Suchergebnisse

The theory of path dependence continues to attract great interest in a wide range of disciplines, including business studies, organization research, economic history, political science, and regional studies. An increasing number of scholars have started to use this theory for studying organizational inertia, strategic persistencies, institutional rigidities, and regional lock-ins. Most recently, even issues of un-locking and creating path dependencies have been addressed. This book presents a selection of chapters that have been presented and discussed at a series of conferences including the Academy of Management (AoM), European Group of Organization Studies (EGOS), and the European Institute of Advanced Studies in Management (EIASM).

1 Über Netzwerke, virtuelle Integration und Interorganisationsbeziehungen -- Informationstechnische Vernetzung -- 2 Die Gestaltung interorganisationaler Informationssysteme — Möglichkeiten und Grenzen einer transaktionskostentheoretischen Erklärung -- 3 Auswirkungen von EDI auf die zwischenbetriebliche Arbeitsteilung — Eine transaktionskostentheoretische Analyse -- 4 Interorganisationale Informationssysteme des elektronischen Geschäftsverkehrs (EDI) — Akteurskonstellationen und institutionelle Strukturen -- 5 Optionen und Realisierungschancen der Kooperation bei branchenübergreifenden Wertkartensystemen -- 6 Von vielfältigen Experimenten zur Steuerung des Außendienstes durch die Unternehmenszentralen — Interorganisationaler Technikeinsatz in der Assekuranz im Kontext gesellschaftlicher Umbrüche -- Vertrauen und Ökonomie -- 7 Vertrauen und ökonomische Rationalität in kooperativen Interorganisationsbeziehungen -- 8 Vertrauen und Ökonomie in Netzwerkbeziehungen — Strukturationstheoretische Betrachtungen -- Innovation und Problemlösung -- 9 Technological Interweavement — A Key Success Factor for New Technology-Based Firms -- 10 Von "Silicon Valley" zur "virtuellen Integration" — Neue Formen der Organisation von Innovationsprozessen am Beispiel der Halbleiterindustrie -- 11 Manager- und Expertennetzwerke in innovativen Problemverarbeitungsprozessen -- Autonomie und Abhängigkeit -- 12 Kontrolle durch Autonomie — Zum Formwandel von Herrschaft bei unternehmensübergreifender Rationalisierung -- 13 Unternehmungsnetzwerke aus systemtheoretischer Sicht — Zum Verhältnis von Autonomie und Abhängigkeit in Interorganisationsbeziehungen -- Information, Kooperation, Netzwerk -- 14 Informationsselektion im After-Sales-Network -- 15 Unternehmungsnetzwerke — eine intermediäre oder eigenständige Organisationsform? -- Autorenverzeichnis.

ZusammenfassungIm Zuge der zunehmenden Digitalisierung gewinnen interorganisationale Netzwerke, Plattformen und Ökosysteme zunehmend an Bedeutung. Jedoch bleibt oft unklar, was mit diesen Konzepten gemeint ist und in welchem Verhältnis sie zueinander stehen. Dieser Beitrag hat daher das Ziel, diese Konzepte genauer zu fassen und die jeweiligen Verhältnisse zueinander zu klären. Dies geschieht mithilfe der in der Organisationsforschung prominenten Praxis- und Institutionentheorie. Anhand der Dimensionen theoretische Wurzeln, zentrale Analyseebenen, Ziele, Governance/Steuerung, Dynamiken und Grenzen, Kooperation und Wettbewerb sowie Offenheit/Selektion von Mitgliedern werden die einzelnen Phänomene voneinander abgrenzt. Zudem werden die dyadischen und das triadische Verhältnis zueinander diskutiert und weitere Forschungsperspektiven aufgezeigt.

