Holacratic Engineering Management and Innovation

Savage, Guy; Franz, Anna; Wasek, James S.

doi:10.1080/10429247.2019.1565467

Cited by 8 publications

(3 citation statements)

References 29 publications

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“…In the works of foreign scientists who have been engaged or are currently engaged in research on the topic of talent management, whose results have become the subject of analysis and correlation with our conclusions, the researchers consider aspects of creating a multi-factor knowledge management system at the enterprise starting from issues of attracting talents to a specific organization to issues of adaptation, development and promotion of talents at enterprises [ 6 ]. The Russian scientists studied the experience of leading corporations in the sphere of talent management, analyzed data from leading consulting companies, and provided examples of implementing a talent management system in domestic companies [ 4 ]. Our conclusions on such a phenomenon as talent, the need to develop and implement a talent management system at modern enterprises in a new technological way are made largely on the basis of the work of the above-mentioned domestic and foreign scientists.…”

Section: Discussionmentioning

confidence: 99%

Talent Management: Needs and Prospects for Business Development in the Digital Economy

Sharipov

Krotenko

Dyakonova

2020

Digital Economy and the New Labor Market: Jobs, Competences and Innovative HR Technologies

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In the digital economy, the need and prospects for business development determine their own conditions to the personnel departments of enterprises and organizations. In almost all sectors of the domestic economy, information technology forms a need for knowledge management, taking into account the security of data storage, ensuring the necessary speed of calculations when making a management decision. And the intellectual property of the enterprise itself as a result of systematic knowledge management becomes the most important factor in preserving and increasing the value of business. There is a new form of human resource management subsystem of the company – talent management. System analysis, the method of organizational modeling and analogies are necessary for the study of foreign and domestic scientific sources, best business practices. The purpose of this research is to determine the main activities of the company’s HR departments in the sphere of talent management.

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Section: Discussionmentioning

confidence: 99%

Talent Management: Needs and Prospects for Business Development in the Digital Economy

Sharipov

Krotenko

Dyakonova

2020

Digital Economy and the New Labor Market: Jobs, Competences and Innovative HR Technologies

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“…Some research provides general descriptions of the functioning of individual heterarchies, rather than specifically their innovation mechanisms (Semler, 2001; Hamel, 2011; Kumar and Mukherjee, 2018). Some considers the innovativeness of more heterarchical organisations as compared to more hierarchical organisations (Bhargava and Sinha, 1992; Damanpour, 1996; Liu et al , 2008; Keum and See, 2014; Savage et al , 2019). There are very few cross-case studies of innovation in heterarchies, most considering only an individual case (Steiber and Alänge, 2013; Taylor et al , 2019).…”

Section: A Conceptual Frameworkmentioning

confidence: 99%

Collectively innovating; modelling responsible exposure in heterarchical organisations

Schoellhammer

Gibb

2020

IJIS

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Purpose This paper aims to develop a model of collective innovation, with respect to innovation strategy, structure and culture in heterarchies. The enabling of collective innovation in heterarchies is conceptualised as “responsible exposure”. Design/methodology/approach A study adopting cross-case analysis was undertaken with five organisations perceived to have heterarchical characteristics. These included one small company, two medium-sized companies and two larger companies, all were European. Data from semi-structured interviews, a survey of staff and other sources provide evidence of collective innovation practices. Findings The cross-case analysis suggests that the management of collective innovation is different from “classic” innovation management. It is more about enabling “responsible exposure” than the management of “shelter” for collective innovation. Research limitations/implications The strength of cross-case analysis and conceptual framework validation is limited by the cases being all from the European region. Practical implications What strategy, structure and culture for “responsible exposure” may mean can be described. Heterarchies will always be relatively rare, though lessons from how they enable collective innovation can be more widely learned. Lessons for the wider population of organisation that combine hierarchical and heterarchical characteristics and seek greater innovation are identified. Social implications Collective innovation, which requires “responsible exposure” has implications for the capabilities of managers and professionals concerned with innovation. Originality/value The cross-case analysis of innovation in heterarchies is original, leading to the description of a model of “responsible exposure” for collective innovation.

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“…Under holacracy, employees are empowered to make decisions within their area of authority, which is faster and more efficient as decisions are taken closest to where they are needed (Robertson, 2015). Holacracy promises higher levels of transparency, effectiveness and agility, enabling firms to respond quickly to emerging market needs (Yugendhar and Ali, 2017) and improved innovation capturing mechanisms (Savage et al, 2019). Within holacracy's self-management structure are nested "circles" and within those are "roles" (see Figure 1).…”

Section: Introductionmentioning

confidence: 99%

When the hierarchy folds: how employees may react

Audrin

Borzillo

Raub

2023

JBS

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Purpose This paper aims to uncover how employees make sense of the implementation of holacracy in their organization. Design/methodology/approach Our research is based on a case study of a Swiss SME (of 160 employees) that is about to implement a holacratic mode of governance. Data was collected using questionnaires (completed by 57 employees) and 12 interviews. Findings At the level of individual, team and organization, driving forces toward implementing holacracy are stronger than restraining forces. Practical implications Implementing holacracy requires careful planning, detailed communications, strong support and training of employees by managers to ensure that they are less fearful of holacracy’s structures and more positive and understanding of its benefits. Originality/value This study contributes to a better understanding of holacracy and employees’ sensemaking of the added value of this unconventional structure.

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Holacratic Engineering Management and Innovation

Cited by 8 publications

References 29 publications

Talent Management: Needs and Prospects for Business Development in the Digital Economy

Talent Management: Needs and Prospects for Business Development in the Digital Economy

Collectively innovating; modelling responsible exposure in heterarchical organisations

When the hierarchy folds: how employees may react

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