- M.C. Annosi (6)
- Paolo Boccardelli (2)
- Federica Brunetta (11)
- Maria Carmela Annosi (6)
- Nicolai Foss (1)
- Luca Giustiniano (1)
- J. Hemphala (1)
- Mats Magnusson (4)
- M. Magnusson (1)
- Lucia Marchegiani (1)
- A. Martini (1)
- Antonella Martini (1)
- Alberto Monti (1)
- Francesco Nat (1)
Is the trend your friend? An analysis of technology 4.0 investment decisions in agricultural SMEs
Annosi, Maria Carmela ; Brunetta, Federica ; Monti, Alberto ; Nat, Francesco - \ 2019
Computers in Industry 109 (2019). - ISSN 0166-3615 - p. 59 - 71.
4.0 technologies adoption - Agri-food - Managerial capabilities - Managerial cognition - Managerial perception - Smart agriculture - SMEs
Smart Agriculture and 4.0 Technologies have brought several benefits to agricultural small and medium enterprises (SMEs). Nonetheless, the penetration of such digital technologies is still poor and slow. This study addresses the issue and provides some insights on the reasons related to the still limited adoption of 4.0 technologies within agricultural SMEs. Authors do not simply focus on the adoption per se, but rather devote attention to the SMEs owners/managers' subjective perception of the opportunity behind the technology adoption, and of the incentives or constraints given by the external environment as well as the organizational capabilities as embedded in the owners/managers’ skills and organizational routines. Authors analyze data collected by surveying 96 Italian agricultural SMEs owners/managers, and empirically confirm the relevance of managerial capabilities, managerial cognition, and managerial perception of the external environment for the adoption of 4.0 technologies in agricultural SMEs. The results of this research support the conclusion that organizational capabilities related to the search for evidence-based knowledge by the SME's decision-maker are crucial for the technology's adoption. In addition, we show the statistical significance of the managerial perception of technological usefulness and of the availability of a supporting business environment either in the form of professional services or institutional support, on the technology's adoption. The article ends by discussing the results and highlighting relevant managerial implications.
Resolving the dilemma between team autonomy and control in a post-bureaucratic era: Evidences from a telco multinational company
Annosi, M.C. ; Brunetta, Federica - \ 2018
Organizational Dynamics 47 (2018)4. - ISSN 0090-2616 - p. 250 - 258.
Learning in an agile setting : A multilevel research study on the evolution of organizational routines
Annosi, Maria Carmela ; Martini, Antonella ; Brunetta, Federica ; Marchegiani, Lucia - \ 2018
Journal of Business Research (2018). - ISSN 0148-2963
Agile - Knowledge - Multiple case studies - Organizational learning - Routine evolution - Self-managing team
Recognizing a serious lack of research on routinized individual actions and organizational adaptation in the stability-change paradox, we intend to provide an in-depth explanation of the way in which agile methods affect organizational learning in self-managed, team-based organizations, taking a multi-level evolutionary approach. We explore learning in agile organizations by breaking the analysis of organizational routines down into different levels – individual, team and organization – and describing the process of variation, selection and retention of routines at each level. Leveraging on multiple case studies, we discuss how team members learn and gain knowledge, from both direct and indirect experience, and analyze how teams develop conceptual frameworks and interpret those experiences. Finally, we discuss how organizational memory develops and how teams in agile organizations adapt simultaneously within an ecological structure that also comprises the changing environment. Our findings reveal substantial flaws in the capacity of agile methods to foster organizational learning.
Learning and innovation in hybrid organizations : Strategic and organizational insights
Boccardelli, Paolo ; Annosi, Maria Carmela ; Brunetta, Federica ; Magnusson, Mats - \ 2018
Springer - ISBN 9783319624662 - 303 p.
Bricolage - Collaboration - Emergence - Exchange - Experimentation - Networks - Organizational change - Organizational forms - Technological management
Reflecting the emergence of new organizational forms and hybrid organizations, this edited collection explores the processes of exchange, collaboration and technological management that have changed organizational structures. By investigating the impact that inter-organizational collaboration can have on the production and implementation of ideas within new firms, this study contributes to the growing field of innovation and responds to the need for a greater understanding of renewed processes. The authors argue that collaborations need to go beyond existing practices to create emerging paths such as bricolage, experimentation, effectuation and learning. Drawing together a diverse body of literature on the internal dynamics that drive organizational change, Learning and Innovation in Hybrid Organizations presents multiple perspectives on combining organizational flexibility with learning and innovation, and provides implications for future practice.
The emergence of new organization designs. Evidences from self-managed team-based organizations
Annosi, Maria Carmela ; Giustiniano, Luca ; Brunetta, Federica ; Magnusson, Mats - \ 2018
In: Learning and Innovation in Hybrid Organizations / Boccardelli, P., Annosi, M.C., Brunetta, F., Magnusson, M., Palgrave Macmillan - ISBN 9783319624662 - p. 255 - 268.
New organization designs emerge continuously in highly dynamic innovation context to improve readiness to change. The adoption of self-managing teams operating cross-functionally on a bulk of products, together with the reduction of vertical layers in the organization, seems to be a common strategy for many organizations aiming to achieve higher level of efficacy and shorter lead times. Authors explore the extent to which new micro-and meso-level organizational forms contribute to the achievement of organizational efficiency, and produce secondary effects on long-term innovation goals.
Investigating the impact of agile control mechanisms on learning in scrum teams
Annosi, M.C. ; Magnusson, M. ; Martini, A. - \ 2018
In: Learning and Innovation in hybrid organizations / Boccardelli, P., Annosti, M.C., Brunetta, F., Magnusson, M., Springer - ISBN 9783319624679 - p. 213 - 229.
