Most recent issue published online in the International Journal of Organisational Design and Engineering.
International Journal of Organisational Design and Engineering
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International Journal of Organisational Design and Engineering
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© 2016 Inderscience Publishers Ltd
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International Journal of Organisational Design and Engineering
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http://www.inderscience.com/browse/index.php?journalID=344&year=2016&vol=4&issue=3/4
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Design as part of entrepreneurial cognition
http://www.inderscience.com/link.php?id=82337
As entrepreneurship research is concerned with the entrepreneur's cognitive dimension, this paper proposes a particular focus on a mechanism of entrepreneurial thinking: design. While this notion is developing in the field of management, it is interesting to grasp its true dimensions in the field of entrepreneurship. The paper is divided into three parts. The first part examines the implicit place of design in the field of entrepreneurship. The second part presents how design can be linked to entrepreneurial thinking. The third and last part suggests a method for promoting the modelling of entrepreneurial design. The proposed reflection can help to strengthen research on organisational design.
Design as part of entrepreneurial cognition
Christophe Schmitt; Julien Husson; Didier Nobile
International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 157 - 176
As entrepreneurship research is concerned with the entrepreneur's cognitive dimension, this paper proposes a particular focus on a mechanism of entrepreneurial thinking: design. While this notion is developing in the field of management, it is interesting to grasp its true dimensions in the field of entrepreneurship. The paper is divided into three parts. The first part examines the implicit place of design in the field of entrepreneurship. The second part presents how design can be linked to entrepreneurial thinking. The third and last part suggests a method for promoting the modelling of entrepreneurial design. The proposed reflection can help to strengthen research on organisational design. ]]>
10.1504/IJODE.2016.082337
International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 157 - 176
Christophe Schmitt
Julien Husson
Didier Nobile
University of Lorraine, IAE de Metz, 1 Rue Augustin Fresnel, 57070 Metz, France ' University of Lorraine, IAE de Metz, 1 Rue Augustin Fresnel, 57070 Metz, France ' University of Lorraine, IAE de Metz, 1 Rue Augustin Fresnel, 57070 Metz, France
entrepreneurship
design support
entrepreneurial cognition
organisational design
modelling
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Non-technological innovations from organisational design and change perspectives in VSEs and SMEs: the case of management systems
http://www.inderscience.com/link.php?id=82339
The aim of this article is threefold. First, it is to clarify the definition of non-technological innovations based upon a survey of literature mainly in management sciences; second, it is to investigate, using this definition, the link between this category of innovation and organisational design and change; and third, it is to outline implications for entrepreneurial development in very small enterprises (VSEs) and small and medium enterprises (SMEs). The case of the management system, seen as a new way of organising and controlling management processes, is chosen to illustrate the findings. The interest of the article is to propose a two-step approach, with the characterisation of non-technological innovations through a typology. This typology allow identifying more clearly the status, roles, and contents which could be considered and fall within this category of 'non-technological innovation', and by doing so, highlight its interests for entrepreneurial development in VSEs and SMEs.
Non-technological innovations from organisational design and change perspectives in VSEs and SMEs: the case of management systems
Zam-Zam Abdirahman; Loïc Sauvée
International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 177 - 194
The aim of this article is threefold. First, it is to clarify the definition of non-technological innovations based upon a survey of literature mainly in management sciences; second, it is to investigate, using this definition, the link between this category of innovation and organisational design and change; and third, it is to outline implications for entrepreneurial development in very small enterprises (VSEs) and small and medium enterprises (SMEs). The case of the management system, seen as a new way of organising and controlling management processes, is chosen to illustrate the findings. The interest of the article is to propose a two-step approach, with the characterisation of non-technological innovations through a typology. This typology allow identifying more clearly the status, roles, and contents which could be considered and fall within this category of 'non-technological innovation', and by doing so, highlight its interests for entrepreneurial development in VSEs and SMEs.]]>
10.1504/IJODE.2016.082339
International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 177 - 194
Zam-Zam Abdirahman
Loïc Sauvée
PICAR-T Research Unit, Institut Polytechnique LaSalle Beauvais, Rue Pierre-Waguet, 60000 Beauvais, France ' PICAR-T Research Unit, Institut Polytechnique LaSalle Beauvais, Rue Pierre-Waguet, 60000 Beauvais, France
managerial innovation
organisational innovation
management systems
non-technological innovations
organisational design
organisational change
very small enterprises
VSEs
SMEs
small and medium-sized enterprises
management science
entrepreneurial development
entrepreneurship
change management
2017-02-20T23:20:50-05:00
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Sustainability-driven entrepreneurship and high-growth SMEs: how to combine Davids' and Goliaths' worlds?
http://www.inderscience.com/link.php?id=82336
This paper aims to explore how sustainability-driven SMEs experiencing high growth can succeed in combining the best of the Davids' and Goliaths' worlds. An in-depth case study was conducted within a French SME, a pioneer in organic vegetable distribution that has succeeded in evolving from an 'idealistic David' to a 'high-growth David'. Research findings reveal two sets of key actions successfully carried out by this firm: the development of a hybrid organisation through a staff representing the skills of both Davids' and Goliaths' worlds, and of a learning organisation through exploration and exploitation. They also illustrate some challenges facing most high-growth SMEs and identify some specific tensions that can arise due to the coexistence of these two worlds, in particular value diversity within the top management team.
Sustainability-driven entrepreneurship and high-growth SMEs: how to combine Davids' and Goliaths' worlds?
