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Organizational ambidexterity refers to an organization's ability to be efficient in its management of today's business and also adaptable for coping with tomorrow's changing demand. Just as being ambidextrous means being able to use both the left and right hand equally, organizational ambidexterity requires the organizations to use both ...
[2] Dwight Waldo in 1978 wrote that "[o]rganization theory is characterized by vogues, heterogeneity, claims and counterclaims." [3] Organization theory cannot be described as an orderly progression of ideas or a unified body of knowledge in which each development builds carefully on and extends the one before it. Rather, developments in theory ...
Organizational intelligence embraces both knowledge management and organizational learning, as it is the application of knowledge management concepts to a business environment, additionally including learning mechanisms, comprehension models, and business value network models, such as the balanced scorecard concept.
Organizational architecture, also known as organizational design, is a field concerned with the creation of roles, processes, and formal reporting relationships in an organization. It refers to architecture metaphorically, as a structure which fleshes out the organizations.
Complexity theory also relates to knowledge management (KM) and organizational learning (OL). "Complex systems are, by any other definition, learning organizations." [18] Complexity Theory, KM, and OL are all complementary and co-dependent. [18] “
One of the key real-world applications regarding Weick's concept of Organizational Information Theory can be found in healthcare. There, he went so far as to personally develop a dedicated health communications approach which "emphasizes the central role of communication and information processing within social groups and institutions". [ 44 ]
Alternative terms include business culture, corporate culture and company culture. The term corporate culture emerged in the late 1980s and early 1990s. [1] [2] It was used by managers, sociologists, and organizational theorists in the 1980s. [3] [4]
Organizational assimilation is a process in which new members of an organization integrate into the organizational culture. This concept, proposed by Fredric M. Jablin, [ 1 ] consists of two dynamic processes that involve the organizational attempts to socialize the new members, as well as the current organization members. [ 2 ]