The Experts below are selected from a list of 143169 Experts worldwide ranked by ideXlab platform

Bruce R Barkstrom - One of the best experts on this subject based on the ideXlab platform.

  • data product configuration management and versioning in large scale production of satellite scientific data
    Lecture Notes in Computer Science, 2003
    Co-Authors: Bruce R Barkstrom
    Abstract:

    This paper describes a Formal Structure for keeping track of files, source code, scripts, and related material for large-scale Earth science data production. We first describe the environment and processes that govern this configuration management problem. Then, we show that a graph with typed nodes and arcs can describe the derivation of production design and of the produced files and their metadata. The graph provides three useful by-products: • a hierarchical data file inventory Structure that can help system users find particular files, • methods for creating production graphs that govern job scheduling and provenance graphs that track all of the sources and transformations between raw data input and a particular output file, •a systematic relationship between different elements of the Structure and development documentation.

  • data product configuration management and versioning in large scale production of satellite scientific data
    Lecture Notes in Computer Science, 2003
    Co-Authors: Bruce R Barkstrom
    Abstract:

    This paper describes a Formal Structure for keeping track of files, source code, scripts, and related material for large-scale Earth science data production. We first describe the environment and processes that govern this configuration management problem. Then, we show that a graph with typed nodes and arcs can describe the derivation of production design and of the produced files and their metadata. The graph provides three useful by-products: • a hierarchical data file inventory Structure that can help system users find particular files, • methods for creating production graphs that govern job scheduling and provenance graphs that track all of the sources and transformations between raw data input and a particular output file, •a systematic relationship between different elements of the Structure and development documentation.

Phanish Puranam - One of the best experts on this subject based on the ideXlab platform.

  • Searching for Structure: Formal Organization Design as a Guide to Network Evolution
    Management Science, 2018
    Co-Authors: Julien Clement, Phanish Puranam
    Abstract:

    Is top-down organization design worth attempting at all, or should organizations simply let their members learn which patterns of interaction are valuable by themselves, through a bottom-up process? Our analysis of an agent-based computational model shows that weak enforcement of even a randomly selected Formal Structure in a top-down manner can usefully guide the bottom-up emergence of networks of intraorganizational interactions between agents. In the absence of Formal Structure, interactions are prone to decline within organizations, because maintaining interactions requires coordination but breaking them does not. Formal Structure regenerates the network of interactions between agents, who can then learn which interactions to keep or discard. This “network regeneration effect” of Formal Structure offers a rationale for the importance of top-down organization design, even if the design is limited in accuracy and enforcement. The online appendix is available at https://doi.org/10.1287/mnsc.2017.2807. Th...

  • searching for Structure Formal organization design as a guide to network evolution
    Social Science Research Network, 2017
    Co-Authors: Julien Clement, Phanish Puranam
    Abstract:

    Is top-down organization design worth attempting at all, or should organizations simply let their members learn which patterns of interaction are valuable by themselves, through a bottom-up process? Our analysis of an agent-based computational model shows that weak enforcement of even a randomly selected Formal Structure in a top-down manner can usefully guide the bottom-up emergence of networks of intra-organizational interactions between agents. In the absence of Formal Structure, interactions are prone to decline within organizations, because maintaining interactions requires coordination but breaking them does not. Formal Structure regenerates the network of interactions between agents, who can then learn which interactions to keep or discard. This “network regeneration effect” of Formal Structure offers a rationale for the importance of top-down organization design, even if the design is limited in accuracy and enforcement.

  • beyond coordination how Formal integrators shape organizational learning and adaptation
    2011
    Co-Authors: Mihaela Stan, Phanish Puranam
    Abstract:

    This paper investigates how the experiential and radical learning of organizations is influenced by ?integrators? ? Formally mandated managerial roles which cut across departmental Structures and link interdependent specialists. While much has been learned about how integrators alleviate coordination challenges, less is known about their impact on organizational learning rates and adjustment to disruptive shocks. These effects are analyzed using longitudinal data combined with an exogenous shock which affected the medical domain of in-vitro fertilization. The analyses illustrate how integrators, as elements of Formal Structure with limited and varying levels of Formal authority, shape collective outcomes in dynamic settings ?in particular how integrators facilitate learning when underlying conditions remain stable and when they shift.

Julien Clement - One of the best experts on this subject based on the ideXlab platform.

  • Searching for Structure: Formal Organization Design as a Guide to Network Evolution
    Management Science, 2018
    Co-Authors: Julien Clement, Phanish Puranam
    Abstract:

    Is top-down organization design worth attempting at all, or should organizations simply let their members learn which patterns of interaction are valuable by themselves, through a bottom-up process? Our analysis of an agent-based computational model shows that weak enforcement of even a randomly selected Formal Structure in a top-down manner can usefully guide the bottom-up emergence of networks of intraorganizational interactions between agents. In the absence of Formal Structure, interactions are prone to decline within organizations, because maintaining interactions requires coordination but breaking them does not. Formal Structure regenerates the network of interactions between agents, who can then learn which interactions to keep or discard. This “network regeneration effect” of Formal Structure offers a rationale for the importance of top-down organization design, even if the design is limited in accuracy and enforcement. The online appendix is available at https://doi.org/10.1287/mnsc.2017.2807. Th...

