Organizational Buffering: Managing Boundaries and Cores

Managing Organizational Risk Knowledge

Risk planning requires an organization global view, as it is strongly centered in the experience and knowledge acquired in former projects. The larger the experience of the project manager the better will be his ability in identifying risks, estimating their occurrence likelihood and impact, and defining the mitigation and contingency plans. However, project manager risk knowledge cannot stay i...

managing organizational culture

each organization forms its own culture in which the shared values,beliefs, and behaviours of the members of that organization come together and coalesce over period of time. in due course, the leadership style of the top management, and the norms, values and beliefs of the members combine to form the corporate culture. organizational effectiveness may be increased by creating a culture that ac...

Collaborative Research Across Disciplinary and Organizational Boundaries

Scientific and engineering research increasingly involves multidisciplinary collaboration, sometimes across multiple organizations. Technological advances have made such crossboundary projects possible, yet they can carry high coordination costs. This study investigated scientific collaboration across disciplinary and university boundaries to understand the need for coordination in these collab...

Inter-Organizational Knowledge Community Building: Sustaining or Overcoming Organizational Boundaries?

Various studies focus on general networks within and between organizations, but strongly focused studies on knowledge sharing through social networks and communities within specific domains that are of critical relevance to the R&D organization are hard to find. Therefore, the argument presented here is explored through an empirical case study on inter-organizational knowledge community buildin...

Recognizing and Managing Multiple Organizational Approaches