This chapter aims to explore Management Control Systems (MCS) resulting from the implementation of agile development methods, relying on an established MCS taxonomy. An abductive approach was adopted, considering the shortage of research evaluating the post-adoption effects of agile methods. Four organizations from an international telecommunication firm that implemented agile methods were involved, and 44 individual semi-structured interviews were performed. In addition, 121 free comments from a global survey to the same organizations were used as secondary data. The paper indicates how Scrum, a widespread agile method, implicitly brings multiple enforcing levers of control to a team’s self-regulatory learning processes.
Strategic and organizational Insights into learning and innovation in hybrids and "new" organizations
Annosi, M.C. ; Brunetta, Federica - \ 2018
In: Learning and innovation in hybrid organizations / Boccardelli, P., Annosi, M.C., Brunetta, F., Magnusson, M., Springer - ISBN 9783319624662 - p. 1 - 10.
The aim of this chapter is to introduce the reader to the concepts of hybrid and new organizations. Its intent is also to make clear the type of contribution the book is intended to bring to the literature on hybrid organizations. The structure of the book and how to navigate it, together with a short summary of contributions, are presented.
Lesson Learned, Implications, and Summary of the Main Findings
Brunetta, Federica ; Annosi, M.C. ; Magnusson, Mats ; Boccardelli, Paolo - \ 2018
In: Learning and innovation in hybrid organizations / Boccardelli, P., Annosi, M.C., Brunetta, F., Magnusson, M., Springer - ISBN 9783319624662 - p. 289 - 299.
In the closing chapter, editors synthesize elements theorized across the volume and suggest further avenues for research both for theory and empirics based on the proposal arising from the contributors and form their own reading of each chapter.
Investigating the impact of agile methods on learning and innovation
Annosi, M.C. ; Brunetta, Federica ; Hemphala, J. - \ 2018
In: Learning and innovation in hybrid organizations / Boccardelli, P., Annosi, M.C., Brunetta, F., Magnusson, M., Springer - ISBN 9783319624679 - p. 73 - 97.
In a turbulent environment, increased flexibility and efficiency are essential for most firms to survive. Many organizations have responded to the need for greater efficiency and productivity by building more Agile structures and shifting to the implementation of Agile software (SW) methodologies. Although the adoption of Agile methodologies is becoming widespread, robust empirical evidence on their effectiveness is lacking as is evidence of the improvements brought by Agile compared to other methods. This chapter provides empirical evidence on the impact of Agile on organizational product and process innovation and learning. Authors investigate the following research question: How does use of Agile methods impact on product and process related innovation and learning in teams? While the relationship between the investment in knowledge and innovation output has been studied extensively, little work focuses on the role of Agile in growing the organization’s knowledge base through team learning. The data collected include traditional R&D innovation indicators and also in-depth measures of organizational performance and overall team outcomes, which allow us to study not only the extent to which Agile impacts on the firm’s innovation and learning performance but also the dynamic team learning process.
|Regulating self-managing teams– Challenges in a post-bureaucratic era
Annosi, M.C. ; Brunetta, Federica - \ 2017
Management of Innovation and Technology (2017)3. - ISSN 2001-208X - p. 5 - 6.
New organizational forms, controls, and institutions : Understanding the tensions in 'post-bureaucratic' organizations
Annosi, Maria Carmela ; Brunetta, Federica - \ 2017
Palgrave Macmillan - ISBN 9783319547497 - 212 p.
This book highlights the growing number of 'post-bureaucratic' firms that are abandoning hierarchical organizational forms in favor of self-managing teams. Addressing the need to outperform, these new organization types foresee the benefits of an organic structure with new and more indirect forms of control, and aim to coordinate the activities of highly-skilled workers without relying on a bureaucratic superstructure. The chapters explore the tensions that exist between external and internal institutional forces. As new forms of control strategies emerge, mostly value-based, this book accounts for the cognitive categories, conventions, rules and logic that should be integrated and combined with traditional forms of managerial controls in order to enable co-existence with established bureaucratic frameworks. This book will be of interest to academics in the fields of organizational behavior and innovation management, and also practitioners and managers aiming to shift from a traditional hierarchical structure to post-bureaucratic forms.
The Interaction of Control Systems and Stakeholder Networks in Shaping the Identities of Self-Managed Teams
Annosi, Maria Carmela ; Foss, Nicolai ; Brunetta, Federica ; Magnusson, Mats - \ 2017
Organization Studies 38 (2017)5. - ISSN 0170-8406 - p. 619 - 645.
managerial control - organizational control - organizational identity - team identity
Team identity has received little research attention even though an increasing number of firms are moving to team-based organizations and there is evidence that teams form identities. We explore the extent to which team identity can be institutionalized as a central organizing principle of team-based firms. We argue that managerial and stakeholder interventions shape the self-construction of team identity as well as the team’s commitment to specific work objectives. We also suggest that team identity becomes isomorphic to organizational identity because of pressures related to: (1) the presence of a dense network of managers and stakeholders, which orients teams towards a focus on certain aspects of the higher-order identity; (2) the use of team routines and regular feedback loops, which force alignment with the organizational identity; and (3) the use of coordinating roles aimed at promoting, ratifying and reinforcing the convergence of identity within the team. We analyse multiple cases from a major multinational corporation in the telecommunications industry, which we examine through the lens of a multi-level model of controls involving the micro, meso and macro organizational levels. We expand and refine the model in the process.