• My research project is getting underway. Last week Wednesday I sent out formal invitations to 75 companies to participate in my KM survey. #
• The past weekend I performed a final test on the Online Survey and registered the first participants on the system. #
• This morning I sent out the e-mail invitations to the first participants of the online survey. Now there’s no turning back! #

• When writing my Literature Review I’ll explain the literature using a “map” of the KM field. Today I’ve started with the layout of the map. #

Annual meeting of the Academy of Management.

Theme: Doing well by doing good.

“It is the theory that decides what we can observe”  - Albert Einstein -

A configurational approach to organisational analysis identifies patterns and relationships within the complexity of organisational elements, such as strategy, structure, and processes. The dominant mode of inquiry of configuration theory is an integrated synthesis based on systems thinking, explaining that the parts of an entity cannot be understood in isolation, but that their meaning is derived from the whole. A configurational approach therefore needs to develop an understanding into the interdependency of the numerous complex dimensions of organisations, in order to derive sets of configurations or clusters. This post takes a look at configurational approaches to organisational analysis as described in “Configurations Revisited” by Miller, D. 1996.

Configurations are typically represented as typologies which are derived conceptually, or taxonomies which are derived empirically. One of the most well-known typologies in strategic research is the Miles and Snow typology of strategic types in organisations, distinguishing between defenders, analyzers, prospectors and reactors. Although no formal methodology exists for generating a typology, Miller (1996) identifies some features which are characteristic of good typologies:

• They should be based on a solid theoretical foundation;
• Distinctions and relationships should be of conceptual importance;
• Resulting types should facilitate empirical progress by invoking contrasts;
• Variables used to describe each type should be shown to cohere thematically;
• Implications should be important conceptually or in an evolutionary way.

Taxonomies are typically derived from more quantitative data, using multivariate analysis of multiple dimensions such as strategies, processes and structures. Miller (1996) however cites a lack of theoretical significance as a major criticism against taxonomies.

Ultimately any classification scheme should generate insight or support prediction (Miller, 1996). One way to gauge the value of a set of configurations is to see whether any theoretical or practical distinctions emerge, and whether the findings are valid and reliable.

Miller (1996) also suggests a third approach, with the focus not on typologies or taxonomies, but on configuration as a quality or property that varies among organisations. In this approach configuration is the “degree to which an organisation’s elements are orchestrated and connected by a single theme” (Miller, 1996). The number of elements in an organisation driven by one theme can be an important indicator of the degree of configuration, with more comprehensive configurations comprising of a greater range of elements.

Indicators of a high level of configuration are centered around focussing on a common theme through goals, actions, concensus, structure, processes, culture, leadership, incentives and information systems. Miller (1996) explains that competitive advantage may reside in the coordinating theme and “integrative mechanisms that ensure complementarity among the various aspects of a firm”.

“Configurations revisited” provides good insight into a theoretical approach that seems to have stalled during the past decade. I have identified a number of opportunities for applying this approach in my research, and will definitely be exploring it more rigorously in future.

References: 

Doty, Glick and Huber, 1993.
Meyer, Tsui and Hinings, 1993.
Miles and Snow, 1978.
Miller, D. 1996.

Aoccdrnig to a rscheearch at an Elingsh uinervtisy, it deosn’t mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht frist and lsat ltteer is at the rghit pclae.

I’m sure you could read the above sentence, but will it suffice for your Masters thesis or PhD dissertation. Definitly not!

If you need to write an article or dissertation in English which, as is the case with me, is not your mother-tongue, I would recommend The Economist Style Guide. The book is based on the style guide given to journalists at the Economist and contains 160 pages of advice on effective writing and correct usage of words.

The book points out common mistakes writers make and offers guidance on almost every language-use query you might have. For example, is number singular or plural? According to The Economist Style Guide the number is…, and a number are! Economics is, but the economics are. Data and media are. My only question that remains unanswered…knowledge…singular or plural?

You can get The Economist Style Guide >here<.

Anybody who ever had to use MS Paint will be blown away by the following video clip.

Sit back and marvel at a true artist at work…

Reminder of abstract submission deadline: 4 May 2007

4th International Conference on Intellectual Capital, Knowledge Management and Organisational Learning

University of Stellenbosch Business School, Cape Town, South Africa.

 

Ever wondered how your instinct, intuition, gut-feel or snap judgements work? Can you trust your intuition? Can you learn how to improve your snap judgements?

Blink is a brilliant book about those two seconds where you decide whether you like a person or not, or where you decide whether you are in danger or not, or where an art expert’s first glance of a sculpture can tell him whether it is an original or a fake.

The numerous case studies presented are fascinating and all illustrate how we know things without knowing why and explains why we sometimes get it wrong. The book has extensive 8-page reference list at the back if one would like to read more about the research or findings discussed in the book.

The pages are filled with fascinating findings, such as the fact that our recognition of faces is stored in a different area of the brain than recognition of objects, however with people with autism faces and objects are stored in the same area of the brain! I also found the explanation of why time seem to slow down when one is in danger very interesting. We all know that our mood is reflected by our facial expression. But did you know that your facial expression can in fact also affect your mood?

Having read Blink, your life will be changed and thinking will never be the same again!

Reference: Gladwell, M. 2006.

I have always had a keen interest in the subject of economics. If you share this interest, and can laugh at yourself, have a look at this… 

Everybody who has been through business school or who had done a course in strategic management will be familiar with Porter’s (1980) competitive forces model. This approach focuses on the actions an organisation can take to protect itself against five competitive forces:

1. Rivalry among competitors;
2. Threat of subsitute products;
3. Threat of potential new entrants;
4. Bargaining power of buyers and
5. Bargaining power of suppliers.

Although the competitive forces model has been widely adopted, it provides insight into the profit potential at an industry level, and not at the organisational level. Furthermore, the competitive forces approach, along with other strategic management theories such as strategic conflict fail to sufficiently address building competitive advantage in times of rapid change - the Schumpeterian world of creative destruction and innovation-based competition we live in.

Dynamic Capabilities and Strategic Management (Teece, Pisano & Shuen, 1997) provides an excellent introduction to two alternative strategic management theories, i.e. resource-based perspective and dynamic capabilities. These two models both emphasise efficiency at the organisational level and focus on building a long-term advantage and competitive flexibility. Read the rest »