JournalTOCs

International Journal of Organisational Design and Engineering
Number of Followers: 3

Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1758-9797 - ISSN (Online) 1758-9800
Published by Inderscience Publishers

[451 journals]

Design as part of entrepreneurial cognition
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  Authors: Christophe Schmitt, Julien Husson, Didier Nobile
  Pages: 157 - 176
  Abstract: As entrepreneurship research is concerned with the entrepreneur's cognitive dimension, this paper proposes a particular focus on a mechanism of entrepreneurial thinking: design. While this notion is developing in the field of management, it is interesting to grasp its true dimensions in the field of entrepreneurship. The paper is divided into three parts. The first part examines the implicit place of design in the field of entrepreneurship. The second part presents how design can be linked to entrepreneurial thinking. The third and last part suggests a method for promoting the modelling of entrepreneurial design. The proposed reflection can help to strengthen research on organisational design.
  Keywords: entrepreneurship; design support; entrepreneurial cognition; organisational design; modelling
  Citation: International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 157 - 176
  PubDate: 2017-02-20T23:20:50-05:00
  DOI: 10.1504/IJODE.2016.082337
  Issue No: Vol. 4, No. 3/4 (2017)
Non-technological innovations from organisational design and change
perspectives in VSEs and SMEs: the case of management systems
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  Authors: Zam-Zam Abdirahman, LoÃ¯c SauvÃ©e
  Pages: 177 - 194
  Abstract: The aim of this article is threefold. First, it is to clarify the definition of non-technological innovations based upon a survey of literature mainly in management sciences; second, it is to investigate, using this definition, the link between this category of innovation and organisational design and change; and third, it is to outline implications for entrepreneurial development in very small enterprises (VSEs) and small and medium enterprises (SMEs). The case of the management system, seen as a new way of organising and controlling management processes, is chosen to illustrate the findings. The interest of the article is to propose a two-step approach, with the characterisation of non-technological innovations through a typology. This typology allow identifying more clearly the status, roles, and contents which could be considered and fall within this category of 'non-technological innovation', and by doing so, highlight its interests for entrepreneurial development in VSEs and SMEs.
  Keywords: managerial innovation; organisational innovation; management systems; non-technological innovations; organisational design; organisational change; very small enterprises; VSEs; SMEs; small and medium-sized enterprises; management science; entrepreneuria
  Citation: International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 177 - 194
  PubDate: 2017-02-20T23:20:50-05:00
  DOI: 10.1504/IJODE.2016.082339
  Issue No: Vol. 4, No. 3/4 (2017)
Sustainability-driven entrepreneurship and high-growth SMEs: how to
combine Davids' and Goliaths' worlds?
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  Authors: CÃ©line BÃ©rard, SÃ©verine Saleilles
  Pages: 195 - 212
  Abstract: This paper aims to explore how sustainability-driven SMEs experiencing high growth can succeed in combining the best of the Davids' and Goliaths' worlds. An in-depth case study was conducted within a French SME, a pioneer in organic vegetable distribution that has succeeded in evolving from an 'idealistic David' to a 'high-growth David'. Research findings reveal two sets of key actions successfully carried out by this firm: the development of a hybrid organisation through a staff representing the skills of both Davids' and Goliaths' worlds, and of a learning organisation through exploration and exploitation. They also illustrate some challenges facing most high-growth SMEs and identify some specific tensions that can arise due to the coexistence of these two worlds, in particular value diversity within the top management team.
  Keywords: sustainability-driven entrepreneurship; high-growth SMEs; small and medium-sized enterprises; hybrid organisations; learning organisations; organic vegetables; case study; France; exploration; exploitation; top management teams; TMT; value diversity
  Citation: International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 195 - 212
  PubDate: 2017-02-20T23:20:50-05:00
  DOI: 10.1504/IJODE.2016.082336
  Issue No: Vol. 4, No. 3/4 (2017)
Transforming industrial R&D into an entrepreneurial organisation:
implications of organisational design on enabling innovation
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  Authors: CÃ©line BÃ©rard, SÃ©verine Saleilles
  Pages: 213 - 237
  Abstract: This study has sought to gain insight into the issue of transforming industrial R&D into an entrepreneurial organisation. It focused on how organisation innovation enables a successful transformation. First, our findings show that a strategy of industrial R&D to integrate intrapreneurship as part of its core capabilities led to an organisation wide innovation that required a transformational change. This strategic reorientation could not be executed through a regular reorganisation. Second, a transformation associated with organisation innovation appears to be successful. Innovating the structure, business processes, HR and rewards, consistently appears to be a determinant of success. This approach leads to a better adoption and diffusion of new practices across the organisation. For example, the implemented ambidextrous structure was supported by lateral processes, HR with an ambidextrous mind-set and a rewards system encouraging collaboration across the organisation. Third, the new operating model of industrial R&D reconciles intrapreneurship with science-based research.
  Keywords: entrepreneurial organisations; intrapreneurship; R&D strategy; research and development; organisational design; organisational innovation; transformation; commercial exploitation; transformational change; organisational change; organisational structure; bus
  Citation: International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 213 - 237
  PubDate: 2017-02-20T23:20:50-05:00
  DOI: 10.1504/IJODE.2016.082338
  Issue No: Vol. 4, No. 3/4 (2017)
Business ecosystem: revealing tensions
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  Authors: CÃ©line BÃ©rard, SÃ©verine Saleilles
  Pages: 238 - 258
  Abstract: The business ecosystem is a network of entities interconnected through complex relationships based on trust from different industries and organisations in convergent business sectors. Innovation clusters, created in France by policy makers, concentrate the resources and skills necessary for innovation in one place. This research has two objectives: the exploration of a new business ecosystem and the exploitation of an artefact through business modelling. The case examined shows that the business ecosystem is continuously adapting along with the evolution of various types of trust; highlighted by the emergence of tensions as coordination modes between actors. The aim is to achieve an effective articulation of sociological, economic or institutional levels of trust within an ecosystem. Connecting the concept of business ecosystem to design science research, allows for the emergence of new insights to improve understanding of business environment adaptation.
  Keywords: business ecosystems; participant observation; business models; trust; innovation clusters; France; business modelling; coordination modes; design science
  Citation: International Journal of Organisational Design and Engineering, Vol. 4, No. 3/4 (2016) pp. 238 - 258
  PubDate: 2017-02-20T23:20:50-05:00
  DOI: 10.1504/IJODE.2016.082352
  Issue No: Vol. 4, No. 3/4 (2017)