Organizations do not exist in the vacuum, rather they are part of a multidimensional - competitors, technologies, resources etc. - environment they both shape and respond to. What we nowadays refer to as traditional models of organizing were developed during decades of relative stability in the business environment and economic growth following WW2 and with the main reference of the American managerial corporation. As the environment in which many organizations in different industries started to become more turbulent, managers started to eventually move away from the rigidity of vertical integration and experiment with new ways of organizing – e.g. networks, clusters, projects, crowds, platforms etc. – in search for more flexibility, speed and adaptability.
This course will look into the issue of new forms of organizing from different angles. A particular, but not exclusive attention will be occasionally devoted to advances in information technology (IT) because of its prominence in the contemporary business environment as a driver for managerial experimentation and innovation – e.g. open source development, crowd sourcing, social networks, open innovation, cyber protest, e-commerce, etc.
The course includes the following contents:
- Alternative perspectives on appropriate organizational structures – e.g. market and self-organization versus hierarchy and beyond.
- Knowledge management and new product development – e.g. learning organization, modular organization and communities of practice, user and open innovation.
- Networks – e.g. access to resources, communication, collaboration, strategic alliances etc. and other possible alternative ways of organizing compared to market and hierarchy.
- Organizational implications in the age of ultra transparency – e.g. legitimacy and identity management, shared value, corporate social responsibility.
- Business models – e.g. elements of business models, business ecology, platforms, blockchain, crowds, e-commerce.
- Integrating business models and organizational design – e.g. the stages of business model definition, its patterns of adoption, internal challenges of organizational change.