This paper analyzes the shortcomings of the current organizational structure of real estate development enterprises in China. Integrating the idea of Business Process Reengineering （BPR） with organizational reformat...This paper analyzes the shortcomings of the current organizational structure of real estate development enterprises in China. Integrating the idea of Business Process Reengineering （BPR） with organizational reformation, the authors bring out a process-orlented organizational structure. A further study on the application of process-oriented organizational structure in real estate development enterprises is carried out in a test case. Using residence-development process as an example, the authors illustrate the composition and operation of the business process system of real estate development enterprises.展开更多
This paper1 addresses different theoretical frameworks of organizational learning （OL） from two aspects： from the perspective of individuals to organizations and from the perspective of organizations to individuals...This paper1 addresses different theoretical frameworks of organizational learning （OL） from two aspects： from the perspective of individuals to organizations and from the perspective of organizations to individuals. The most significant finding is intended to highlight the guidelines for each of researchers＇ concentrated cluster and to demonstrate that different researchers present different guidelines for processes, individual skills, and changes in the environment, teamwork, and competitiveness. The insight, gained by considering OL as a process, is not routine It allows one to create, acquire, and transfer knowledge. This will always be limited to the internal capabilities developed during the course of the timeline and will identify skills and competencies generated in accordance with the requirements presented by different environments. OL is associated with both the change in organizational behaviors and the creation of a knowledge base.展开更多
This article presents the mapping of wiki tool functions in the organizational processes of knowledge management. Mapping these functions and their individual weights in the overall process will identify opportunities...This article presents the mapping of wiki tool functions in the organizational processes of knowledge management. Mapping these functions and their individual weights in the overall process will identify opportunities for decision-making and the optimization of knowledge sharing, a recognized asset in differentiation and organizational competitiveness. This is an exploratorydescriptive case study based on data collected from a questionnaire applied to 80 IT workers employed at a multinational company in Brazil. The use of mixed methods in data analysis was complemented by content analysis of the research corpus created. A theoretical model is graphically developed following Nonaka and Takeuchi’s knowledge spiral model (1997), a conventional model in knowledge management. In addition, an indicator of the individual contribution of each step in the conversion process of tacit into explicit knowledge is introduced. This case study alone does not enable a generalization of the findings. Therefore, a replication of the process and especially multiple testing of the constructed indicator are indispensable to its validation. Validation of the use of the wiki tool functions will allow the future development of measurements that can be directly employed in the organizational decision-making process. Statistically, a theoretical model is qualitatively discussed, which enables the construction of an initial indicator of the weight of individual contribution of steps in the knowledge generation process using the knowledge spiral model.展开更多
Interoperability plays an important role in the joint command, control, communication, computer, intelligence, surveillance, reconnaissance(C4 ISR) operations. Coordinating and integrating operational processes to ful...Interoperability plays an important role in the joint command, control, communication, computer, intelligence, surveillance, reconnaissance(C4 ISR) operations. Coordinating and integrating operational processes to fulfill a common mission are challenged by the ever-changing battlefield and hence requires a cross-organizational process management that produces an autonomous, flexible and adaptable architecture for collaborative process evolution. The traditional business process collaboration pattern is based on the predefined "public-view" perspective and cannot meet the requirement of the joint task operations. This paper proposes a flexible visibility control mechanism and a dynamic collaboration framework for modeling and generating collaborative processes. The mechanism allows collaborators to define a set of visibility rules to generate different views of the private processes for different collaborations, which gives a great flexibility for the collaboration initiator to decide on an appropriate collaboration pattern. The framework supports collaborators to dynamically and recursively add a new process or even a new organization to an existing collaboration. Moreover, a formal representation of the processes and a set of generation algorithms are provided to consolidate the proposed theory.展开更多
This paper discusses an organizational model to be used for both conventional and virtual organizations. The model deals with variable relationships within an organization and provides a framework for overall organiza...This paper discusses an organizational model to be used for both conventional and virtual organizations. The model deals with variable relationships within an organization and provides a framework for overall organizational design that may include relationship among different design variables and external relationship with environment. Based on the researches of virtual organization, this paper also illustrates the new model of organization in the real world such as Beijing 2008 Olympic games and Dongfeng Automobile group.展开更多
Organizational agility, the ability to sense and respond to changes quickly, has been regarded as an important index of organizational performance in rapidly changing environments. However, research on agility has lar...Organizational agility, the ability to sense and respond to changes quickly, has been regarded as an important index of organizational performance in rapidly changing environments. However, research on agility has largely overlooked the dynamics of the resource configuration process, which includes resource selection, acquisition, development, and management. Prior studies have mostly taken for granted a set of organizational resources deemed sufficient for developing agility, and overlooked the efforts required to render the resources ready for agility development. Adopting the resource-based view, this study aims to close such a theoretical gap by conceptualizing a dynamic resource configuration process. Based on a case study of the Shanghai Social Security Card System （SSSCS） project, we inductively develop a process model for resource configuration in agility development. This model demonstrates the configuration process of IT resources and institutional resources to create agility. Simultaneously, it stresses that IT resources may serve in initiating corresponding institutional resources, assist in the molding and shaping of new institutional resources, and also serve in sustaining institutional resources. Our research contributes to the organizational agility literature by elaborating on the dynamic resource configuration process embedded in the agility development process. Our findings offer suggestions to governments and guide them in configuring 1T and institutional resources to develop organizational agility.展开更多
文摘This paper analyzes the shortcomings of the current organizational structure of real estate development enterprises in China. Integrating the idea of Business Process Reengineering （BPR） with organizational reformation, the authors bring out a process-orlented organizational structure. A further study on the application of process-oriented organizational structure in real estate development enterprises is carried out in a test case. Using residence-development process as an example, the authors illustrate the composition and operation of the business process system of real estate development enterprises.
