Archetypes of organizational success and failure

Fleck, Denise

doi:10.1590/s1807-76922009000200002

Cited by 27 publications

(24 citation statements)

References 42 publications

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“…OS is the degree to which the organization is able to achieve its long-term sustainability objectives (Fleck, 2009).…”

Section: Organizational Success Conceptmentioning

confidence: 99%

Organizational Success as a Mediating Variable of the Relationship between Organizational Learning and Organizational Excellence: A Study on Telecommunications Sector in Egypt

Nafei¹

2017

IJBM

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The overall objective of the research is to identify the role of Organizational Success (OS) as a mediator variable in explaining the impact of Organizational Learning (OL) on Organizational Excellence (OE). The research community represents all employees at Telecommunications sector in Egypt. Due to time and cost constraints, the researcher adopted a sampling method to collect data for the study. The appropriate statistical methods were used to analyze the data and test the hypotheses.The research found a number of results, the most important of which are: (1) there is a significant effect between OL (mechanisms and means of learning, vision and mission of the organization, empowerment of employees, knowledge management, application and use of technology) and OS (survival and growth). Multiple regression analysis model showed that there is an impact of OL as an independent variable on OS as a dependent variable; (2) there is a significant impact between OL and OE (excellence of leaders, excellence of subordinates, excellence of operations, cultural excellence and financial excellence). The multiple regression model showed that there is an impact of OL as a independent variable on OE as a dependent variable; (3) the existence of a significant effect between OS on OE, after the multi regression model showed that there is an impact of OS as a independent variable on OE as a dependent variable; (4) there is an impact of OS as a mediating variable in clarifying the impact of OL on OE. In other words, there is an indirect effect of the independent variable (OL) on the dependent variable (OE) through the mediating variable (OS); that is, OS plays the role of partial mediation in the relationship between OL and OE.The study referred to a number of recommendations, the most important of which are: (1) attention to the process of OL, and to consider it as a tool to solve most organizational problems; (2) the interest in spreading the culture of OL and adopting a clear vision. This requires an organizational climate that cares about the learning process and this strengthens OS opportunities; (3) the need to invest learning in the promotion and development of OS opportunities; (4) the application of modern technology, exploiting it to the maximum possible capacity, and linking them to the process of learning and knowledge management; (5) continuing to promote policies that seek to empower workers and the need to follow the method of decentralization and delegation of authority, (6) the importance of selecting and attracting workers according to efficiency and eliminating surplus in the preparation of workers in a manner that leads to the achievement of effective performance, (7) aspiring to possess the characteristics of the OL as a strategic option to survive in a changing environment on an ongoing basis; (8) maintaining the professional competence of employees and increasing their levels as they are an important way to gain customer confidence and efficiency in service delivery.

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“…OS is the degree to which the organization is able to achieve its long-term sustainability objectives (Fleck, 2009).…”

Section: Organizational Success Conceptmentioning

confidence: 99%

Organizational Success as a Mediating Variable of the Relationship between Organizational Learning and Organizational Excellence: A Study on Telecommunications Sector in Egypt

Nafei¹

2017

IJBM

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“…Ambidexterity is a construct that emerges through the interplay of a series of conditions disposed at multiple levels. Hence, there is an opportunity to investigate how multiple analytical levels help to address organizational healthy longevity challenges (Fleck, 2009). Therefore, field studies should search for explanatory variables on all levels: at the individual level (i.e.…”

Section: Implications For Further Academic Researchmentioning

confidence: 99%

Organizing for Ambidexterity: A Paradox-based Typology of Ambidexterity-related Organizational States

Karrer

Fleck

2015

BAR, Braz. Adm. Rev.

