"Netcentric" Organization

Abstract

Th ere is an inherent contradiction between the basic building block of most nonmarket productive relationships -hierarchy -and the netcentric vision inspired by the architecture of modern information technology, especially the World Wide Web. Th is contradiction is explored by David Alberts and Richard Hayes in their bookPower to the Edge: Command … Control … in the Information Age. Th e question has not yet been resolved.

How you buy affects what you get: Technology acquisition by state governments

“…For many governments they are conditions that must be accommodated. Were things different, government could adopt the kinds of organizational arrangements that promote competency in the acquisition of IT and facilitate its effective utilization (Brynjolfsson & Hitt, 2000;Hitt & Brynjolfsson, 1996;Roberts & Thompson, 2006). They are not.…”

Organizational Change for Services Integration in Public Human Service Organizations: Experiences in Seven Counties

“…In such a case, participation in decision making empowers employees to engage with the proposed change. Connor and Thompson (2006) addressed this issue in commentary based on the Fernandez and Rainey article, accenting an alternative perspective that "argues that organizational change occurs most successfully when organization members are truly engaged", and their views are "in fact being taken into account and considered" (p. 29). In the same issue, Mihm (2006), summarized success factors in change at the GAO, noting that "employee involvement strengthens the transformation process by including frontline perspectives and experiences" (p. 34).…”