Zusammenfassung
Viele Organisationen befinden sich im Umbruch. Globale sozio-ökonomische und technologische Megatrends, wie beispielsweise demographische Veränderungen und Digitalisierung, sind Ursachen dieser Transformation. Alte Organisationsformen werden den veränderten Kundenbedürfnissen nicht mehr gerecht. Während disruptive Entwicklungen und Innovationen eingehend untersucht wurden, wurde das Thema disruptiver Organisationen hinsichtlich zukünftig notwendiger neuer Organisationsformen nur unzureichend diskutiert. Diese Veränderungen werden hinsichtlich interner und externer Kundenbedürfnissen notwendig. Beide Stakeholder-Gruppen erwarten eine immer schnellere, individualisierte und flexiblere Antwort auf ihre persönlichen Bedürfnisse. Um eine Antwort auf mögliche radikale Veränderungen von Organisationen zu erhalten wurden Manager/innen hinsichtlich zukünftiger Organisationen befragt. Die Ergebnisse der Umfrage von 129 Manager/innen zeigen eine Abkehr von traditionellen Organisationsformen hinsichtlich Kommunikation und der Rolle von der Firma als reinem Arbeitsort. Zwei neue modellhaften Organisationsansätze werden vorgestellt und fünf konkrete Handlungsempfehlungen, einem disruptiven Organisationsveränderungsansatz zu folgen, abgeleitet.
Abstract
Organizations are driven by continuous change. Global, socio-economic and technological megatrends – demographic changes and digitalization – are the reasons for transformation. Traditional organization forms are not in line with customers‘ need. Disruptive modes of development and innovations have been intensively discussed elsewhere. The topic of disruptive organization have not been discussed towards internal and external customer relations, although of high relevance. 129 Managers answered on communication ways and the purpose of upcoming meaning for the working place/office. Two new models and five concrete recommendations have been established for upcoming future organization.
This is a preview of subscription content, log in via an institution to check access.
Literatur
Albrecht, A. (2016c). Leadership 4.0. In H. H. Jung & P. Kraft (Hrsg.), Digital vernetzt (S. 19–34). München: Hanser.
Albrecht, A. (2016b). Leadership im Change: Neue Kompetenzen für Führungskräfte gefordert. HR Performance, 2016(4), 100–104.
Albrecht, A. (2016a). Virtuelles Führen als kritischer Erfolgsfaktor in der neuen Arbeitswelt. PERSONALquarterly, 01/16, 17–22.
Albrecht, A. (2014). Wunsch und Wirklichkeit der Generation Y. Unternehmeredition Personal, 5(2014), 40–41.
Albrecht, A., & Albrecht, E. (2012). Was Führung in virtuellen Strukturen von klassischer Teamarbeit unterscheidet. Leadership. Personalführung, 6/2012, 44–50.
Albrecht, E. (2007). Das fiktive Klassentreffen. In C. Rauen (Hrsg.), Coaching Tools II (S. 194–197). Bonn: managerseminare Verlags GmbH.
Beauregard, T. A., & Henry, L. C. (2009). Making the link between work-life balance practices and organizational performance. Human Resource Management Review, 19, 9–22.
Braun, W., Spath, D., & Weisbecker, A. (2017). Das disruptive Unternehmen. In W. Braun (Hrsg.), Das disruptive Unternehmen (Bd. 2017, S. 2–11). Stuttgart: Fraunhofer Gesellschaft, Zukunftsforum.
Cartwright, S., & Cooper, C. L. (1993). The role of culture compatibility in successful organisational marriage. Academy of Management Executive, 7(2), 57–70.
Cegarra-Leiva, D., Sanchez-Vidal, M. E., & Cegarra-Navarro, J. G. (2012). Understanding the link between work life balance practices and organisational outcomes in SMEs: the mediating effect of a supportive culture. Personnel Review, 41(3), 359–379.
Cooper, C. L. (1998). Theories of organizational stress. Oxford: Oxford University Press.
Eckenrode, J., & Gore, S. (Hrsg.). (1990). Stress between work and family. New York: Plenum.
Fealy, L., & Compare, D. (2003). When worlds collide: culture clash. Journal of Business Strategy, 24(4), 9–13.
Galbraith, J. R. (2009). Multidimensional, multinational organizations of the future. In F. Hesselbein & M. Goldsmith (Hrsg.), The Organization of the future (S. 174–187). San Francisco: Jossey-Bass.
