IDEAS home Printed from https://ideas.repec.org/a/osi/journl/v10y2014p48-59.html
   My bibliography  Save this article

Process Management Models And Fusion Organization Culture

Author

Listed:
  • Duro Horvat

    (College for Finance and Law “Effectus”, Republic of Croatia)

  • Marinko KovaCiC

    (Croatian Chamber of Economy, Republic of Croatia)

  • Ljiljana Kristijan Ivanek

    (Lekcio Ltd.,Republic of Croatia)

Abstract

Radical new technologies like the Internet technology and multimedia, telecommunication technology, nanotechnology and new material technology form completely new economic reality in an evolutional way. Existing organizational structures, mainly in creative industry segment and high technologies, are not in the position of achieving maximal result. It is due to the strong traditional resource in fluence and classical managerial concepts. Finding out suitable organizational forms for acting in contemporary conditions is one of the biggest challenges of contemporary economy. Because of everything mentioned above, our team presents new organizational form called fusion organization. This organizational form is suitable for acting within creative industry and high technologies and for all the activities based on innovation and knowledge. Fusion organization enables maximally rational usage of alpha employees’ creative potentials as well as other resources like data base and informal network. Our research is based on relevant empirical research results presented in the literature, corporative practice, theoretical models comparison and categorial ideas synthesis. That theoretical effort resulted in new organizational structure formulation and new approach to human resources. In the process, we point out the importance of finding out, engaging and suitable managing of extra talented individuals. While doing so, suitable organizational structure should be articulated. The importance of hyper trust stands out and it is necessary to ensure the transparency of all the business processes. Gradual articulation of new economy demands the establishment of new organizational forms. A new structural form called fusion organization is suggested by our team. Also, essential elements of managerial model suitable for managing new organizational form mentioned above are pointed out. Polycentric power system, hyper trust, alpha and beta employees and hybrid model of managing intellectual property, knowledge in particular, are characteristic for this organizational model. It is also necessary to make all the processes and sub-processes and extremely important essential activities transparent and networked, integrating them within local, regional and global surrounding. In brief, development and the importance of managing processes will be analysed. The findings confirm that the fusion organizations are appropriate forms of action in the field of high technology and the creative industries. To prove the hypothesis scientific methods of analysis and synthesis, induction and deduction, and the comparative method were applied.

Suggested Citation

  • Duro Horvat & Marinko KovaCiC & Ljiljana Kristijan Ivanek, 2014. "Process Management Models And Fusion Organization Culture," Interdisciplinary Management Research, Josip Juraj Strossmayer University of Osijek, Faculty of Economics, Croatia, vol. 10, pages 48-59.
  • Handle: RePEc:osi:journl:v:10:y:2014:p:48-59
    as

    Download full text from publisher

    File URL: http://www.efos.hr/repec/osi/journl/PDF/InterdisciplinaryManagementResearchX/IMR10a04
    Download Restriction: no
    ---><---

    References listed on IDEAS

    as
    1. Spulber,Daniel F., 2007. "Global Competitive Strategy," Cambridge Books, Cambridge University Press, number 9780521880817.
    2. Spulber,Daniel F., 2011. "Global Competitive Strategy," Cambridge Books, Cambridge University Press, number 9780521367981.
    Full references (including those not matched with items on IDEAS)

