论文标题
在战略变革期间模拟自组织：组织设计的影响
Simulating Self-Organization during Strategic Change: Implications for Organizational Design
论文作者
论文摘要
自组织 - 复杂自适应系统（CAS）的特征 - 在组织研究，管理理论中探讨了[Mihm等。 2003;冯·福斯特（Von Foerster）1984年]，企业国际化[Chandra and Wilkinson 2017]，组织设计[Clement and Puranam 2017]和战略变革[Foster 2015]。持有自我组织承诺的较新的组织形式，例如网络和零层次结构公司正在获得突出[Puranam等。 2014年]，理论组织建模是一种有用的技术，可以通过模拟主动研究它们[Puranam et al.2015; Simon 1976]。在本文中，我们介绍了一种自然风格的模型，以了解三种原型组织设计中协作小组的自组织：i。全网络，ii。孤立的和iii.Dynamic，每个设计都以特定方式控制经理内部交流，每个成员都具有反应性或感知的行为趋势。
Self-organization -- a characteristic of complex adaptive systems (CAS) -- has been explored in organizational research, in management theory [Mihm et al. 2003; von Foerster 1984], firm internationalization [Chandra and Wilkinson 2017], organizational design [Clement and Puranam 2017], and strategic change [Foster 2015]. Newer organizational forms such as networks and zero-hierarchy companies that hold the promise of self-organization are gaining prominence [Puranam et al. 2014], and theoretical organizational modeling is a useful technique to study them proactively via simulation [Puranam et al.2015; Simon 1976]. In this paper, we introduce a nature-inspired model to understand self-organization of collaborative groups in three archetypal organizational designs: i. fully-networked, ii. siloed, and iii.dynamic, where each design controls intra-managerial communication in specific ways, and each member has reactive or perceptive behavioral tendencies.
