A.G.L. Romme

Cyclicality of capital-intensive industries: a system dynamics simulation study of the paper industry

This paper provides a view on the cyclicality of capital-intensive industries that could add considerably to our understanding of how cycles in prices, profits and capacity come about. Previous studies of business cycles focus on macro-economic systems or on the agricultural sector. Causes for fluctuations are typically believed to be mainly exogenous in nature. We seek to extend the existing literature on industrial cycles by developing a model that incorporates endogenously generated cyclicality. A simulation model of the paper industry is developed, and validated on the basis of data for the US paper industry.

Work, authority and participation : the scenario of circular organizing

Explores a scenario for how work can be organized in a circular manner. Outlines two tendencies in work relations: a return to authoritarian governance of the workplace, and at the same time, the inevitable and necessary shift towards more participation. Subsequently, explores the possibility of a synthesis of traditional and participative work relationships by organizing work in a circular manner. Circularity implies that, although authority may continue to play an important role in the workplace, an ultimate authority is absent, and each member can participate directly or through representation in decision processes which are organized in circles.

The Role of Hierarchy in Self-Organizing Systems

This paper discusses the role of hierarchy in human systems. Two kinds of self-organizing processes are distinguished: conservative and dissipative self-organization. The former leads to rather stable, specialistic systems, whereas the latter leads to continuously changing generalistic systems. When conservative and dissipative self-organization are combined, autonomous self-organization emerges. Autonomous self-organization, characterized by intertemporal stability, appears to be fundamental to human organizations. In the context of autonomous self-organization, the traditional concept of hierarchy as a chain of command is replaced by hierarchy as a vertical sequence based on different degrees of abstraction. Moreover, a simple model shows that autonomous self-organization requires large human systems to use a variety of information processing systems, including administrative hierarchy. The model suggests hierarchy is one instrument for variety reduction amid several others.

Vertical Integration as Organizational Strategy Formation

This paper contributes to research into the strategy-environment relationship, especially looking at the issue of vertical integration. It aims at a synthesis of process and content approaches to strategic change on the level of the organizations dominant group. The key factor is uncertainty, which will be defined as the gap between perceptual competence of the dominant group and environmen tal difficulty. After presenting a typical vertical integration case, the vertical integration literature is surveyed. Next, a framework of strategy-making under uncertainty serves as a vehicle to formulate some propositions on the formation of vertical integration strategy.

Dynamic capability and staff induction practices in small firms

Purpose – The dynamic capability view serves to explain how particular practices ensure the firms performance and competitiveness within a continuously changing environment. In this paper, the staff induction processes of two small firms in The Netherlands (management consultancy and biotech (BT) start‐up) are examined from a practice‐based view. The authors explore whether the staff induction processes of these firms can be regarded as practices, and if so, whether and how these firms have developed a dynamic capability in staff induction.Design/methodology/approach – Case studies are conducted in the management consultancy and biotechnology sectors to explore the practising of dynamic capability.Findings – The findings suggest small firms can effectively develop and master their staff induction processes (as practices), but do this on the basis of ad hoc problem solving rather than a dynamic capability. If small firms develop any dynamic capability at all, they apparently do so towards specialized reso...

Organisationales lernen, zirkuläres organisieren und die veränderung der interorganisatorischen herrschaftsverhältnisse

Das Konzept des organisationalen Lernens stellt eine Reaktion auf die neue Bedeutung des Wissens und seine Generierung in Organisationen dar. Allerdings kann neues Wissen in der Regel nur in Gruppen erzeugt werden, die einen weiten Handlungsspielraum besitzen und sich selbst steuern. Die hierarchische Steuerung funktioniert in diesem Fall nicht. Eine Politisierung des Unternehmensalltags ist deshalb moglich. Nicht mehr die klassische Hierarchie, sondern der Machtigste entscheidet. Das Konzept des zirkularen Organisierens wird als Antwort auf das Problem der Politisierung diskutiert. Mit diesem Prinzip werden Bedingungen der Moglichkeit von Selbstorganisation und von selbststabilisierenden Prozessen der Kooperation benannt, die eine Politisierung des Alltags verhindern.

Taking Nothing for Granted in Management Education: A Systemic Perspective on the Role of Reflective Questioning

Questioning is one of the most critical behaviors in management education and learning. In this article we explore the antecedents, processes, and outcomes of reflective questioning, as a key element of management learning and education. Reflective questioning involves raising tentative, nonrhetorical questions. By reviewing and synthesizing the literature, we develop a model of reflective questioning in the form of a causal loop diagram. This model implies that reflective questioning can be taught through particular forms of management education, but is also contingent on the psychological safety of the group setting, the individual need for cognition, and challenging tasks and experiences.