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This paper addresses the question of how organizations become ambidextrous over time, identifying requirements for organizations to become ambidextrous, understanding how ambidexterity may emerge as an organizational property, as well as exploring likely connections of the ambidexterity property and organizing a firm's activities and work. Conceptualizing the exploration-exploitation relationship as a paradoxical one, we advance two necessary conditions for organizing for ambidexterity: fostering paradox-coping tactics and precluding paradoxrelated traps. The interplay of these two conditions gives rise to a typology of four ambidexterity-related organizational states: ambidexterity-lacking organizations, monolithic organizations, short-term ambidextrous organizations and long-term ambidextrous organizations. The paper identifies each state's distinct strengths and challenges concerning organizing for ambidexterity, and discusses theoretical, practical and policy-making implications.

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“…O declínio organizacional pode acontecer por diversos fatores internos ou externos: pela perda do diferencial competitivo devido à imitação do modelo de negócio pelos concorrentes; por mudanças na tecnologia; por mudanças do comportamento dos clientes pela inovação dos concorrentes (Williamson, 2003;Hamel e Välikangas, 2003); pela suplantação de estratégias por estratégias melhores implementadas pela concorrência; pela saturação do mercado (Hamel e Väli-kangas, 2003); e pela institucionalização de maus hábitos como tratamento não sistemático de problemas e visão sistêmica em relação ao ambiente promovendo rigidez, resistência à mudança e reduzindo as chances de sustentação de vantagem competitiva (Fleck, 2009). Mckiernan (2003) classificou os sintomas comuns de declínio em quatro categorias: físicos, gerenciais, comportamentais e financeiros, conforme apresentados no Quadro 1.…”

Section: Causas E Sintomas Do Declínio Organizacionalunclassified

O declínio de uma empresa brasileira de grande porte: o caso Gradiente

Torres¹,

Serra

Almeida³

et al. 2013

BASE

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RESUMOO trabalho apresenta o declínio organizacional da Gradiente. Este caso relevante foi estudado ao longo de 30 anos, utilizando dados e informações disponíveis, com o uso do software Atlas. ti. Foram examinados 1472 documentos. Utilizou-se de metodologia de estudo de caso para apresentação de uma teoria substantiva da Gradiente. Os resultados apontam para o impacto de cinco fatores: (1) a inércia em um ambiente em mudança, (2) a carência de recursos organizacionais e a menor capacidade de absorver choques, (3) erros na tomada de decisões, (4) os mecanismos de proteção governamental e a relação com o nível de competição, e (5) os recursos detidos pela empresa para fazer face à competição. A principal limitação é o método, por se tratar de estudo de caso único. Apesar da importância são poucas as pesquisas sobre o tema. Este estudo contribui para uma melhor compreensão do processo de declínio pelo estudo longitudinal ao longo de um grande período de tempo. Embora se tratando de um caso único, parece representar o ocorrido com uma grande quantidade de empresas brasileiras na década de 1990. Palavras-chave: declínio organizacional, gradiente, estratégia. ABSTRACTThis article describes the organizational decline of Gradiente. The case was studied over a period of thirty years, using secondary data retrieved and organized using Atlas.ti. 1472 documents were examined. We used case study methodology to present a substantive theory of Gradiente. Results revealed five factors accountable for the decline: (1) inertia in a changing environment, (2) lack of organizational resources and the inability to absorb shocks, (3) errors in decision making, (4) governmental protection mechanisms and the relation with the level of competition, and (5) resources held by the firm to face competition. The main limitation of this study is the method used, constrained to a single case study. Despite the importance of researching decline, the extant research has been scarce. This study contributes to a better understanding of the decline process during a long period of time. Even being a single case, it seems to represent the situation of several companies in Brazil during 1990's.

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Archetypes of organizational success and failure

Cited by 27 publications

References 42 publications

Organizational Success as a Mediating Variable of the Relationship between Organizational Learning and Organizational Excellence: A Study on Telecommunications Sector in Egypt

Organizational Success as a Mediating Variable of the Relationship between Organizational Learning and Organizational Excellence: A Study on Telecommunications Sector in Egypt

Organizing for Ambidexterity: A Paradox-based Typology of Ambidexterity-related Organizational States

O declínio de uma empresa brasileira de grande porte: o caso Gradiente

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