Authors
Mihnenko P.
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Degree
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PhD (Technical Sciences), Associate Professor, Department of General and Strategic Management Moscow University of Finance and Industry «Synergy» |
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E-mail
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pmihnenko@synergy.ru |
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Location
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Moscow |
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Articles
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Company lifecycle stages: institutional change as a factor contributing to the company competitive potential changeA business' competitiveness level is determined by the business' competitive potential, and the factors that contribute to the changes in the potential include not only the industrial capacity, product range and quality but also the business management system characteristics. The article author examines the businesses' competitiveness level changes. He sees a company management system change as a factor that influences the businesses' competitive potential change. He also examines what role the fitness-for-purpose principle plays on difference business lifecycle stages. The article author makes a conclusion that the modern business' institutional change is largely stochastic and uncertain as far as the information delivery is concerned. The author states that the mathematical component of the system theory should be used in order to thoroughly examine the phenomena. The concept of uneven distribution of structures described by the system theory helps describe the lifecycle change process using the terms and definitions used in the probability theory.
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The procedure for the analysis of organizational configurationsCorrect interrelationship between organizational structure and operating conditions is important
competitiveness aspect of modern organizations. Equally important is the ability to implement
effective organizational change. The article investigates the procedure for the analysis of organizational
configurations. The basis of this procedure is investigation of the actual and perspective
coordination profiles of the organization. The object of study is static and dynamic state of organizational
configuration. The specific subject of the research is the dynamic of the «coordination
profile», as a totality of the basic coordination mechanisms (by H. Mintzberg). The hypothesis of
the study is that the characteristics of the coordination profile can influence the nature of organizational
relationships and the efficiency of the organizational structure in certain conditions. One of
the objectives of the article is to test the validity of the assumption about the dominance of «standardization
of skills» in the coordination profile of the professional organization — University. The
article includes: a) the analysis of the actual coordination profile and characteristics of the current
organizational configuration; b) the analysis of the prospective transformation of the coordination
profile of the organization.
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Coordination-cultural profile: The concept of analysis of organizationsThe article discusses the approach to the integrated analysis of structural and cultural aspects of
organizations. The research demonstrates the new diagnostic tool — the matrix-multiplier coordinating-
cultural profile of organization (CCP). The CCP models’ typology allows revealing influence
of the interdependence on the coordinating and cultural profiles to the organization’s activities.
The article contains the results of the real organizations’ comparative analysis.
The following tasks were set: 1) identification of the peculiarities of the relationship between the
structural and cultural aspects of the organizational configuration; 2) development of a methodology
for analyzing the coordination and cultural profile based on the matrix of logical conjunctions of
two arguments: the share of the coordination mechanism and the share of the type of culture in the
relevant profiles of the organization; 3) substantiation of ideal models of coordination-cultural profile
on the basis of an analysis of the combination of explicitness / implicitness of the organizational
configuration and culture; 4) obtaining the results of a comparative analysis of the features of the
coordination and cultural profile of seventeen Russian small business enterprises.
It is shown that the mutual influence of the organizational culture and the coordination profile generates
their structural and cultural complementarity.
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