be handled by the principal or by the agent, whereas the second is necessarily carried out by the agent. Under a fully decentralised organisation, the agent performs both tasks, whereas, under partial delegation, the principal handles the first task and transfers the outcome to the agent who handles the second task. Assuming technological complementarities, from our analysis it emerges that, if there is imperfect observability of effort, full delegation is better at eliciting effort by the agent in the second task, whereas, in comparison with partial delegation, it lowers effort in the first task. Although with contractible effort, the choice between the two organisational forms depends only on transmission costs and on the relative ability of its members, when moral hazard problems are taken into account, the organisational choice is related to the relative importance played by the two tasks in production. If the agent's task is relatively important in production, full delegation, encouraging a higher level of effort in this task, may be optimal, even if technological factors favour partial delegation. Copyright © 2008 John Wiley & Sons, Ltd. [source]