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Organizations that find themselves within a problematic situation connected with cultural issues such as politics and power require adaptable research and corresponding modeling approaches so as to grasp the arrangements of that situation and their impact on the organizational development. This article originates from an insider-ethnographic interv...
Contexts in source publication
Context 1
... concept of power relations within the organization, as depicted in Figure 3, was developed on the basis of the cul- tural analysis of SSM (Checkland, 2000) and more precisely based on Analysis Two (II) and Analysis Three (III). With regard to how power is expressed in the problematic situation, it was found that contact to the leader of the organization is of vital importance. ...
Context 2
... these powerful people are expected to deliver information to the chairman such as professional information, accusations, and rumors. In the middle of Figure 3, we have the chairman surrounded by an inner circle, which is composed of the most powerful people in the organization who are not necessarily the departmental leaders. The connection between the power- ful people in the inner circle is contrasted by the connection between the chairman, who has been in charge of the organi- zation for more than 19 years, and Nikos, who has been work- ing in the organization as a technician for 18 years. ...
Context 3
... protection provided by the chairman allows Nikos to fight against any possible modifications coming from the inner circle and also to fight against the PMs. Martha (see Figure 3) who has been working as PM for the organization since its foundation in 1979 provides additional reasons for his ever- growing influence. ...
Context 4
... is further accentuated in the interplay between power relations, the behavior of powerful people, and the organizational atmosphere. According to Karen (see Figure 3), the chairman is not only the cause of the problematic situ- ation but he is also responsible for the development of the current socio-political system. The other sources are the management board and the employees who profit from the unstable situation. ...
Context 5
... socio-political system (Figure 3) was brought to the surface by using the cultural analysis of SSM (Checkland, 2000), that is, an action-oriented approach (Sykes & Treleaven, 2009;Yolles, 2006) for collecting emic data (Xia, 2011). However, only through the application of the configu- ration model of organizational culture (Dauber et al., 2012) Note. ...
Context 6
... regard to Analysis One (I), the discovery of the socio-political system (Figure 3) after the second research phase (B) put the researcher in a somewhat tricky position especially with regard to the further work with the manage- ment group. Gharajedaghi (2007) mentions that the question- ing of "sacred" cultural codes can possibly be perceived by the powerful as a threat or insult and thus punished. ...
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Citations
... It represents a level of concordance in the basic assumptions that are believed to be non-confrontable and non-debatable. Staadt (2015) found that organizational culture is the most prominent enabler in enhancing knowledge sharing in transnational projects. Atkins and Turner (2006) advocated that management of uncertainty is a necessary condition for effective project management. ...
Knowledge sharing is crucial for attaining a competitive edge in organizations. Knowledge and performance motivate organizations to launch new innovative products and services to sustain market advantages among competitors. Many factors have been shown to be determinants for supporting organizational performance growth, one of which is organizational culture. The objective of this paper is to analyze the organizational culture that supports knowledge sharing activities for organizational performance, innovation and strategy. This paper uses a sample of 107 cases to examine the empirical data. The results demonstrate the role of organizational culture with an innovative strategy in knowledge sharing, which directly contributes to the improvement of organizational performance. Using fsQCA, this paper relates the impact of organizational culture on the business activities within an organization. The main findings of this paper analyze and test the relation between organizational culture and knowledge sharing components for organizational strategies.
Knowledge sharing and its risks have been considered by researchers in recent years, and despite the importance of the issue in the insurance industry, no research has been conducted in this area. Given the identified gap, the main purpose is to analyze and evaluate inter-organizational knowledge risks in the insurance industry. The research method is descriptive from the data perspective and applied from the goal perspective. The statistical population includes 30 human resource and risk managers in the insurance industry who were selected by purposive sampling. A questionnaire was used to collect data from experts. Measuring the interaction of knowledge risks on each other and also determining the probability and severity of the effect of each risk was done through fuzzy dematel method and fuzzy method with the help of programming in Matlab software. According to the results, the risk of knowledge loss due to high impact on other inter-organizational knowledge risks, as well as the probability of occurrence and severity of the effect and therefore the high level of risk, is one of the most important inter-organizational knowledge risks and should be considered by active organizations in insurance industry.
The Problem Structuring Methods (PSMs) are a set of interactive and participatory modeling approaches for dealing with unstructured complex problems, which are characterized by the existence of multiple actors, with differing perspectives and conflicting interests, trying to identify alternatives for solving a problematic situation in an environment with uncertainties. In this paper, we provide a literature review about PSMs over the last decade (2010-2020), focusing on verifying the distribution of papers according to year, journals, countries, and authors; to identify the most frequent PSMs and areas of application; and to present methodological and theoretical advances, and emerging topics. The content analysis technique was used to analyze the papers. From 2015 on there was a significant increase in the number of studies that address the PSMs and the years 2018 and 2019 concentrate around one-third of the number of papers. Most of the papers present applications of PSM in different areas that were classified into five categories: business management; environmental management; healthcare sector; social issues; and other areas. Regardless of the application area, the Soft System Methodology (SSM) is the most frequently used PSM and a discussion is provoked about this finding. The paper also presents the theoretical and methodological advances and emerging topics in this discipline.
In order to solve the problem of cross-time and cross-regional medical collaboration and distributed knowledge sharing across patients and medical teams for 24 hours a day in the context of global resource allocation, a new 24HrKF e-health service model is proposed and a key knowledge model of 24HrKF e-health team knowledge sharing is established based on existing research results combined with 24HrKF distributed team characteristics. Finally, the questionnaire data of 338 multinational medical team members are used to verify the impact of key factors on the knowledge sharing of medical teams. The results shows that factors such as information and communication technology, the hospital's cultural characteristics, cross-cultural communication, medical knowledge and skills, and trust all have a significantly positive impact on knowledge sharing among team members especially information and communication technology and medical knowledge and skills. However, the degree of time-span separation across time zones has no significant effect on the knowledge sharing among team members.
The main purpose of this chapter is to present the interlinkage of soft systems methodology (SSM) and organizational culture. Often, organizations find themselves within a problematic situation connected with cultural issues. Analysis of such issues is complex because of the numerous stakeholders involved and the multi-faceted and dynamic nature of the culture. This chapter focuses on organizational culture, which is among the most important assets on which an organization rely, particularly for the sake of change management. Here the authors begin with a review on the concept of organizational culture and proceed to discuss the factors affecting the organizational culture and then present a model of organizational culture, cultural aspects of SSM, and a real-world application of SSM in the form of a case study of corporate ethical culture analysis.
Purpose
The purpose of this paper is to evaluate the impact of corporate culture (CC) and hedonic motivation (HM) on the adoption of an information system (IS) inside a Moroccan company. To do so, the authors have combined and merged the “unified theory of acceptance and use of technology 2” along with the “Nguyen and Aoyama’s model” that covers the subject of CC. Later, the authors tested the research model within a Moroccan company.
Design/methodology/approach
In the present work, the authors used a quantitative analysis approach. Survey data were collected through oral interviews and analysis was performed based on the “partial least square” method, over a 94 sample of direct IS users.
Findings
The findings of the present investigation demonstrate the reliability and the validity of the established measurement model. Concerning the structural model, results support all hypotheses but with different effect size. The conclusion that can be extracted from this study is that CC and HM are important factors in the adoption process within the Moroccan firm.
Originality/value
This study enhances the understanding of the major factors affecting the adoption of an IS in a developing country. While several studies on adoption have been conducted, this study’s originality and contribution lays in the examination of the rarely evaluated factors: HM and CC.