文摘This paper1 addresses different theoretical frameworks of organizational learning （OL） from two aspects： from the perspective of individuals to organizations and from the perspective of organizations to individuals. The most significant finding is intended to highlight the guidelines for each of researchers＇ concentrated cluster and to demonstrate that different researchers present different guidelines for processes, individual skills, and changes in the environment, teamwork, and competitiveness. The insight, gained by considering OL as a process, is not routine It allows one to create, acquire, and transfer knowledge. This will always be limited to the internal capabilities developed during the course of the timeline and will identify skills and competencies generated in accordance with the requirements presented by different environments. OL is associated with both the change in organizational behaviors and the creation of a knowledge base.
文摘This article presents the mapping of wiki tool functions in the organizational processes of knowledge management. Mapping these functions and their individual weights in the overall process will identify opportunities for decision-making and the optimization of knowledge sharing, a recognized asset in differentiation and organizational competitiveness. This is an exploratorydescriptive case study based on data collected from a questionnaire applied to 80 IT workers employed at a multinational company in Brazil. The use of mixed methods in data analysis was complemented by content analysis of the research corpus created. A theoretical model is graphically developed following Nonaka and Takeuchi’s knowledge spiral model (1997), a conventional model in knowledge management. In addition, an indicator of the individual contribution of each step in the conversion process of tacit into explicit knowledge is introduced. This case study alone does not enable a generalization of the findings. Therefore, a replication of the process and especially multiple testing of the constructed indicator are indispensable to its validation. Validation of the use of the wiki tool functions will allow the future development of measurements that can be directly employed in the organizational decision-making process. Statistically, a theoretical model is qualitatively discussed, which enables the construction of an initial indicator of the weight of individual contribution of steps in the knowledge generation process using the knowledge spiral model.
基金supported by the National Natural Science Foundation of China(61273210)the National High Technology Research and Development Program of China(863 Program)(2007AA01Z126)
文摘Interoperability plays an important role in the joint command, control, communication, computer, intelligence, surveillance, reconnaissance(C4 ISR) operations. Coordinating and integrating operational processes to fulfill a common mission are challenged by the ever-changing battlefield and hence requires a cross-organizational process management that produces an autonomous, flexible and adaptable architecture for collaborative process evolution. The traditional business process collaboration pattern is based on the predefined "public-view" perspective and cannot meet the requirement of the joint task operations. This paper proposes a flexible visibility control mechanism and a dynamic collaboration framework for modeling and generating collaborative processes. The mechanism allows collaborators to define a set of visibility rules to generate different views of the private processes for different collaborations, which gives a great flexibility for the collaboration initiator to decide on an appropriate collaboration pattern. The framework supports collaborators to dynamically and recursively add a new process or even a new organization to an existing collaboration. Moreover, a formal representation of the processes and a set of generation algorithms are provided to consolidate the proposed theory.
文摘This paper discusses an organizational model to be used for both conventional and virtual organizations. The model deals with variable relationships within an organization and provides a framework for overall organizational design that may include relationship among different design variables and external relationship with environment. Based on the researches of virtual organization, this paper also illustrates the new model of organization in the real world such as Beijing 2008 Olympic games and Dongfeng Automobile group.
文摘Organizational agility, the ability to sense and respond to changes quickly, has been regarded as an important index of organizational performance in rapidly changing environments. However, research on agility has largely overlooked the dynamics of the resource configuration process, which includes resource selection, acquisition, development, and management. Prior studies have mostly taken for granted a set of organizational resources deemed sufficient for developing agility, and overlooked the efforts required to render the resources ready for agility development. Adopting the resource-based view, this study aims to close such a theoretical gap by conceptualizing a dynamic resource configuration process. Based on a case study of the Shanghai Social Security Card System （SSSCS） project, we inductively develop a process model for resource configuration in agility development. This model demonstrates the configuration process of IT resources and institutional resources to create agility. Simultaneously, it stresses that IT resources may serve in initiating corresponding institutional resources, assist in the molding and shaping of new institutional resources, and also serve in sustaining institutional resources. Our research contributes to the organizational agility literature by elaborating on the dynamic resource configuration process embedded in the agility development process. Our findings offer suggestions to governments and guide them in configuring 1T and institutional resources to develop organizational agility.
