Managing contradiction and sustaining sustainability in inter organizational networks through leadership: a case study

Abstract

The broadly-based literature on organizational studies has concentrated mainly on resolving organizational issues through acquisition of resources, decreasing transaction costs and incentives. In other words, scholars commonly examine the organization itself, at the expense of inter-organizational relations. However, with the emergence of "network governance" organizations are no longer to be considered as isolated but rather as actors that actively seek to maintain themselves in a given situation by collaborating with other actors, forming organizational networks. This study utilizes a network perspective to examine the influence of leadership on management of unity/diversity contradiction in educational program implementation. A deductive approach is used to generate propositions by analyzing implementation efforts in respect of educational program in Azerbaijan: "State Program on education of Azerbaijan youth abroad in the years 2007-2015". The analysis examined a research question: How do leadership activities affect to manage unity/diversity contradiction in network? This question was addressed using qualitative method. In education program, unity and diversity were found to exert an important influence on success of network. At the implementation level, understanding of unity and diversity concept helps network managers to attract diverse actors to the network and unite them around network's goal. The coordinating units of network manage the unity/diversity contradiction by activating member organizations, facilitating interaction, framing the structure and mobilizing network members. Thus, effective management of contradiction increases the network's capacity to access information, financial resources and experiences.

The Effect of Job Satisfaction, Work Discipline and Environment on Employee Job Performance

“…Mulyasana et al, (2020) stated that performance is influenced by the quality and ability of employees, namely matters related to education/training, work ethic, work motivation, mental attitude, and physical condition of employees. The company must first research the regulations that will be applied, and whether the regulations are in accordance with the abilities of the employees or not (Muradli & Ahmadov, 2019). It is necessary to take a more precise and accurate way out so as to improve optimal employee performance, especially in the service sector, which a company wants to achieve through increasing employee discipline (Tomaževič & Aristovnik, 2019).…”

“…One of the organization goal is to increase their employee job performance (Nurwulansari & Rikumahu, 2018). Performance is defined as the quality and quantity of work achieved by an employee in carrying out their duties (Muradli & Ahmadov, 2019). A community is a combination of organizations (Bajorek & Bevan, 2015).…”

Organizacinių gebėjimų ir individualių kompetencijų atvirosioms inovacijoms sąveika inovacijų pažangai smulkiojo ir vidutinio verslo organizacijose

“…Naujausi strateginio valdymo srities tyrimai patvirtina mintį, kad organizacija, norėdama įveikti kompetencijų tobulinimo nelankstumą ir disfunkcijas, turi pagreitinti savo organizacinius gebėjimus (Danneels, 2002). Tyrėjai išryškina skirtingų gebėjimų, t. y. informacijos sistemų kokybės (Gul, Chia, 1994;Indjejikian, Matejka, 2009), procesų naujovių (Deshpande ir kt., 1993;Subramanian, Nilakanta, 1996;Bisbe, Otley, 2004;Kafetzopoulos ir kt., 2015), organizacijų dizaino ir procesų palankumo AI veikloms (Gassman, Enkel, 2004;Keupp, Gassmann, 2009;Perkmann, Walsh, 2007;Dittrich, Duysters, 2007;Fichter, 2009;Chesbrough ir kt., 2014), organizacijų koordinavimo mechanizmų AI veikloms (Gulati, 1999;Kianto ir kt., 2017;Diaz-Fernandez ir kt., 2017;Löfsten, 2016;Agostini, 2017a, b;Malik ir kt., 2018;Amraoui ir kt., 2019;Muradli, Ahmadov, 2019), atvirųjų žinių srautų įgalinimo procesų (Waiyawuththanapoom ir kt., 2009;Dodgson ir kt., 2008;Chiaroni ir kt., 2011), organizacinio mokymosi (Santoro ir kt., 2016;Nonaka, Takeuchi, 1995;Nonaka, Teece, 2001;Argyris, 1990;Senge, 1990) svarbą inovacijų pažangai. Visi šie veiksniai turėtų būti vertinami kaip organizacinių gebėjimų (Wang, Swanson, 2007;Laursen, Foss, 2014;Dreiling, Recker, 2013;Cheng, Chen, 2013;Schuster, Brem, 2015;Nisar ir kt., 2016;Huizingh, 2011) paketas inovacijų pažangai siekti.…”

Features of the management of international projects, taking into account intercultural differences of the partners

“…There is a huge interest in Russian energy resources in the Asian market due to a geographical location of Russia (Shakhovskaya et al 2018). In modern economy, every organization is seeking for different collaborations, rather than stay isolated (Muradli, Ahmadov 2019;Girdzijauskaite et al 2019). Nowadays, the main strategy of Russian government in terms of industrial companies should focus on investment and technological policies, which will encourage the sufficient development in these areas, following by the emergence of new companies, which will become the new industrial leaders (Maslennikov, Chernitsova 2017).…”