AbstractThis paper proposes a practice-based perspective on how managers resource goal-directed networks in the public sector, especially those governed by a network administrative organization. While previous literature shows that network managers need to acquire and allocate resources in order to achieve network goals, little is known about specific resourcing practices and related challenges to resourcing goal-directed networks. To shed light on these issues, we outline a processual, multilevel, network-centric perspective that focuses on network resourcing practices and takes their interplay with network rules and goals into account. This paper shows that, to attain network goals, network managers need to mitigate developing tensions arising from the different interests of network members, external stakeholders, and the network itself, while navigating a trajectory of network resourcing. The paper contributes to the literature on public networks by examining potential sources of network-level resources; outlining basic resourcing practices of controlling, producing, reproducing, and transforming such resources; discussing multilevel tensions around network resourcing; and exploring trajectories of network resourcing. In addition, we propose avenues for empirical research on network resourcing.

Globale Wertschöpfungsnetzwerke haben als Organisationsform ökonomischer Aktivitäten in den letzten Jahrzehnten deutlich an Bedeutung gewonnen. Zurückgeblieben ist demgegenüber trotz der massiven Betroffenheit vieler Interessengruppen - nicht nur, aber besonders der Beschäftigten - eine effektive Vertretung der Interessen. Dies gilt zwar auch für die zumeist im globalen Norden angesiedelten Leitunternehmen solcher Netzwerke, mehr aber noch für die an den Netzwerkrändern im globalen Süden zu verortenden Organisationen. Gleichwohl finden sich hier wie dort Ansatzpunkte für eine effektive Vertretung nicht nur, aber vor allem der Interessen von Beschäftigten.

According to Friedrich Nietzsche, artists impose restrictions on themselves to encourage creativity and even have a way of "making things difficult" – imposing new constraints on themselves within which they have to dance. At least in the arts, it is difficulty rather than ease which promotes creativity in accordance with this view. This goes beyond the well-known idea of rules and other structures not only restricting but also enabling creativity; it also goes beyond insight into the creativity-enhancing effects of constraints, as recently emphasized in organization studies. Nietzsche adds three dimensions to this dialectic: time and the process of dancing inspired and encouraged by constraints; the opposition of old and new constraints; and the quality of intended, stimulating self-binding. We see this as an opportunity to explore the inspiring potential of Nietzsche's piece about arts, "Dancing in chains", when it comes to the different realm of creative practices and creativity in and of organizations. Such an exploration can obviously not aim to offer recipes of how to bring about valuable novelty, but simply intends to identify pertinent themes, issues and questions for organization studies – topics and aspects brought into a new or sharper light when looked at from Nietzsche's perspective and that of some other philosophers, including Jon Elster's analyses of constraints in general and of the complications of self-binding in order to promote creativity in particular. Also, we consider Míchel de Certeau's "silent production" and Martha Feldman's improvisational routines as being cases of "dancing in chains".

Although institutional work has recently attracted considerable attention from organization research, there is a surprising neglect of inter-organizational negotiations as a form of institutional work. This neglect is astonishing, since negotiations provide a unique opportunity both to study institutional change in settings characterized by diverging institutional logics and to illustrate how institutional constraints and strategic agency are linked in interaction processes. Based on a combination of the literature on institutional work and the theory of strategic negotiations, we examine in detail three illuminating negotiation processes taking place around International Framework Agreements on global labour standards. This examination reveals three types of (proto-)institutional outcomes produced by these processes: institutional creation, modification and stagnation. Whereas institutional creation and modification, albeit differing in quality, show how integrative negotiation practices of global unions might engage management in a joint endeavor for institutional change, institutional stagnation illuminates some of the pitfalls of negotiation work.

The structuring and behaviour of organizations is increasingly explained with the help of process theories, taking into account that history and sequencing matter. Among them, the notion of path dependence has gained prominence, in particular when an explanation for the rigidification of organizational routines and strategies is at stake. The distinguishing feature of this concept is its emphasis on self-reinforcing mechanisms when explaining the dynamics of narrowing down the scope of alternative actions in and among organizations. After having presented and discussed the theory of organizational path dependence, the paper highlights commonalities and contrasts between related concepts. Thereafter, the papers of this Special Themed Section will be introduced.