organizational-theory

"If an organization is to learn anything, then the distribution of its memory, the accuracy of that memory, and the conditions under which that memory is treated as a constraint become crucial characteristics of organizing."

"Stakeholder theory regards the firm as a nexus of stakeholders, commonly defined as groups or individuals who can affect or are affected by the achievement of the firm's goals (Freeman 1984). Depending on the ground for examining a firm's stakeholders, we can differentiate three approaches (Jones 1995):"

"In its most basic sense, organizational memory refers to stored information from an organization's history that can be brought to bear on present decisions. This information is stored as a consequence of implementing decisions to which they refer, by individual recollections, and through shared interpretations."

"Real learning gets to the heart of what it means to be human. Through learning we re-create ourselves. Through learning we become able to do something we never were able to do. Through learning we reperceive the world and our relationship to it. Through learning we extend our capacity to create, to be part of the generative process of life. There is within each of us a deep hunger for this type of learning."

"Many companies are not driving significant business value from the digitized platforms they build as part of their enterprise architecture initiatives. Our 2011 survey of 146 senior IT leaders found that the companies that benefit from their platforms' efforts are consistently relying on four architecture-related practices that encourage organizational learning about the value of enterprise architecture: 1) making IT costs transparent, 2) debating architectural exceptions, 3) performing post-implementation reviews, and 4) making IT investments with enterprise architecture in mind."

"The extant representations of the concept of organizational memory are fragmented and underdeveloped. In developing a more coherent theory, we address possible concerns about anthropomorphism; define organizational memory and elaborate on its structure; and discuss the processes of information acquisition, retention, and retrieval. Next, these processes undergrid a discussion of how organizational memory can be used, misused, or abused in the management of organizations."

"Organizations are mental entities capable of thought."

"Organizations do not literally remember."

"A memory is a persistent record not dependent on a tight coupling between sender and receiver."

"The stakeholder concept was originally defined as "those groups without whose support the organization would cease to exist." The list of stakeholders originally included shareowners, employees, customers, suppliers, lenders and society. Stemming from the work of Igor Ansoff and Robert Stewart (in the planning department at Lockheed) and, later Marion Doscher and Stewart at SRI, the original approach served an important information function in the SRI corporate planning."

"Lack of specificity around stakeholder identity remains a serious obstacle to the further development of stakeholder theory and its adoption in actual practice by business managers. Nowhere is this shortcoming more evident than in stakeholder theory's treatment of the constituency known as 'community."

"Freeman is the acknowledged father of the stakeholder approach. His Strategic Management: a Stakeholder Approach (1984) introduced the concept of stakeholders, all of those individuals or groups other than shareholders (or owners) who have a stake in the particular decision or action of companies. The book proved to be a landmark in the development of stakeholder theory, a theory of management and business ethics that emphasises morality and ethicality in managing organisations. This theory was a departure from the dominant Anglo-Saxon approach that grants priority to shareholders and independence of management. Nowadays, the stakeholder approach is mentioned in virtually every publication on corporate governance and corporate social responsibility. By interacting with their stakeholders and societal context, organisations are able to establish their (social) responsibility system, enforced in part through laws and regulations but also increasingly voluntarily through company codes and business principles. The stakeholder theory is applied within various scientific disciplines ranging from business to law, from politics to health."

"Change that works by recapturing something that was there in the past has many resources on which to draw and a whole network of support on which to rely."

"Those who cannot remember the past are condemned to repeat it."

"Human beings hold two types of theories of action. There is the one that they espouse, which is usually expressed in the form of stated beliefs and values. Then there is the theory that they actually use; this can only be inferred from observing their actions, that is, their actual behavior."

"Looking at the business corporation through something other than the eyes of its equity holders has inspired great efforts to translate that intuitive appeal into a theory... The promise of stakeholder theory to offer a cogent alternative to the economic account of the firm, however, is impeded by a set of assumptions designed to accommodate economic considerations."

"Another group at MIT and Harvard University developed the notion of “organizational learning.” Chris Argyris and Donald Schön were the key figures in this group. Argyris was a student of Kurt Lewin, who was a participant in the Macy Foundation meetings that were chaired by Warren McCulloch."

"Rules, procedures, technologies, beliefs and cultures are conserved through systems of socialization and control."

"When felt and lived out as a daily sensibility, in combination with other anarchist ethics, cooperation creates fundamentally different social relations, which offer humanity the best odds of transforming the values of a hierarchical society. In a hierarchical society, charity is a form of "giving" that no matter how benevolent, ends up forging paternalistic relationships. The giver is in a position of authority; the recipient is always at their mercy, even if the giver needs the recipient to feel good about themselves (or as a tax write-off). This leads to an ethics of self-interest: one shouldn't give unless one receives something equal in return, regardless of whether each person has something equal to give. Mutual aid, in contrast, stresses reciprocal relations, regardless of whether the gift is equal in kind. Humans give back to each other in a variety of ways—the inequality of equals. Individuals and societies flourish because the different contributions are not only equally valued but combine to make for a greater whole."

