Abstract
A certain state of an organization, in its strategic, tactical and operational components results from a combination of elements that makes it a very complex entity. Its components should co-exist in a dynamic and constant balance, whose configuration must have flexible and adaptable reaction mechanisms. As processes increase in complexity, it becomes more difficult to manage an organization, almost in real time, in its many dimensions and configurations. It is therefore essential to identify, given its current complexity, how to guarantee holistic organizational adaptation, agent roles in configuration change and, also, how to design, organize and manage an organization, in the resource domain, considering: i) multiple restrictions; ii) critical needs of real time; iii) various configurations. Using design and action research, our work proposes the concept of organizational configuration, which is managed by the governance sub-system. Based on a macrogenesis capability it allows the creatiion and adaptation of transversal transformation mechanisms that, harnessing complexity, are able to maintain the necessary balance to guarantee viability and performance.
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Páscoa, C., Aveiro, D., Tribolet, J. (2012). Organizational Configuration Actor Role Modeling Using DEMO. In: Proper, E., Gaaloul, K., Harmsen, F., Wrycza, S. (eds) Practice-Driven Research on Enterprise Transformation. PRET 2012. Lecture Notes in Business Information Processing, vol 120. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-31134-5_2
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DOI: https://doi.org/10.1007/978-3-642-31134-5_2
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