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Reproducibility and principled data processing
Published in Uwe Engel, Anabel Quan-Haase, Sunny Xun Liu, Lars Lyberg, Handbook of Computational Social Science, Volume 2, 2021
John McLevey, Pierson Browne, Tyler Crick
The pipelines that computational social scientists use are often developed following an ‘adhocratic’ (or ‘seat-of-the-pants,’ in Gentzkow and Shapiro’s words) logic. The term ‘adhocracy’ describes multidisciplinary teams of experts that have dynamic membership from project to project, non-hierarchical structures, and a relative lack of ‘rules’ (Mintzberg & McHugh, 1985). The field of organizational management has recently had cause to re-examine adhocracy; despite its archaic origins, the structure it describes maps well onto the agile development processes frequently employed by contemporary technology firms (Birkinshaw & Ridderstråle, 2010). As far as organizing principles go, adhocracy can enable teams of individuals with diverse skills and expert knowledge to meaningfully contribute to a project and produce results in a relatively short time frame. If the only objective is to finish the data analysis and move on to something else, the kludged-together, on-the-fly style of problem solving that adhocracy engenders is an ideal means of completing the project’s goals.
Organizational culture and Industry 4.0 design principles: an empirical study on their relationship
Published in Production Planning & Control, 2023
Guilherme Luz Tortorella, Anupama Prashar, Guido Carim Junior, Sherif Mostafa, Alistair Barros, Rui M. Lima, Peter Hines
In the Adhocracy culture, organizations typically present a dynamic and creative workplace, in which individuals feel comfortable taking risks. In this environment, leaders are perceived as innovators and innovative initiatives are a way of bonding (Igo and Skitmore 2006; Prajogo and McDermott 2011; Naqshbandi and Kamel 2017). At the same time, I4.0 design principles of virtualization and decentralization tend to promote such a dynamic and transformational work environment since they facilitate the access to the information necessary to perform routine tasks (Nosalska and Mazurek 2019; Belhadi et al. 2022), allowing individuals to focus their creative capacity on the development of innovative products, processes, or services. Further, differently from the clan culture, this OC profile is more externally oriented, increasing the company’s entrepreneurial feature (Padkil and Leonard 2015), which may be synergistic with the modularity principle. However, the adoption of I4.0 design principles that enable more stable and controlled internal processes, such as interoperability, real-time capability, and service orientation, may be undermined by this OC profile. Against this backdrop, we raise the following hypothesis:
Impact of organizational culture on quality management and innovation practices among manufacturing SMEs in Nigeria
Published in Quality Management Journal, 2021
The article examines the effect of organizational culture on innovation and quality management of SMEs in Nigeria, and it achieves the objectives of the study. The results of the analysis indicate that six out of the eight hypotheses were supported while only two were not supported. The study found that adhocracy culture is positively related to innovation, consistent with hypothesis 1 of the study. Thus, it implies that SMEs that lead by exemplifying entrepreneurship and embrace risk-taking are likely to enhance their innovation performance. However, the results do not support the second hypothesis, whereby it reveals that adhocracy culture reduces quality management performance. The study further found that SMEs that operate like a family, promotes mentoring, teamwork, develop human resources, encourage loyalty and mutual trust are likely to enhance their innovation and quality management performance. Therefore, it is consistent with hypotheses three and four. That is in line with the findings of some studies (Büschgens, Bausch, and Balkin 2013; Chang and Lee 2007; Lau and Ngo 2004; Lin et al. 2013; Miron, Erez, and Naveh 2004; Naranjo-Valencia et al., 2013).
Organisational culture of higher education institutions in the process of implementing changes – case study
Published in Journal of Decision Systems, 2020
Danuta Mierzwa, Dominika Mierzwa
The organisation where adhocracy prevails is featured as dynamic, entrepreneurial and creative. People are happy to take risks. A good leader means a visionary, an innovator and a risky leader. What ensures the organisation’s consistency is willingness to experiment and innovate. Emphasis is placed on attractiveness of change and embarking on new challenges. In the long term, the organisation attributes great importance to rapid growth and acquisition of new resources. The organisation focuses on its own position in the environment, with a high degree of flexibility and individual style. It encourages freedom and initiative.