This paper analyzes the survival of organizations in which decision agents do not bear a major share of the wealth effects of their decisions. This is what the literature on large corporations calls separation of “ownership ” and “control.” Such separation of decision and risk bearing functions is also common to organizations like large professional partnerships, financial mutuals and nonprofits. We contend that separation of decision and risk bearing functions survives in these organizations in part because of the benefits of specialization of management and risk bearing but also because of an effective common approach to controlling the implied agency problems. In particular, the contract structures of all these organizations separate the ratification and monitoring of decisions from the initiation and implementation of the decisions.

We examined 155 information systems research articles published from 1983 to 1988 and found that although this research is not rooted in a single overarching theoretical perspective, it does exhibit a single set of philosophical assumptions regarding the nature of the phenomena studied by information systems researchers, and what constitutes valid knowledge about those phenomena. We believe that a single research perspective for studying information systems phenomena is unnecessarily restrictive, and argue that there exist other philosophical assumptions that can inform studies of the relationships between information technology, people, and organizations. In this paper, we present two additional research philosophies for consideration-the interpretive and the critical-and for each we provide empirical examples to illustrate how they are used. We conclude by suggesting that much can be gained if a plurality of research perspectives is effectively employed to investigate information systems phenomena. Philosophical assumptions—Research approaches—Positivist research—Interpretivist research—Critical research

Coordination, as the act of managing interdependencies between activities, is one of the central research issues in Distributed Artificial Intelligence. Many researchers have shown that there is no single best organization or coordination mechanism for all environments. Problems in coordinating the activities of distributed intelligent agents appear in many domains: the control of distributed sensor networks; multi-agent scheduling of people and/or machines; distributed diagnosis of errors in local-area or telephone networks; concurrent engineering; `software agents' for information gathering. The design of coordination mechanisms for group...

Software design patterns are the core abstractions from successful recurring problem solutions in software design. Composite design patterns are the core abstractions from successful recurring frameworks. A composite design pattern is a pattern that is best described as the composition of further patterns the integration of which shows a synergy that makes the composition more than just the sum of its parts. This paper presents examples of composite patterns, discusses a role-based analysis and composition technique, and demonstrates that composite patterns extend the pattern idea from single problem solutions to object-oriented frameworks. 1

This paper reviews and extends recent scholarly and popular literature to provide a broad overview of how information technology (IT) impacts organizational characteristics and outcomes. First, based on a review of the literature, we describe two of the principal performance enhancing benefits of IT: information efficiencies and information synergies, and identify five main organizational outcomes of the application of IT that embody these benefits. We then discuss the role that IT plays in moderating the relationship between organizational characteristics including structure, size, learning, culture, and interorganizational relationships and the most strategic outcomes, organizational efficiency and innovation. Throughout we discuss the limitations and possible negative consequences of the use of

This technical report presents 25 design patterns using the role diagram notation. The role diagram notation describes a pattern using the concept of "role" as the central modeling construct. The purpose of this report is to describe a set of common reusable patterns in a form that makes them an easy target for composition. The ultimate goal is to explain frameworks as sets of instantiated patterns which integrate with each other to serve a common goal, that is to achieve the framework's purpose. Dirk Riehle (Dirk.Riehle@ubs.com) October 1996, Zürich, Switzerland Table of Contents 1 Introduction ......................................................................................................7 2 Roles and Role Diagrams .................................................................................9 3 Object Creation...............................................................................................11 3.1 Factory Method ................................................

Knowledge is now recognized as an important basis for competitive advantage and many firms are beginning to establish initiatives to leverage and manage organizational knowledge. These include efforts to codify knowledge in repositories as well as efforts to link individuals using information technologies to overcome geographic and temporal barriers to accessing knowledge and expertise. We suggest that Knowledge Management (KM) efforts, to be successful, need to be sensitive to features of the context of generation, location, and application of knowledge. To this end, we highlight the situated organizational learning perspective that views knowledge as embedded in individuals, in connections between individuals, and in artifacts as a useful lens to examine phenomena related to the establishment of KM initiatives. In an ethnographic case study of an effort to change knowledge-work processes in a market research firm, we apply the situated knowledge perspective to highlight the factors responsible for the limited success of the initiative in the firm. This study suggests that a consideration of the situated knowledge web and the alignment of the initiatives with the features of the knowledge web are central to success in knowledge management efforts in firms.

The CGIAR Systemwide Program on Collective Action and Property Rights (CAPRi) is an initiative of the 15 centers of the Consultative Group on International Agricultural Research (CGIAR). The initiative promotes comparative research on the role of property rights and collective action institutions in shaping the efficiency, sustainability, and equity of natural resource systems. CAPRi’s Secretariat is hosted within the Environment and Production Technology Division (EPDT) of the International Food Policy Research Institute (IFPRI). CAPRi Working Papers contain preliminary material and research results. They are circulated prior to a full peer review to stimulate discussion and critical comment. It is expected that most working papers will eventually be published in some other form and that their content may also be revised

The term incident command system (ICS) denotes a particular approach to assembly and control of the highly reliable, temporary organizations employed by many firefighters, police, and other public safety professionals to manage diverse resources at a wide variety of emergency scenes. Our inductive study of a fire department’s use of the ICS identified three main factors enabling this distinctively bureaucratic system to produce remarkably flexible and reliable organizations for complex and volatile task environments. In general, this research suggests the possibility of new organizational forms able to capitalize on the control and efficiency benefits of bureaucracy, while at the same time avoiding or overcoming the considerable tendencies toward inertia that are thought to accompany bureaucratic systems. Recent organization science research indicates that an expanding number of organizations are facing increasingly unforgiving socio-political-economic contexts (cf. D’Aveni, 1994). Operational failures resulting in inappropriate, incomplete, laggardly or otherwise mindless organizational responses to unexpected and demanding environmental contingencies (such as major and unforeseen competitive threats, product malfunctions and recalls, supplier collapses, technology breakdowns, etc.) are ever more likely to be immediately

Information technology (IT) support for managing competence is based on a rationalistic view of competence. While these competence systems might work in rationalistic organizations, we argue that in more dynamic settings, such as in innovative organizations, the interest-informed actions that capture the emergent competencies of tomorrow require different types of IT support. We theorize about these two separate forms of organizations and use them as a means to interpret and classify empirical findings from an action case study of an implemented interest-activated recommender system prototype. The interviews show that competence is perceived as complex and multifaceted and three categories emerge: competence as a formal merit; interest as a complementary aspect of competence; and interest as something that transcends competence. The findings offer an empirical platform for rethinking competence systems for innovative organizations. We suggest a new design rationale promoting systems that are able to detect, visualize and leverage interests of organizational members. 775 Rikard Lindgren, Dick Stenmark, Magnus Bergquist, Jan Ljungberg 1.