  • searching for Structure Formal organization design as a guide to network evolution
    Social Science Research Network, 2017
    Co-Authors: Julien Clement, Phanish Puranam
    Abstract:

    Is top-down organization design worth attempting at all, or should organizations simply let their members learn which patterns of interaction are valuable by themselves, through a bottom-up process? Our analysis of an agent-based computational model shows that weak enforcement of even a randomly selected Formal Structure in a top-down manner can usefully guide the bottom-up emergence of networks of intra-organizational interactions between agents. In the absence of Formal Structure, interactions are prone to decline within organizations, because maintaining interactions requires coordination but breaking them does not. Formal Structure regenerates the network of interactions between agents, who can then learn which interactions to keep or discard. This “network regeneration effect” of Formal Structure offers a rationale for the importance of top-down organization design, even if the design is limited in accuracy and enforcement.

Toby E Stuart - One of the best experts on this subject based on the ideXlab platform.

  • network responsiveness the social structural microfoundations of dynamic capabilities
    2014
    Co-Authors: Adam M Kleinbaum, Toby E Stuart
    Abstract:

    Intraorganizational social networks are known to be important antecedents to individual career attainment, but research examining their influence on firm-level performance has been limited. We argue that the intrafirm network is likely to affect two firm-level outcomes: coordination and adaptability. Prior research has shown Formal Structure to be a useful tool for reshaping organizational networks, but we argue that firms vary in their rates of network responsiveness. When Formal organizational Structure is changed, as in a reorganization, or when targeted individuals undertake job changes, some firms will experience a rapid reshaping of their networks; in other firms, the network will respond more slowly to the new Formal Structure. We posit that slow network responsiveness may provide coordination advantages via compensatory fit, whereas fast network responsiveness may facilitate more rapid adaptability. As such, a firm’s rate of network responsiveness is a heretofore unexplored source of dynamic capabilities. We illustrate these ideas using case data and empirical examples. We view network responsiveness as a useful means through which the internal network Structure of a firm drives ambidexterity, dynamic capabilities, and firm performance.

  • network responsiveness the social structural microfoundations of dynamic capabilities
    Academy of Management Perspectives, 2014
    Co-Authors: Adam M Kleinbaum, Toby E Stuart
    Abstract:

    Intraorganizational social networks are known to be important antecedents to individual career attainment, but research examining their influence on firm-level performance has been limited. We argue that the intrafirm network is likely to affect two firm-level outcomes: coordination and adaptability. Prior research has shown Formal Structure to be a useful tool for reshaping organizational networks, but we argue that firms vary in their rates of network responsiveness. When Formal organizational Structure is changed, as in a reorganization, or when targeted individuals undertake job changes, some firms will experience a rapid reshaping of their networks; in other firms, the network will respond more slowly to the new Formal Structure. We posit that slow network responsiveness may provide coordination advantages via compensatory fit, whereas fast network responsiveness may facilitate more rapid adaptability. As such, a firm's rate of network responsiveness is a heretofore unexplored source of dynamic capab...

Adam M Kleinbaum - One of the best experts on this subject based on the ideXlab platform.

  • network responsiveness the social structural microfoundations of dynamic capabilities
    2014
    Co-Authors: Adam M Kleinbaum, Toby E Stuart
    Abstract:

    Intraorganizational social networks are known to be important antecedents to individual career attainment, but research examining their influence on firm-level performance has been limited. We argue that the intrafirm network is likely to affect two firm-level outcomes: coordination and adaptability. Prior research has shown Formal Structure to be a useful tool for reshaping organizational networks, but we argue that firms vary in their rates of network responsiveness. When Formal organizational Structure is changed, as in a reorganization, or when targeted individuals undertake job changes, some firms will experience a rapid reshaping of their networks; in other firms, the network will respond more slowly to the new Formal Structure. We posit that slow network responsiveness may provide coordination advantages via compensatory fit, whereas fast network responsiveness may facilitate more rapid adaptability. As such, a firm’s rate of network responsiveness is a heretofore unexplored source of dynamic capabilities. We illustrate these ideas using case data and empirical examples. We view network responsiveness as a useful means through which the internal network Structure of a firm drives ambidexterity, dynamic capabilities, and firm performance.

  • network responsiveness the social structural microfoundations of dynamic capabilities
    Academy of Management Perspectives, 2014
    Co-Authors: Adam M Kleinbaum, Toby E Stuart
    Abstract:

    Intraorganizational social networks are known to be important antecedents to individual career attainment, but research examining their influence on firm-level performance has been limited. We argue that the intrafirm network is likely to affect two firm-level outcomes: coordination and adaptability. Prior research has shown Formal Structure to be a useful tool for reshaping organizational networks, but we argue that firms vary in their rates of network responsiveness. When Formal organizational Structure is changed, as in a reorganization, or when targeted individuals undertake job changes, some firms will experience a rapid reshaping of their networks; in other firms, the network will respond more slowly to the new Formal Structure. We posit that slow network responsiveness may provide coordination advantages via compensatory fit, whereas fast network responsiveness may facilitate more rapid adaptability. As such, a firm's rate of network responsiveness is a heretofore unexplored source of dynamic capab...