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Understanding organizational agility: a work-design perspective
(2008-06) Holsapple, Clyde W.; Li, Xun; Center for Edge Power; Naval Postgraduate School (U.S.)
This paper introduces a unified theoretical model of organizational agility and investigates the attributes of knowledge-intensive work-design systems, which contribute to achieving and sustaining organizational agility. Even though there has been considerable research on the topic of agility, these studies are not unified regarding their conceptualizations of agility and/or tend to adopt fairly limited views of agility dimensionality. Here, we organize a review of existing definitions and conceptual models of organizational agility, and proceed to advance a relatively comprehensive model built from a work-design perspective. This new model offers a theoretical platform for understanding organizational agility. This paper further investigates those attributes of a work design system that contribute to organizational agility. A knowledge-intensive work-design system is an example of an edge organization. Its governance mechanism (participant engagement governance, network governance, and system dynamic governance) involves three work-design levels: strategic, operational and episodic. We contend that an entrepreneurial governance pattern has attributes contributing to organizational agility, whereby the impetus for its work-design efforts stem not from some deep hierarchical authority pattern, but rather is distributed among participants and through their networking dynamics. These attributes allow each participant positioned at the edge of the system to stay alert and respond to environing trends and forces, on behalf of the system and in concert with the system. Result of an illustrative case study are reported.
C2 for Computer Networked Operations: Using Computational Experimentation to Identify Effects on Performance in Organizational Configurations within the Larger Network-Centric Environment
(2008-06) Koons, Jack L. III; Bekatoros, Nikoiaos; Nissen, Mark E.; Center for Edge Power; Center for Edge Power
Hypothesis Testing of Edge Organizations: Simulating performance under Industrial Era and 21st Century Conditions
(2006-09) Orr, Ryan J.; Nissen, Mark E.; Center for Edge Power; Center for Edge Power
The Edge represents a fresh approach to organizational design. It appears to be particularly appropriate in the context of modern military warfare, but also raises issues regarding comparative performance of alternate organizational designs. Building upon prior C2 research, we seek to understand the comparative performance of the Edge and all organizational forms, across 21st century and all mission-environmental conditions, and hence characterize the entire organization design space systematically. Leveraging recent advances in computational organization theory, we extend our campaign of experimentation to specify six, diverse, archetypal organizational forms from theory, and to evaluate their comparative performance empirically. Results confirm that no single organizational for is "best" for all circumstances, highlight contingent circumstances for which the Edge and other kinds of organizations perform reltively better than one another, and elucidate seven specific performance measures that provide multidimensional insight into different aspects of organization theory, and provides empirical suppport for and against claims regarding this novel organizatinal form, particularly in terms of agility. We discuss the model, experimental setup and results in considerable detail, which offer theoretical implications for the organization scholar and actionable guidance for the C2 practitioner.
Der Einfluss von Personlichkeitsmerkmalen und Teameigenschaften auf die Leistungsfahigkeit vernetzter Teams
(2007-07) Huber, Reiner K.; Eggenhofer, Petra; Schafer, Sebastian; Romer, Jens; Center for Edge Power; Center for Edge Power
Hypothesis Testing of Edge Organizations: Laboratory Experimentation using the ELICIT Multiplayer Intelligence Game
(2007-06) Leweling, Tara A.; Nissen, Mark E.; Center for Edge Power; Center for Edge Power
Extending Cross-Generational Knowledge Flow Research in Edge Organizations
(2008-06) Liebowitz, Jay; Ivanov, Emil; Center for Edge Power; Center for Edge Power
Toward Harmonizing Command and Control with Organization and Management Theory
(2009) Alberts, David S.; Nissen, Mark E.; Center for Edge Power; Center for Edge Power
Intercultural Knowledge Flows in Edge Organizations: Trust as an Enabler
(2005-07) Gavrieli, Dana A.; Scott, Richard W.; Center for Edge Power; Center for Edge Power
Edge Center (archived)
(Monterey, California: Naval Postgraduate School., 2015-02-05) Naval Postgraduate School; Naval Postgraduate School (U.S.); Center for Edge Power
The Edge Center operates through the Naval Postgraduate School (NPS), with Professor Mark Nissen serving as Director. Research associated with this Center is multidisciplinary, innovation-oriented, and reaches well beyond the NPS, involving a world-class team of faculty, postdocs and PhD students from multiple, top universities (e.g., Stanford, Southern Cal). The Edge Center is outward-focused, working to extend the state of the art and state of the practice in command & control, organization & management, and technological integration.
Cross-Generational Knowledge Flows in Edge Organizations: Research in Progress
(2007-06) Liebowitz, Jay; Ayyavoo, Nirmala; Nguyen, Hang; Simien, James; Center for Edge Power; Center for Edge Power