"It is especially in the domain of ethics that the dominating importance of the mutual-aid principle appears in full. That mutual aid is the real foundation of our ethical conceptions seems evident enough. But whatever the opinions as to the first origin of the mutual-aid feeling or instinct may be whether a biological or a supernatural cause is ascribed to it — we must trace its existence as far back as to the lowest stages of the animal world; and from these stages we can follow its uninterrupted evolution, in opposition to a number of contrary agencies, through all degrees of human development, up to the present times. Even the new religions which were born from time to time — always at epochs when the mutual-aid principle was falling into decay in the theocracies and despotic States of the East, or at the decline of the Roman Empire — even the new religions have only reaffirmed that same principle. They found their first supporters among the humble, in the lowest, downtrodden layers of society, where the mutual-aid principle is the necessary foundation of every-day life; and the new forms of union which were introduced in the earliest Buddhist and Christian communities, in the Moravian brotherhoods and so on, took the character of a return to the best aspects of mutual aid in early tribal life. Each time, however, that an attempt to return to this old principle was made, its fundamental idea itself was widened. From the clan it was extended to the stem, to the federation of stems, to the nation, and finally — in ideal, at least — to the whole of mankind."

"In the practice of mutual aid, which we can retrace to the earliest beginnings of evolution, we thus find the positive and undoubted origin of our ethical conceptions; and we can affirm that in the ethical progress of man, mutual support — not mutual struggle — has had the leading part. In its wide extension, even at the present time, we also see the best guarantee of a still loftier evolution of our race."

"The arrival of the COVID-19 pandemic in early 2020, unfolding around the world as I write these words, will likely be remembered as an epochal shift. [...] Against all these fateful outcomes there will be those among us who refuse to return to normal, or to embrace the “new normal,” those of us who know that “the trouble with normal is it only gets worse.” Already, in the that the crisis has unleashed, we are seeing extraordinary measures emerge that reveal that much of the neoliberal regime’s claims to necessity and austerity were transparent lies. The God-like market has fallen, again. In different places a variety of measures are being introduced that would have been unimaginable even weeks ago. These have included the suspension of rents and mortgages, the free provision of public transit, the deployment of basic incomes, a hiatus in debt payments, the commandeering of privatized hospitals and other once-public infrastructure for the public good, the liberation of incarcerated people, and governments compelling private industries to reorient production to common needs. We hear news of significant numbers of people refusing to work, taking wildcat labor action, and demanding their right to live in radical ways. In some places, the underhoused are seizing vacant homes. We are discovering, against the upside-down capitalist value paradigm which has enriched the few at the expense of the many, whose labor is truly valuable: care, service, and frontline public sector workers. There has been a proliferation of grassroots radical demands for policies of care and solidarity not only as emergency measures, but in perpetuity. [...] Meanwhile, the quarantined and semi-isolated are discovering, using digital tools, new ways to mobilize to provide care and mutual aid to those in our communities in need. We are slowly recovering our lost powers of life in common, hidden in plain sight, our secret inheritance. We are learning again to become a cooperative species, shedding the claustrophobic skin of . In the suspension of a capitalist order of competition, distrust and endless, pointless hustle, our ingenuity and compassion are resurfacing like the birds to the smog-free sky. When the Spring arrives, the struggle will be to preserve, enhance, network and organize this ingenuity and compassion to demand no return to normal and no new normal."

"We have learned how to bring a capitalist economy to its knees through non-violent protest in the face of overwhelming, technologically augmented oppression. We are learning how to become ungovernable by either states or markets. Equally important, we have learned new ways to care for one another without waiting for the state or for authorities. We are rediscovering the power of mutual aid and solidarity. We are learning how to communicate and cooperate anew. We have learned how to organize and to respond quickly, how to make collective decisions and to take responsibility for our fate. Like the heroes of all good epics, we are not ready, our training was not completed, yet fate will not wait. Like all true heroes, we must make do with what we have: one another and nothing else. As the world closes its eyes for this strange, dreamlike quarantine ⁠— save of course for those frontline health, service and care workers who, in the service of humanity, cannot rest, or those who have no safe place to dream ⁠— we must make ready for the waking. We are on the cusp of a great refusal of a return to normal and of a new normal, a vengeful normalcy that brought us this catastrophe and that will only lead to more catastrophe. In the weeks to come, it will be time to mourn and to dream, to prepare, to learn, and to connect as best we can. When the isolation is over, we will awaken to a world where competing regimes of vindictive normalization will be at war with one another, a time of profound danger and opportunity. It will be a time to rise and to look one another in the eye."

