High Performance Organization (HPO) characteristics indicate why an organization is able to achieve significantly better results than other organizations and these characteristics can facilitate associations to optimize employees’ work outcomes. The independent professional (IP) is an increasingly occurring phenomenon in the labor market that fulfils an organizations’ need for flexibility in knowledge productivity. This study focuses on the contribution of HPO characteristics to the knowledge productivity of IP's. It was conducted among managers and HRM professionals in various Dutch knowledge-intensive organizations that frequently enlist the services of IPs. This study found a number of HPO attributes that appeared to contribute to the IPs' knowledge productivity, namely the quality of management, an open and actionfocused organizational culture, and continual improvement and innovation. We will use these results to look ahead and consider the future consequences for professional practice. Managers and HRM professionals should strive to contribute to the incorporation of these characteristics within the organization in order to safeguard and enhance knowledge productivity of independent professionals.
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This report is entitled ‘Business Trends: Implications for Work and the Organization’. It includes the preliminary results of the study based on developments in the economic domain and the implications for work and the organization, carried out by the Business Research Centre (BRC) at Inholland University of Applied Science.
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his paper develops a new, broader, and more realistic lens to study (lacking) linkages between government policy and school practices. Drawing on recent work in organization theory, we advance notions on cluster of organization routines and the logic of complementarities underlying organizational change. This lens allows looking at how schools do (not) change a cluster of organization routines in response to multiple, simultaneous demands posed by government policies. Thirteen purposively selected Dutch secondary schools responding to three central government policies calling for concurrent change were analyzed, taking the schedule of a school as an exemplary case of a cluster of organization routines. Five distinct responses were distinguished, which can be sorted according to their impact on the whole organization. The study fnds that ten of the thirteen schools did not change anything in response to at least one of the three policies we studied. However, all schools changed their cluster of organization routines, which impacted the whole organization in response to at least one of the three government policies. Therefore, looking at combinations of responses and considering the impact of change on school organizations qualifes ideas about schools being resistant to policy or unwilling to change and improve.
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The digital age has brought significant changes in the way organizations operate and compete. As a result of rapid technology development, many organizations are undergoing a digital transformation to stay relevant and competitive in the marketplace. This literature review aims to find future research topics by providing an overview of the current state of research on organizations in digital transformation (ODT), especially on malleable organization design and HRM aspects. The article begins by defining digital transformation (DT), and then examines how organizations change during DT, before delving into the perspectives of malleable organization design and HRM. Finally, it concludes by identifying gaps in the literature and suggesting a research agenda for future. Overall, organizational factors that need more investigation are highlighted to tackle complexities of ODT for further research.
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Vertaling van Sturing en organisatie van ICT voorzieningen. This book deals with the topic ICT governance, management and organization. Basis of the book is the control paradigm. This paradigm makes a distinction between the organization and its governance. So first an ICT organzation is built up. The processes in the IT demand and IT supply organization are explained. After that with its governance and management is dealt with. The theories of Luftman, Weil, Willcocks, van der Pols etc. are incorporated. Methods as CMMI, ITIL, Cobit, BISL, ASL,MOF, eTOM, ISPL and Cobit are positioned, while standards like ISO27001 and ISO38500 is explained. (Out)sourcing,near shore (out)sourcing, on shore (out)sourcing and off shore (out)souring gets its place.
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How is an academic philosopher, humanities researcher, or scientist with an interest in philosophy able to imagine, understand and reproduce a philosophical theory that’s highly abstract in a way, because the theory is a priory by nature and doesn’t use a lot of examples that relate to daily life? For example, Helmuth Plessner’s Die Stufendes Organischen und der Mensch(1928)? Talking from my own experience as a trained academic philosopher with a master’s degree and a PhD in philosophy of anthropology and technology (Müller 2009), it takes a lot of analytical training and many years of study to build a huge‘internal mental mind map’–looking like a gigantic spider’s web or grid with interrelated philosophical and other scientific concepts–that serves as a road map to compare ideas, deepen the understanding of formerly read texts and gain new perspectives on philosophy as a discipline and life in general. Working in academia, this way of reading texts, understanding theories, producing papers and a dissertation, worked very well for me for quite some time. Until I startedtoteachphilosophy myself as a PhD student. In university, students are used to lectures accompanied by PowerPoints with lots of slides packed full of theories, definitions, andquotes, and sometimes a few images are added. I liked doing ‘traditional knowledge transfer education’ during my lectures but enjoyed the work groups even better as Ilearned a lot myself from the discussions with my students. Although being the‘master’ in front of a class of‘students’ has its beautiful sides (standing in a long tradition ofteaching regarded as a craft, where knowledge is passed over like a‘guild system’), I preferred the ’democratic ways of the work group’ joining efforts together in gaining a better understanding of philosophical theories and the way they relate to history and the cultures we live in–and our own lives. I always had the feeling that teaching philosophy could be done in a different way. This made me think. Could I invent a set-ting where the traditional ways of knowledge transfer would intertwine with the spicy‘agree to disagree’ discussions and moments of synergy?
