• Organising for coporate venturing

      Battistini, Boris; Hacklin, Fredrik; Baschera, Pius (European Financial Review, 2014)
    • Organising for supply chain management

      Boute, Robert; Van Dierdonck, Roland; Vereecke, Ann (International Journal of Logistics Research and Applications, 2011)
    • Organising the Supply Chain Department

      Vereecke, Ann; Boute, Robert (2011)
    • Organization structure in process oriented firms

      Vanhaverbeke, Wim; Torremans, Huub (The Journal of Knowledge and Process Management, 1999)
    • Organizational Behaviour

      Buelens, Marc; Kreitner, M.; Kinicki, A. (2002)
      Organizational Behaviour, Second European Edition' offers a comprehensive introduction to the theories of Organisational Behaviour within a European context. In addition to its clear exposition of fundamental concepts, the text's interactive approach develops students' understanding of how OB applies to real working environments. The new edition features: New European Case Studies - New case material featuring European organisations, illuminating the theories of OB with interesting and relevant insights. New International OB Examples - Up-to-date examples reflecting cultural diversity and the increasing globalisation of business. Interactive pedagogical approach - OB exercises, group exercises, internet exercises, and personal awareness and growth exercises test students' ability to apply concepts, analyse models, and evaluate their own aptitudes as future managers. Coverage of contemporary issues in OB - A strong focus on culture and diversity, a new chapter on Influence, Power and Politics, and a full chapter on Managing Occupational Stress.
    • Organizational change questionnaire - climate of change, processes and readiness (OCQ - C, P, R): development of a new instrument

      Bouckenooghe, Dave; Devos, Geert; Van den Broeck, Herman (The Journal of Psychology: Interdisciplinary and Applied, 2009)
    • Organizational Design and Agility: implications for society, business and environment

      Homberg, F.; Herath, D.; Alijani, S.; Worley, C.; Vandenbroucke, Astrid; Giustiniano, L.; Heitmann, S.; Secchi, D. (2019)
    • The organizational environment with its measures, antecedents, and consequences: A review and research agenda

      Meinhardt, Ralf; Junge, Sebastian; Weiss, Martin (Management Review Quarterly, 2018)
      The organizational environment is a focal element of multifaceted managerial decisions. Consequently, research has shown a long lasting and still growing interest in investigating the organizational environment and understanding its impact on a firm. Because it is widely assumed that the business environment will become more dynamic, changes in the organizational environment have drawn the particular attention of many scholars. While the extant research has established valuable knowledge, its fragmentation due to differing definitions and contradictory findings calls for a broad review to establish a foundation for future research. By analyzing 279 studies that have investigated different aspects of the organizational environment between 1958 and mid-2017, we contribute to various research streams that involve this environmental factor. We use a comprehensive research framework to categorize and review the previous work. In particular, we distinguish between studies that define or measure the organizational environment, as well as studies that investigate antecedents, outcomes, and moderating effects of the organizational environments. Among those categories, we discuss our findings, before subsequently synthesizing existing works and deriving an agenda for future research.
    • Organizational identification: theoretical and empirical analyses of competing conceptualizations

      Boros, Smaranda (Cognition, Brain, Behavior. An Interdisciplinary Journal, 2008)
      As multinational corporations (MNCs) have increasingly expanded abroad to seek out new assets and capabilities from different specialized locations, so they have sought to become embedded in diverse local social and cultural contexts. Several streams of work have examined the managerial challenges of the integrated network MNC, as well as factors influencing the successful adoption or transfer of organizational practices within the MNC. In this work, however, the role and dynamics of organizational identity, of how the organization’s members and outside audiences perceive the organization, remain largely unexplored. In a longitudinal case study of the international expansion over a 15-year period of the business unit of a Japanese MNC into the United States, I find that the North American subsidiary’s members engaged in identity work to construct a hybrid identity for their organization. It was through this hybrid identity that the organization’s members enacted their environment, organizational capabilities at integrating knowledge, strategy, and structure. These, in turn, recursively interacted with the organization’s hybrid identity in complex ways, either reinforcing it or stressing it, leading to identity change and renewed efforts at identity construction by the organization’s members. The dynamics of the organization’s hybrid identity are different from how changes occur in these other constructs, with identity playing an influential, and perhaps the key role, in the evolution of the organization. Lorsqu’une filiale japonaise n’est pas une filiale japonaise : l’internationalisation comme facteur de changement de l’identité et des capacités organisationnelles Christopher J. Voisey: Tout en poursuivant des politiques d’expansion à l’étranger à la recherche de nouveaux atouts et capacités à partir de nouvelles localisations, les entreprises multinationales ont aussi cherché à s’ancrer dans le tissu culturel et social local. La recherche s’est déjà intéressée aux défis manageriels de la multinationale intégrée à un réseau ainsi qu’aux facteurs qui influencent l’adoption ou le transfert réussis de pratiques organisationnelles au sein des multinationales. Ici, en revanche, le rôle et la dynamique de l’identité organisationnelle, soit la façon dont l’organisation est perçue par ses membres et par l’extérieur, ne sont pas abordés. Dans le cadre d’une étude de cas longitudinale sur l’expansion internationale d’une multinationale japonaise aux Etats-Unis sur une période de quinze ans, je révèle que les employés de la filiale nord américaine se sont engagés dans un travail identitaire afin de construire et donner une identité hybride à leur organisation. C’est grâce à cette identité hybride que les membres de l’organisation agissent sur les capacités organisationnelles d’intégration de connaissance, stratégie et de structure. Celles-ci, à leur tour, interagissent de façon récursive et complexe à l’identité hybride de l’organisation, que ce soit en la renforçant ou en la mettant sous tension, ce qui conduit alors à un changement identitaire et à des efforts renouvelés de construction identitaire par les membres de l’organisation. La dynamique de l’identité hybride de l’organisation est différente de la façon dont se produit le changement dans ces autres constructions, l’identité jouant ici un rôle déterminant, voire le rôle clef, dans l’évolution de l’organisation.
    • Organizational innovation adoption: A multi-level framework of determinants and opportunities for future research

      Frambach, Ruud; Schillewaert, Niels (Journal of Business Research, 2002)
      Organizational innovation adoption has received increasing attention in the marketing and management literature over the past two decades. Insight into adoption processes, its inhibitors and stimulators helps suppliers of innovations to market their new products more effectively. The objective of this paper is to discuss the main findings on organizational adoption and integrate them within a framework. The framework that is proposed addresses the adoption decision at two levels, i.e. the organizational level and the individual adopter within an organization. Research on innovation adoption and technology acceptance that have emerged in the marketing and management literature is integrated and several research issues that need further attention are identified.
    • Organizational teflon. über die subtilen Techniken der Organisation bei der Absorption moralischer Zumutungen

      Wetzel, Ralf; Rosenbichler, U. (Diversitas. Zeitschrift für Managing Diversity und Diversity Studies, 2011)
    • Organizational versus individual responsibility for career management: complements or substitutes

      De Vos, Ans; Buyens, Dirk (2005)
      This paper explores the relationship between organizational career management and career self-management and addresses their impact on employee outcomes. The results of a study among employees and linemanagers are presented, which partly support our hypotheses. The interaction between organizational and individual career management in explaining employee outcomes is discussed.