"All that was an element of progress in the past or an instrument of moral and intellectual improvement of the human race is due to the practice of mutual aid, to the customs that recognized the equality of men and brought them to ally, to unite, to associate for the purpose of producing and consuming, to unite for purpose of defence to federate and to recognize no other judges in fighting out their differences than the arbitrators they took from their own midst."

"The implication of mutual aid is that humans see themselves as part of nonhuman nature (though distinct from it in certain ways), needing to cooperate as much with the nonhuman natural world as with each other to survive and evolve. The ecological crisis is, in fact, a social crisis: humans believe they can dominate nonhuman nature because they believe it's natural to dominate other human beings. But mutual aid holds that humans, other animals, and plants all thrive best under forms of holistic cooperation—ecosystems. It suggests that people would be much more likely to live in harmony with each other and the nonhuman world—to be ecological—in a nonhierarchical society."

"Mutual aid is one of the most beautiful of anarchism's ethics. It implies a lavish, boundless sense of generosity, in which people support each other and each other's projects. It expresses an openhanded spirit of abundance, in which kindness is never in short supply. It points to new relations of sharing and helping, mentoring and giving back, as the very basis for social organization. Mutual aid communalizes compassion, thereby translating into greater "social security" for everyone—without need for top-down institutions. It is solidarity in action, writ large, whether on the local or global level."

"A soon as we study animals — not in laboratories and museums only, but in the forest and prairie, in the steppe and in the mountains — we at once perceive that though there is an immense amount of warfare and extermination going on amidst various species, and especially amidst various classes of animals, there is, at the same time, as much, or perhaps even more, of mutual support, mutual aid, and mutual defence amidst animals belonging to the same species or, at least, to the same society. Sociability is as much a law of nature as mutual struggle. Of course it would be extremely difficult to estimate, however roughly, the relative numerical importance of both these series of facts. But if we resort to an indirect test, and ask Nature: "Who are the fittest: those who are continually at war with each other, or those who support one another?" we at once see that those animals which acquire habits of mutual aid are undoubtedly the fittest. They have more chances to survive, and they attain, in their respective classes, the highest development and bodily organization. If the numberless facts which can be brought forward to support this view are taken into account, we may safely say that mutual aid is as much a law of animal life as mutual struggle; but that as a factor of evolution, it most probably has a far greater importance, inasmuch as it favors the development of such habits and characters as insure the maintenance and further development of the species, together with the greatest amount of welfare and enjoyment of life for the individual, with the least waste of energy."

"If the traditional was clearly in the ranks of a liberal-progressive orientation, calling for more effective national governmental action, some advocates of Black Power could easily conclude that such action had reached its limits: Once the national government removed the legal barriers to advancement, the task was then up to blacks themselves to devote more of their energies and resources to helping themselves. They needed to engage more in “self-help” and seek to develop organizations and institutions that would rely less on government “handouts” and more on their own intra-communal efforts. After all, wasn’t this the way other groups had made it in the society? As many blacks received advantages in education and jobs, they should “reach back” and help their less fortunate sisters and brothers. And do so without the constant complaining about the lack of governmental economic assistance. They should stop seeing themselves as perpetual victims, and take more initiative on their own to assume responsibility for alleviating their plight."

"The business model of Wall Street is fraud. In my view, there is no better example than the recently-exposed illegal behavior at ."

"Innovative e-business projects start with a design of the e-business model. We often encounter the view, in research as well as industry practice, that an e-business model is similar to a business process model, and so can be specified using UML activity diagrams or Petri nets. In this paper, we explain why this is a misunderstanding. The root cause is that a business model is not about process but about value exchanged between actors. Failure to make this separation of concerns leads to poor business decision-making and inadequate business requirements."

"Business models and value propositions expire like a yogurt in the fridge."

"The business model is an abstract representation of an organization, be it conceptual, textual, and/or graphical, of all core interrelated architectural, co-operational, and financial arrangements designed and developed by an organization presently and in the future, as well as all core products and/or services the organization offers, or will offer, based on these arrangements that are needed to achieve its strategic goals and objectives."

"A startup is a temporary organization in search of a scalable, repeatable, profitable business model."

"All too often, a successful new business model becomes the business model for companies not creative enough to invent their own."

"A frustration I have is that a lot of people increasingly seem to equate an advertising business model with somehow being out of alignment with your customers, ... I think it’s the most ridiculous concept. What, you think because you’re paying Apple that you’re somehow in alignment with them? If you were in alignment with them, then they’d make their products a lot cheaper!"

"[Total Quality Management (TQM) is] a term first used to describe a management approach to quality improvement. Since then, TQM has taken on many meanings. Simply put, it is a management approach to long-term success through customer satisfaction. TQM is based on all members of an organization participating in improving processes, products, services and the culture in which they work. The methods for implementing this approach are found in the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran."

