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Kleve, Heiko

doi:10.13109/kont.2017.48.4.353

Cited by 38 publications

(6 citation statements)

References 6 publications

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“…Die genannten Perspektiven haben gemeinsam, dass sie den großen Einfluss von persönlichen Beziehungen für die Verteilung von Informationen und Ressourcen betonen. Basierend auf den Arbeiten von Kleve (2017bKleve ( , 2017a betrachten wir Netzwerke weder als die Summe aller Beziehungen noch als spezielle informelle Seilschaften. Stattdessen gehen wir davon aus, dass der Begriff des Netzwerks sowohl formale als auch informelle Koordinationsmuster umfasst, welche quer zu Abläufen in festen (Experten-)Organisationen stehen.…”

Section: Stand Der Forschungunclassified

“…In funktional hochdifferenzierten Industriegesellschaften werden demzufolge Entscheidungen vor allem innerhalb von Expertenorganisationen getroffen, wie beispielswiese Hochschulen, Unternehmen, Krankenhäusern oder Behörden. Netzwerke überwinden die klassischen Organisationsgrenzen und "Silos" und erfüllen in der Regel den Zweck, den einzelnen Organisationen und Sektoren bei der Bewältigung von Herausforderungen zu helfen, welche sie nur schwerlich innerhalb ihrer eigenen Organisationslogik bewältigen können (Kleve, 2017a).…”

Section: Stand Der Forschungunclassified

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Nachhaltige Entwicklung von Hochschulen

2024

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Section: Stand Der Forschungunclassified

Nachhaltige Entwicklung von Hochschulen

2024

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“…Both lines of research have in common that they highlight the power of personal relationships for the distribution of information and resources. In this paper, we are assuming a middle ground position: on the basis of the works of Heiko Kleve [81,82], we regard networks as both formal and informal patterns of coordination that cut across other forms of organizations in highly specialized societies, such as higher education institutions or enterprises, or even sectors such as politics and higher education in general. Networks thus fulfill the function of bridging units that are functioning separately from one another in order to solve problems that are hard to solve for each unit separately.…”

Section: The Role Of Inter-organizational Network For Higher Education Developmentmentioning

confidence: 99%

“…According to Kleve, networks are formed when highly differentiated expert organizations (e.g., hospitals, enterprises, or HEIs) are not able to solve current issues on their own or when the contribution of formal ways to problem solving is doubted [82] (cf. p. 354).…”

Section: The Role Of Inter-organizational Network For Higher Education Developmentmentioning

confidence: 99%

“…p. 354). In line with the sociological systems theory of Niklas Luhmann [84], networks are characterized by the principle of personal reciprocity, i.e., by the binary code of giving and taking [82] (p. 360). In other words, the power of networks relies on trust, the principle of mutual exchange, as well as on mutual expectations.…”

Section: The Role Of Inter-organizational Network For Higher Education Developmentmentioning

confidence: 99%

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University 4.0: Promoting the Transformation of Higher Education Institutions toward Sustainable Development

2020

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Higher education institutions (HEIs) could act as pivotal change agents for sustainable development (SD) in times of global climate action. However, HEIs have to respond to increasingly complex demands simultaneously, such as massification, globalization, marketization, and digitalization. Based on Graves’ model of systemic development, this paper discusses two main strategies to deal with increased complexity in order to meet the challenge of SD: (a) Promoting general systemic development of a given HEI, progressively opening up to various stakeholders and focusing on co-creative collaboration, and (b) participating in inter-organizational networks to find inspiration for dealing with challenging trends. Four distinct phases of higher education development are presented. It is argued that transdisciplinary research and research-based learning will increasingly be needed for tackling societal issues and that HEIs should address different organizational subsystems individually. Furthermore, four types of inter-organizational networks are proposed and implications for network management are discussed. A case study of the HOCH-N network illustrates the practical application of the presented ideas. Finally, adopting a multi-dimensional and networked organizational model as an integrative University 4.0 is argued to be suitable for increasing the capacity to deal with complexity, thus meeting the challenge of sustainable development.

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The business family 3.0: Dynastic business families as families, organizations and networks—Outline of a theory extension

et al. 2020

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This paper's point of departure is that business families are permanently confronted with a dual function: They engage in typical family relations yet also have formal decision‐making processes for business and family strategy. However, large business families—which may consist of several hundred shareholders who own one or more family businesses—are confronted with an additional challenge. Alongside being simultaneously a family and an organization, they also have to establish and maintain notions of membership and modes of communication between distantly related shareholders. This we have called family network or family 3.0. The challenges involved in initiating, shaping and maintaining such networks require new strategic reconsideration in the family itself and an extension of the existing theoretical observations regarding family businesses, thereby establishing the basis for a better understanding of large‐scale business families. For this, we try to combine family business research, organization studies and systems theory.

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Reziprozität ermöglichen

Cited by 38 publications

References 6 publications

Nachhaltige Entwicklung von Hochschulen

Nachhaltige Entwicklung von Hochschulen

University 4.0: Promoting the Transformation of Higher Education Institutions toward Sustainable Development

The business family 3.0: Dynastic business families as families, organizations and networks—Outline of a theory extension

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