Resolving the dilemma between team autonomy and control in a post-bureaucratic era

Annosi, María Carmela; Brunetta, Federica

doi:10.1016/j.orgdyn.2018.03.002

Cited by 5 publications

(9 citation statements)

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“…This transition was rejected by veteran workers, who were accustomed to close, trusting relationships. This bureaucratic managerial style is different from Western tendencies, that have recently presented a more decentralized and democratic picture, the post-bureaucratic type (Annosi and Brunetta, 2018;Dischner, 2015;Mintzberg, 1973;Tengblad, 2006;Vie, 2010).…”

Section: Management Style In Kibbutz Industriesmentioning

confidence: 91%

“…The present study is innovative in its elucidation of cooperative and bureaucratic management styles as diametric opposites. Managerial style transition constitutes a radical organizational change that is very different from those evident in current post-bureaucratic tendencies (Annosi and Brunetta, 2018;Dischner, 2015). The style prevailing in Western democracies tends to be more egalitarian; it exerts less control over the organization and encourages innovation and creativity.…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 97%

“…In such cases, managerial style follows a Western (Scandinavian) democratic ethos and becomes less centralistic and formal. Leadership is of a more transformational type (Bass and Riggio, 2006), with managers engaged in leading rather than controlling; employees are more self-managed and autonomous and encourage team autonomy (Annosi and Brunetta, 2018;Mintzberg, 1973;Tengblad, 2006;Vie, 2010). The post-bureaucratic type is more positive than the Weberian model, with high internal democracy and lower standardization characteristics (Dischner, 2015).…”

Section: Organizational Culturementioning

confidence: 99%

“…On the one hand, it upheld moderate, "soft" socialistic values and on the other it adjusted to capitalistic demands. This style adopted characteristics from postbureaucratic organizations, including democracy and team autonomy behavior, open communications, innovation and creativity (Annosi and Brunetta, 2018;Dischner, 2015;Mintzberg, 1973;Tengblad, 2006;Vie, 2010), even though its organizational roots originate in earlier historic kibbutz tradition (Charney and Palgi, 2018).…”

Section: Managerial Development Is Presented In Figurementioning

confidence: 99%

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Management style in kibbutz industries

Moskovich

2019

MRR

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Purpose This paper aims to develop a managerial style typology relevant to kibbutz industry analysis and applicable to all cooperative organizations. Design/methodology/approach This study applied qualitative methods to evaluate the organizational biographies of Factories five factories, using open interviews and document analysis. Findings The findings show that before privatization took place, these industries were managed according to socialistic democratic principles. Once they became global and capitalistic, some kibbutz industries adopted a business cooperative style that combines features of capitalism and socialism, while others underwent a crisis and opted for a stricter and more bureaucratic managerial style. Research limitations/implications This research is based on five case studies; further research is recommended to establish the current typology. Practical implications This study shows very clearly that the cooperative business style can be offered for businesses previously operated according to socialistic principles. Originality/value This study augments current literature by elucidating the speed with which business activity is conducted according to cooperative principles. It presents a typology relevant to kibbutz industry and cooperative organizations alike, addressing the cooperative managerial, cooperative business and bureaucratic styles, enabling maintenance of normative management that adapts itself to global and capitalistic environments.

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Section: Management Style In Kibbutz Industriesmentioning

confidence: 91%

Section: Theoretical and Practical Implicationsmentioning

confidence: 97%

Section: Organizational Culturementioning

confidence: 99%

Section: Managerial Development Is Presented In Figurementioning

confidence: 99%

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Management style in kibbutz industries

Moskovich

2019

MRR

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“…Os sistemas de valores, ou a cultura organizacional, mostram que as organizações são sistemas socialmente construídos. Como a cultura organizacional é formada a partir da lente interpretativa dos indivíduos que a compõem, pode haver relações de cooperação ou conflito, fato que tem forçado os gestores a reconstruir suas organizações (ANNOSI; BRUNETTA, 2018;CUNHA, 1999;KORINE, 1999;STONER;FREEMAN, 1999). Entender como os indivíduos e, sobretudo, os burocratas com função gerencial constroem a realidade é entender padrões estruturais de interações intraorganizacionais, bem como as interações que impactam na efetividade das organizações.…”

Section: Introductionunclassified

Administração Pública em Perspectiva: pesquisas e relatos de experiência

Colares¹,

Costa²,

Abegg³

et al. 2021

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Knowledge translation in project portfolio decision-making: the role of organizational alignment and information support system in selecting innovative ideas

Annosi

Marchegiani

Vicentini

2020

Self Cite

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PurposeThe present study aims to describe the micro-dynamics of decision-making that refer to knowledge translation pursued by organizational actors to see how they affect the travel of new ideas within the managerial practice of Project Portfolio Management (PPM). The study focuses on how the alignment of actors' meanings is reached at the organizational level and how they move towards a common direction by synthesizing information and negotiating meanings across the activities that constitute PPM. The study also investigates the intermediation function of information support systems in knowledge translation, which brokers information among those involved in the PPM practice.Design/methodology/approachThis piece of research uses an inductive, qualitative research approach and a methodological combination of case study research and grounded theory to investigate and explore the processes of knowledge transfer and translation enacted by the organizational actors (both human and non-human) involved in innovation portfolio decision-making.FindingsThe findings of this research reveal the sequence of portfolio decision-making process that confirms that PPM occurs not only in a single hierarchical level or meeting, but that decisions are made across different organizational levels in a complex network of relationships where many actors are involved. We also show that the technological artefacts have an intermediate role in knowledge translation.Research limitations/implicationsDespite referring to a single case study, the results discussed in this piece of research provides insightful evidence for academics and practitioners alike. In fact, the paper discusses organizational pre-alignment and alignment as a crucial enabler of knowledge transfer. Moreover, the intermediate role of an information support system is discussed.Practical implicationsOur study highlights the positive effect on actors' meaningful participation in PPM associated with the adoption of information support systems in PPM. Moreover, our results highlight the importance of considering a horizontal perspective in the decision-making process, so that knowledge translation occurs by leveraging on all the actors' breadth of experience and expertise.Originality/valueThis research emphasizes two organizational routines termed as decision- making preparation processes that were identified as key enablers of portfolio decision-making: cross-functional pre-alignment and an information support system.

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Resolving the dilemma between team autonomy and control in a post-bureaucratic era

Cited by 5 publications

References 0 publications

Management style in kibbutz industries

Management style in kibbutz industries

Administração Pública em Perspectiva: pesquisas e relatos de experiência

Knowledge translation in project portfolio decision-making: the role of organizational alignment and information support system in selecting innovative ideas

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