"Until the mid-1970s, the prominent approach in organization and management theory emphasized adaptive change in organizations. In this view, as environments change, leaders or dominant coalitions in organizations alter appropriate organizational features to realign their fit to environmental demands (e.g. Lawrence and Lorsch 1967; Thompson 1967; Child 1972; Chandler 1977; Pfeffer and Salancik 1978; Porter 1980; Rumelt 1986). Since then, an approach to studying organizational change that places more emphasis on environmental selection processes, introduced at about that time (Aldrich and Pfeffer 1976; Hannan and Freeman 1977; Aldrich 1979; McKelvey 1982), has become increasingly influential. The stream of research on ecological perspectives of organizational change has generated tremendous excitement, controversy and debate in the community of organization and management theory scholars. Inspired by the question, Why are there so many kinds of organizations?"

"Systems engineering as an approach and methodology grew in response to the increase size and complexity of systems and projects... This engineering approach to the management of complexity by modularization was re-deployed in the software engineering discipline in the 1960s and 1970s with a proliferation of structured methodologies that enabled the the analysis, design and development of information systems by using techniques for modularized description, design and development of system components. Yourdon and DeMarco's Structured Analysis and Design, SSADM, James Martin's Information Engineering, and Jackson's Structured Design and Programming are examples from this era. They all exploited modularization to enable the parallel development of data, process, functionality and performance components of large software systems. The development of object orientation in the 1990s exploited modularization to develop reusable software. The idea was to develop modules that could be mixed and matched like Lego bricks to deliver to a variety of whole system specifications. The modularization and reusability principles have stood the test of time and are at the heart of modern software development."

"Perhaps the greatest strength of an object-oriented approach to development is that it offers a mechanism that captures a model of the real world."

"Although the Gordon and Howell report noted the diversity of approaches to the study of management, it was Harold Koontz who delineated the differences and applied the catchy label ‘‘management theory jungle.’’"

"Object-oriented programming languages support encapsulation, thereby improving the ability of software to be reused, refined, tested, maintained, and extended. The full benefit of this support can only be realized if encapsulation is maximized during the design process. We argue that design practices which take a data-driven approach fail to maximize encapsulation because they focus too quickly on the implementation of objects. We propose an alternative object-oriented design method which takes a responsibility-driven approach. We show how such an approach can increase the encapsulation by deferring implementation issues until a later stage."

"The (UML) is a general-purpose visual modeling language that is used to specify, visualize, construct, and document the artifacts of a software system. It captures decisions and understanding about systems that must be constructed. It is used to understand, design, browse, configure, maintain, and control information about such systems. It is intended for use with all development methods, lifecycle stages, application domains, and media. The modeling language is intended to unify past experience about modeling techniques and to incorporate current software best practices into a standard approach. UML includes semantic concepts, notation, and guidelines. It has static, dynamic, environmental, and organizational parts. It is intended to be supported by interactive visual modeling tools that have code generators and report writers. The UML specification does not define a standard process but is intended to be useful with an iterative development process. It is intended to support most existing object-oriented development processes."

"An approach is a set of correlative assumptions dealing with the nature of language teaching and learning. An approach is axiomatic."

"The nearest we approach God ... is as creative beings. The poet, by echoing the primary imagination, recreates. Through his work he forces those who read him to do the same, thus bringing them ... nearer to the actual being of God as displayed in action."

"The Current Approaches to Management Theory and Science"

"Applying this approach, systems belonging to different scientific disciplines are investigated in their natural forms. On the basis of experimental results, isomorphic relations between different systems are studied and, finally, some general principles applicable for all systems of a certain class are formulated."

"Project management has long been discussed by corporate executives and academics as one of several workable possibilities for organizational forms of the future that could integrate complex efforts and reduce bureaucracy.... This approach does not really destroy the vertical, bureaucratic flow of work but simply requires that line organizations talk to the other horizontally so work will be accomplished more smoothly throughout the organization"

"The stakeholder concept was originally defined as "those groups without whose support the organization would cease to exist." The list of stakeholders originally included shareowners, employees, customers, suppliers, lenders and society. Stemming from the work of Igor Ansoff and Robert Stewart (in the planning department at Lockheed) and, later Marion Doscher and Stewart at SRI, the original approach served an important information function in the SRI corporate planning."

"We present a dramatically different approach to time management. This is a principle-centered approach. It transcends the traditional prescriptions of faster, harder, smarter, and more. Rather than offering you another clock, this approach provides you with a compass — because more important than how fast you're going, is where you're headed."

"[ Software engineering is] the application of a systematic, disciplined, quantifiable approach to the development, operation, and maintenance of software."