Galea, C., Houkes, I., & De Rijk, A. (2014). An insider’s point of view: how a system of flexible working hours helps employees to strike a proper balance between work and personal life. The International Journal of Human Resource Management, 25(8), 1090–1111.
Ghemawat, P. (2001). Distance still matters – The hard reality of global expansion. Harvard Business Review, 79, 137–147.
Gilbert, C. (2003). The Disruption Opportunity. MIT Sloan Management Review, 44(4), 27–32.
Goffee, R., & Jones, G. (1996). What holds the modern company together? Harvard Business Review, 133–148.
Grant, C., Wallace, L., & Spurgeon, P. (2013). An exploration of the psychological factors affecting remote e‐worker’s job effectiveness, well‐being and work‐life balance. Employee Relations, 35(5), 527–546.
Hall, R. (1996). Organizations: structures, processes, and outcomes. Englewood Cliffs: Prentice-Hall.
Heskett, J. L., Jones, T. O., Loverman, G. W., Sasser Jr., W. E., & Schlesinger, L. A. (1994). Putting the service-profit chain to work. Harvard Business Review, 164–174.
Heskett, J. L., Sasser, W. E. Jr., & Schlesinger, L. A. (2003). The value profit chain: treat employees like customers and customers like employees. New York: Free Press.
Herzberg, F. (1968). Work and the nature of man. London: Staple Press.
Jung, H. H., & Kraft, P. (2016). Digital vernetzt. München: Hanser.
Kossek, E. E., Thompson, R. J., & Lautsch, B. A. (2015). Balanced workplace flexibility: avoiding the traps. California Management Review, 57(4), 5–25.
Lawler, E. E. III, & Worley, C. G. (2009). Designing organizations that are built to change. In F. Hesselbein & M. Goldsmith (Hrsg.), The organization of the future (S. 188–202). San Francisco: Jossey-Bass.
Lewis, R. D. (2012). When teams collide: managing the international team successfully. Boston: Nicholas Brealey Publishing.
McKinley, W., & Scherer, A. G. (2000). Some unanticipated consequences of organizational restructuring. Academy of Management Review, 25(4), 735–752.
Oliver, A., & Cole, R. J. (2014). The changing nature of workplace culture. Facilities, 32(13/14), 786–800.
Payne, R. (1980). Organizational stress and social support. In C. L. Cooper & R. Payne (Hrsg.), Current concerns in occupational stress. Hoboken: John Wiley & Sons.
Rahrami, H. (1992). The emerging flexible organization: perspectives from Silicon Valley. California Management Review, 34(4), 33–52.
Singh, J. V., House, R. J., & Tucker, D. J. (1986). Organizational change and organizational mortality. Administrative Science Quarterly, 31(4), 587–611.
Riley, A. W., & Zaccaro, S. J. (1987). Occupational stress and occupational effectiveness. New York: Praeger.
Schein, E. H. (1984). Coming to a new awareness of organizational culture. Sloan Management Review, 26, 3–16.
Shamir, B., & Salomon, I. (1985). Work-at-home and the quality of working life. Academy of Management Review, 10(3), 455–464.
Tideman, S. G., Arts, M. C., & Zandee, D. P. (2013). Sustainable leadership. Towards a workable definition. Journal of Corporate Citizenship, 49, 17–33.
Vroom, V. H. (1964). Work and motivation. Hoboken: John Wiley & Sons.
Wagner, G. (2017). Digital Leadership – die Führungskraft im Zeitalter von Industrie 4.0. In V. P. Andelfinger & T. Hänisch (Hrsg.), Industrie 4.0 (S. 165–173).
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Albrecht, A. Disruptive Organisation. Gr Interakt Org 48, 185–192 (2017). https://doi.org/10.1007/s11612-017-0380-8
Published:
Issue Date:
DOI: https://doi.org/10.1007/s11612-017-0380-8
Schlüsselwörter
- Agiles Arbeiten
- Disruptive Organisation
- Holokratie
- Innovative Organisation
- Mega-Trends
- Organisationsdynamik
- Organisationsstruktur
- Organizational Dissolution
- Scrum
- Self Disruptive Organisation
- Trans-Generation
- Virtuelle Organisation
- Work-Life Balance