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The aim of the paper is a contextual analysis of universities in the Netherlands: an analysis of the key issues and external developments, and how they affect the academic organization, the organization of academic work and the characteristics and preferences of scientists. Subsequently, we will discuss effects of these developments on the HRM system and policy (and in specific the management of talent or excellence). We will use multiple theoretical frameworks and perspectives grounded in organizational theory to describe Dutch universities and their context: structural frame, professional frame, cultural frame and political frame. Most literature discusses one aspect of the academic organization: education or research aspect, HRM aspect, financial aspect et cetera. Seldom the different aspects have been presented as one integrated entity. We want to show that using multiple frames or lenses will lead to an integrated, enriched and more balanced view of a situation.
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The digital age has brought significant changes in the way organizations operate and compete. As a result of rapid technology development, many organizations are undergoing a digital transformation to stay relevant and competitive in the marketplace. This literature review aims to find future research topics by providing an overview of the current state of research on organizations in digital transformation (ODT), especially on malleable organization design and HRM aspects. The article begins by defining digital transformation (DT), and then examines how organizations change during DT, before delving into the perspectives of malleable organization design and HRM. Finally, it concludes by identifying gaps in the literature and suggesting a research agenda for future. Overall, organizational factors that need more investigation are highlighted to tackle complexities of ODT for further research
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from the article: "Purpose – The importance of contextual factors is increasingly recognized in the field of business process management (BPM). The purpose of this paper is to investigate the relation between BPM maturity and process performance and the uncharted differences of two contextual factors (size and sector) in this relation. Design/methodology/approach – An empirical investigation is presented based on a sample of 165 organizations. Using partial least square-multi group analysis (PLS-MGA) differences between size and sector are investigated. Findings – Overall, information technology, resources and knowledge and process measurement are the most pivotal BPM maturity dimensions that contribute to a better organizational process performance. The results showed no differences between private and public organizations in the relation between BPM maturity dimensions and process performance. In contrast, product organizations benefit more than service organizations from continuous improvement of their processes. Moreover, utilizing IT technology is more beneficial for small organizations rather than large organizations. Originality/value – There is a clear lack of empirical studies investigating the role of context. This research extends the limited body of literature that investigated contextual factors in the field of BPM. It is the first study to add size and sector in the posited multi-dimensional model of BPM maturity dimensions and process performance. The results provide guidance for scholars and practitioners that work on BPM practices in different contexts."
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Promotor Prof. dr. ir. J.M. Versendaal, Open Universiteit Co-promotoren Dr. ir. R.G. Slot MBA, Hogeschool Utrecht Dr. ing. M.M. Zoet, Zuyd Hogeschool Uit de Nederlandse samenvatting: "Het is voor organisaties van belang om besluitvorming en zogenaamde 'bedrijfslogica' goed in te richten. Organisaties in het algemeen, en zeker ook overheidsinstellingen, maken meer en meer gebruik van (semi-)geautomatiseerde besluitvormingsprocessen bij het leveren van hun producten en diensten. Organisaties krijgen grip op de nale-ving van wet- en regelgeving door de besluitvormingsprocessen goed te beheren. Een adequate vertaling van wet- en regelgeving naar producten en diensten is hierbij no-dig. Business Rules Management (BRM) maakt een en ander mogelijk. Het meeste onderzoek dat wordt uitgevoerd naar BRM kan worden geclassificeerd als technisch (vanuit een informatietechnologieperspectief). Echter, onderzoek naar de implementatie van BRM in de organisatie (vanuit een informatiesysteemperspectief), inclusief het beschouwen van allerlei organisatorische aspecten, ontbreekt groten-deels. Bovendien houdt het bestaande onderzoek naar BRM niet altijd voldoende re-kening met de praktische toepassing van onderzoeksresultaten; met andere woorden: kan een organisatie de voorgestelde theorie of het opgeleverde resultaat daadwerke-lijk gebruiken?"
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