Intelligent organizations: an integrative framework

Schwaninger, Markus

doi:10.1002/sres.408

Cited by 92 publications

(61 citation statements)

References 20 publications

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“…This view holds that the resources the give organization deploys are neither given, nor discovered, but created in the process of making sense of the knowledge (e.g. [36,40]. This comes very close to what Nonaka and Takeuchi [41] (1995) have described as a process during which tacit knowledge is converted into explicit knowledge within the structures of a given organisation.…”

Section: Big Data Revolution and Smart Organizationsmentioning

confidence: 86%

The Effects of the Internet of Things and Big Data to Organizations and Their Knowledge Management Practices

Kaivo‐oja

Virtanen

Jalonen

et al. 2015

Lecture Notes in Business Information Processing

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Abstract. New technologies are promising us many upsides like enhanced health, convenience, productivity, safety, and more useful data, information and knowledge for people and organizations. The potential downsides are challenges to personal privacy, over-hyped expectations, increasing technological complexity that boggles us. Our point is this change requires scientific discussion from the point of management, leadership and organizations -that is, it is time to discuss the meaning of these challenges seriously also in terms of existing traditions of management science. This review type article discusses the nature and role of the Internet of Things (IoT), Big Data and other key technological waves of ubiquitous revolution vis-á-vis the existing knowledge on management, organizations and knowledge management practices in organizations. Recent changes in the fields of robotics, artificial intelligence and automation technology indicate that all kinds of intelligence and smartness are increasing and organizational cultures are going to change indicating fast changes in the field of modern management and management sciences. Organizational processes form the base for the knowledge-based decision-making. Developing and utilizing smart solutions -like the utilization of Big Data -emphasize the importance of open system thinking. Digitalized services can for instance create new interfaces between service providers and users. Service users create social value while they are participating in co-producing activities. Hence, the IoT and Big Data undoubtedly strengthen the role of participation in service production, service economy, innovativeness in-between organizations (as a joint processes) and leadership models incorporated in service-dominant -logic. Moreover, IoT, Big Data, and especially digitalization bring about the renaissance of knowledge in decision-making.At organizational level, smart organizations do no rely on knowledge production, but focus on knowledge integration instead. Knowledge integration becomes a key part of management systems. This also means that seminal theories with regard to decision-making and knowledge management do not suffice anymore. At organizational level there is a growing need to develop abilities to act in changing, not easy to forecasted and non-linear situations due to the complexity related to utilization and developing digitalization. Authentic and clinical leadership involves components such as awareness, unbiased processing, action, and relations. IoT and Big Data certainly effect organizations. The connection between IoT, Big Data, management systems as well as

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Section: Big Data Revolution and Smart Organizationsmentioning

confidence: 86%

The Effects of the Internet of Things and Big Data to Organizations and Their Knowledge Management Practices

Kaivo‐oja

Virtanen

Jalonen

et al. 2015

Lecture Notes in Business Information Processing

View full text Add to dashboard Cite

show abstract

“…In a similarly interventionist manner Stafford Beer, the author of the Viable Systems Model (Schwaninger 2001;Hoverstadt 2008), felt that the role of the system scientist was not just to think about systems but also act to improve them. 'If the systems scientist finds that the system is, in fact, something no one wants, he should work towards changing that system' (Beer 1974, p. 318).…”

Section: Dualism 2: Reductionist Theory and Holistic Practicementioning

confidence: 97%

The Continuous Improvement Grid: An Empirical Investigation into the Effectiveness of a Systems, and Action Research, Based Continuous Improvement Intervention, for ‘New’ Organisation Development

Young

2011

Syst Pract Action Res

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This paper is a rare example of a large scale (n = 1310), positivist, evaluation of an action research program. It documents how the Royal Navy used the principles of scholarly consulting and pragmatic science to develop, apply and review a systems based tool, and associated 'new organisation development' intervention, to help staff explore and share perceptions of working practices, in order to expand their awareness of their current work situation and so uncover opportunities for improvement. Survey results suggest that the majority of individuals found the interventions valuable and participants in the events enjoyed significantly higher levels of understanding of the organisation, and greater collective, and individual, benefit from it. Findings also provide empirical evidence of the importance of involvement to making successful change, especially when dealing with the change averse. Overall the experience, of which the action research based study and associated positivist survey were part, reinforce the importance of what is described as 'normative realigning pedagogy'-helping people change by facilitating their generation of new forms of understanding.

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“…Those systems are linked with each other and constantly monitor and balance information flowing between each other (vertical links in the VSM) and the environment (horizontal links in the VSM) ( Figure 1) (Beer, 1979;Espinosa et al, 2008). The systems include (Beer, 1979;Schwaninger, 2001;Espinosa and Walker, 2011;Espinosa et al, 2015): -System 1 (S1): autonomous (to make local decisions on most issues) Operational Units (primary activities), each representing a VSM at the lower level of recursion; responsible for carrying out the operations necessary to implement the organisational purpose. Each Operational Unit interacts with its own environment (e.g.…”

Section: The Viable System Modelmentioning

confidence: 99%

Applying OR to problem situations within community organisations: A case in a Danish non-profit, member-driven food cooperative

Tavella

Παπαδόπουλος

2017

European Journal of Operational Research

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Intelligent organizations: an integrative framework

Cited by 92 publications

References 20 publications

The Effects of the Internet of Things and Big Data to Organizations and Their Knowledge Management Practices

The Effects of the Internet of Things and Big Data to Organizations and Their Knowledge Management Practices

The Continuous Improvement Grid: An Empirical Investigation into the Effectiveness of a Systems, and Action Research, Based Continuous Improvement Intervention, for ‘New’ Organisation Development

Applying OR to problem situations within community organisations: A case in a Danish non-profit, member-driven food cooperative

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