    Most related items

    These are the items that most often cite the same works as this one and are cited by the same works as this one.
    1. Miren Lafourcade & Jacques-François Thisse, 2011. "New Economic Geography: The Role of Transport Costs," Chapters, in: André de Palma & Robin Lindsey & Emile Quinet & Roger Vickerman (ed.), A Handbook of Transport Economics, chapter 4, Edward Elgar Publishing.
    2. Nina Stepnicka, 2011. "The process of integration of traditional companies and Internet companies in the context of offshoring and outsourcing activities in Poland, and worldwide," Ekonomia i Prawo, Uniwersytet Mikolaja Kopernika, vol. 7(1), pages 223-236, December.
    3. Matthew J. Holian, 2011. "Using Drew Carey in the Classroom," Journal of Private Enterprise, The Association of Private Enterprise Education, vol. 26(Spring 20), pages 161-167.
    4. Jonathan Matusitz & Elizabeth Minei, 2011. "Cultural Adaptation of an MNC in Mexico: A Success Story," Transition Studies Review, Springer;Central Eastern European University Network (CEEUN), vol. 18(2), pages 418-429, December.
    5. Yamada, Akihiro & Sakurai, Yuuta & Ishida, Ryo, 2020. "Influence of geographic distribution on real activities manipulation within consolidated companies: Evidence from Japan," Research in International Business and Finance, Elsevier, vol. 54(C).
    6. Oyama, Daisuke, 2009. "Agglomeration under forward-looking expectations: Potentials and global stability," Regional Science and Urban Economics, Elsevier, vol. 39(6), pages 696-713, November.
    7. Joe Tharakan & Jacques-François Thisse, 2011. "Market Integration: Trade versus Economic Geography," Chapters, in: Miroslav N. Jovanović (ed.), International Handbook on the Economics of Integration, Volume II, chapter 6, Edward Elgar Publishing.
    8. Gary Dymski, 2016. "Reclaiming the analysis of market power and competition in crisis-prone capitalism: Reflections on The Great Leveler," Environment and Planning A, , vol. 48(12), pages 2532-2537, December.
    9. Candau, Fabien & Regnacq, Charles & Schlick, Julie, 2022. "Climate change, comparative advantage and the water capability to produce agricultural goods," World Development, Elsevier, vol. 158(C).
    10. Fabien Candau & Serge Rey, 2014. "International Trade in Outermost Europe: A Comparative Analysis of Mayotte Island and French Overseas Departments," European Journal of Comparative Economics, Cattaneo University (LIUC), vol. 11(1), pages 123-146, June.
    11. Holian Matthew J., 2011. "Understanding the M-form Hypothesis," Journal of Industrial Organization Education, De Gruyter, vol. 5(1), pages 1-10, March.
    12. Miren Lafourcade & Jacques-François Thisse, 2008. "New economic geography: A guide to transport analysis," Working Papers halshs-00586878, HAL.
    13. Smělíková, Edita, 2010. "New challenge for competitiveness of an agro-food company: to gain global competitive advantage," Problems of World Agriculture / Problemy Rolnictwa Światowego, Warsaw University of Life Sciences, vol. 10(25), pages 1-7, September.
    14. Francesco Di Comite & dArtis Kancs, 2014. "Modelling of Agglomeration and Dispersion in RHOMOLO," JRC Research Reports JRC81349, Joint Research Centre.
    15. Francesco Di Comite & d'Artis Kancs & Patrizio Lecca, 2018. "Modeling agglomeration and dispersion in space: The role of labor migration, capital mobility and vertical linkages," Review of International Economics, Wiley Blackwell, vol. 26(3), pages 555-577, August.
    16. Fabien Candau & Charles Regnacq & Julie Schlick, 2022. "Climate Change, Comparative Advantage and the Water Capability to Produce Agricultural Goods," Working Papers hal-03671521, HAL.
    17. Halil Simdi & Hakan Tunahan, 2016. "The Power Of Trade Costs Over International Trade: Causality Analysis In Frequency Domain For Turkey," Journal Articles, Center For Economic Analyses, pages 41-50, December.

    More about this item

    Keywords

    alpha employee; change; culture; extreme core activities; hyper trust; holism; process;
    All these keywords.

    JEL classification:

    • L22 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Organization and Market Structure

    Statistics

    Access and download statistics

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:osi:journl:v:10:y:2014:p:48-59. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    If CitEc recognized a bibliographic reference but did not link an item in RePEc to it, you can help with this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Hrvoje Serdarusic, PhD (email available below). General contact details of provider: https://edirc.repec.org/data/efosihr.html .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.