Céline Bérard; Séverine Saleilles
International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 195 - 212
This paper aims to explore how sustainability-driven SMEs experiencing high growth can succeed in combining the best of the Davids' and Goliaths' worlds. An in-depth case study was conducted within a French SME, a pioneer in organic vegetable distribution that has succeeded in evolving from an 'idealistic David' to a 'high-growth David'. Research findings reveal two sets of key actions successfully carried out by this firm: the development of a hybrid organisation through a staff representing the skills of both Davids' and Goliaths' worlds, and of a learning organisation through exploration and exploitation. They also illustrate some challenges facing most high-growth SMEs and identify some specific tensions that can arise due to the coexistence of these two worlds, in particular value diversity within the top management team.]]>
10.1504/IJODE.2016.082336
International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 195 - 212
Céline Bérard
Séverine Saleilles
University of Lyon, Lyon 2, COACTIS, 14-16 avenue Berthelot, 69007 Lyon, France ' University of Lyon, Lyon 1, LSAF, 50 Avenue Tony Garnier, 69007 Lyon, France
sustainability-driven entrepreneurship
high-growth SMEs
small and medium-sized enterprises
hybrid organisations
learning organisations
organic vegetables
case study
France
exploration
exploitation
top management teams
TMT
value diversity
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Transforming industrial R&D into an entrepreneurial organisation: implications of organisational design on enabling innovation
http://www.inderscience.com/link.php?id=82338
This study has sought to gain insight into the issue of transforming industrial R&D into an entrepreneurial organisation. It focused on how organisation innovation enables a successful transformation. First, our findings show that a strategy of industrial R&D to integrate intrapreneurship as part of its core capabilities led to an organisation wide innovation that required a transformational change. This strategic reorientation could not be executed through a regular reorganisation. Second, a transformation associated with organisation innovation appears to be successful. Innovating the structure, business processes, HR and rewards, consistently appears to be a determinant of success. This approach leads to a better adoption and diffusion of new practices across the organisation. For example, the implemented ambidextrous structure was supported by lateral processes, HR with an ambidextrous mind-set and a rewards system encouraging collaboration across the organisation. Third, the new operating model of industrial R&D reconciles intrapreneurship with science-based research.
Transforming industrial R&D into an entrepreneurial organisation: implications of organisational design on enabling innovation
Jacques W. Brook
International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 213 - 237
This study has sought to gain insight into the issue of transforming industrial R&D into an entrepreneurial organisation. It focused on how organisation innovation enables a successful transformation. First, our findings show that a strategy of industrial R&D to integrate intrapreneurship as part of its core capabilities led to an organisation wide innovation that required a transformational change. This strategic reorientation could not be executed through a regular reorganisation. Second, a transformation associated with organisation innovation appears to be successful. Innovating the structure, business processes, HR and rewards, consistently appears to be a determinant of success. This approach leads to a better adoption and diffusion of new practices across the organisation. For example, the implemented ambidextrous structure was supported by lateral processes, HR with an ambidextrous mind-set and a rewards system encouraging collaboration across the organisation. Third, the new operating model of industrial R&D reconciles intrapreneurship with science-based research.]]>
10.1504/IJODE.2016.082338
International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 213 - 237
Céline Bérard
Séverine Saleilles
Maastricht School of Management, P.O. Box 1203, 6201 BE Maastricht, The Netherlands
entrepreneurial organisations
intrapreneurship
R&D strategy
research and development
organisational design
organisational innovation
transformation
commercial exploitation
transformational change
organisational change
organisational structure
business processes
human resources
reward systems
ambidextrous structure
entrepreneurship
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Business ecosystem: revealing tensions
http://www.inderscience.com/link.php?id=82352
The business ecosystem is a network of entities interconnected through complex relationships based on trust from different industries and organisations in convergent business sectors. Innovation clusters, created in France by policy makers, concentrate the resources and skills necessary for innovation in one place. This research has two objectives: the exploration of a new business ecosystem and the exploitation of an artefact through business modelling. The case examined shows that the business ecosystem is continuously adapting along with the evolution of various types of trust; highlighted by the emergence of tensions as coordination modes between actors. The aim is to achieve an effective articulation of sociological, economic or institutional levels of trust within an ecosystem. Connecting the concept of business ecosystem to design science research, allows for the emergence of new insights to improve understanding of business environment adaptation.
Business ecosystem: revealing tensions
Joëlle Ensminger
International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 238 - 258
The business ecosystem is a network of entities interconnected through complex relationships based on trust from different industries and organisations in convergent business sectors. Innovation clusters, created in France by policy makers, concentrate the resources and skills necessary for innovation in one place. This research has two objectives: the exploration of a new business ecosystem and the exploitation of an artefact through business modelling. The case examined shows that the business ecosystem is continuously adapting along with the evolution of various types of trust; highlighted by the emergence of tensions as coordination modes between actors. The aim is to achieve an effective articulation of sociological, economic or institutional levels of trust within an ecosystem. Connecting the concept of business ecosystem to design science research, allows for the emergence of new insights to improve understanding of business environment adaptation. ]]>
10.1504/IJODE.2016.082352
International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 238 - 258
Céline Bérard
Séverine Saleilles
LAREQUOI, Laboratoire de recherche en Management, Institut Supérieur de Management, Université de Versailles Saint-Quentin-en-Yvelines, France
business ecosystems
participant observation
business models
trust
innovation clusters
France
business modelling
coordination modes
design science
2017-02-20T23:20:50-05:00
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