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Angaben zur Quelle [Bearbeiten]

Autor     Michael G. Jacobides
Titel    The inherent limits of organizational structure and the unfulfilled role of hierarchy: lessons from a near-war
Datum    30. April 2006
Anmerkung    "Working Paper (v. 2.0 / April 30, 2006)"
URL    http://portal.uc3m.es/portal/page/portal/dpto_economia_empresa/seminarios/seminarios_antiguos/Seminarios_2006-2007/aegeancrisisApril2006wp.pdf
Webcite    http://www.webcitation.org/6NC1DV0cT

Literaturverz.   

no
Fußnoten    no
Fragmente    2


Fragmente der Quelle:
[1.] Nm6/Fragment 486 35 - Diskussion
Zuletzt bearbeitet: 2014-02-08 23:13:48 Hindemith
Fragment, Gesichtet, Jacobides 2006, Nm6, SMWFragment, Schutzlevel sysop, Verschleierung

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Seite: 486, Zeilen: 35-39, 42-44
Quelle: Jacobides 2006
Seite(n): 7, Zeilen: 19ff
Terrorist networks consist of many cells that attend to particular parts of their environment. Hierarchy is used to manage the interdependencies between the different subunits that are not easily resolved through direct interaction [21]. It also resolves issues by flat [sic!], balancing incentives at the sub-organizational level with the interest of (terrorist) network as a whole [22]. [...] It also has the power to change the direction of the organization through substantive decisions on what should be done or through asset allocations [24].

21. Thompson, J.D.: Organizations in Action. McGraw-Hill, New York (1967)

22. Williamson, O.E.: The Economic Institutions of Capitalism. The Free Press, New York (1985)

24. Bower, J.L.: Managing the Resource Allocation Process. Harvard Business School Press, Boston (1974)

Organizations, as we saw, consist of many specialized sub-entities that attend to particular parts of their environment; [...]

First, hierarchy allows to manage the interdependencies between the different sub-units that are not easily resolvable through direct interaction (cf. Thompson, 1967); it also allows to resolve issues by fiat, thus becoming an arbiter of intra-organizational dispute, balancing incentives at the suborganizational level with the interests of the organization as a whole (Williamson, 1985). Relatedly, hierarchy has the power both to change the direction of an administration or an organization through substantive decisions on “what should be done”, or through asset allocation (Bower, 1976).


Bower, J. L. 1974. Managing the resource allocation process. Harvard Business School Press. Boston, MA.

Thompson, J.D. 1967. Organizations in action. McGraw-Hill, New York.

Williamson, O.E.. [sic] 1985. The Economic Institutions of Capitalism. The Free Press, New York.

Anmerkungen

The source is not mentioned anywhere in the paper.

The text of the source on the role of hierarchy in general has been taken, including references to the literature, and adapted to the terrorism theme.

To be continued: Nm6/Fragment_487_01

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[2.] Nm6/Fragment 487 01 - Diskussion
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Quelle: Jacobides 2006
Seite(n): 7, 8, Zeilen: 7: last lines; 8: 1ff
Hierarchy’s ability to take the role of network (organizational) architect and devise new ways of dividing labour allows a new set of frames to emerge. A new decomposition allows a new set of informational inputs to percolate through the network, and for new views to be formed [25] [26]. This is the cybernetic control function of hierarchy.

Hierarchy can also help to provide some real-time control of terrorist network’s (organization) routine mode of operation, at the level of both actions and cognition. In terms of action, it can step in to block routines that are not functional and override or restructure a proposed course of action to the extent possible.


25. Simon, H.A.: The Architecture of Complexity. Proc. Amer. Philos. Soc. 106, 467–482 (1962)

26. Jacobides, M.: The Architecture and Design of Organizational Capabilities. Indust. Corporate Change 15(1), 115–169 (2006)

Second, hierarchy’s ability to take the role of the “organizational architect”, and devise new ways of breaking up the tasks, and new types of units provides the opportunity for a new set of “frames” to emerge. A new “decomposition”, a new structure leads to a new set of inputs to come through to the

[page 8]

organization, and for new views to be formed (see Simon, 1962; Jacobides, 2006).7 This is the “cybernetic control” function of hierarchy.

Third, there is another important role for hierarchy, and that is to provide real-time control of the organization’s routine mode of operation, at the level of both actions and cognition. Hierarchy, in principle, provides the ability of stepping in (a) to “block” routines that are not functional, and override the proposed or emerging course of action of a part of the organization; [...]


7 [...]


Jacobides, M.G., 2006. The Architecture and Design of Organizational Capabilities, Industrial and Corporate Change 15(1): 151-169.

Simon, H.A.. 1962. The architecture of complexity. Proceedings of the American Philosophical Society 106 467-482.Simon, H.A.. 1962 [1988]. Sciences of the Artificial. MIT Press, Harvard MA.

Anmerkungen

The source is not mentioned anywhere.

The parallel text cannot be found in the mentioned source Jacobides 2006, which is different from the source of the parallel text.

The text parallel begins on the previous page: Nm6/Fragment_486_35

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