Sentence examples for organisational dynamics from inspiring English sources

Another possibility is enabling them to become leaders in social organisations, in the sense of looking into themselves, and understanding organisational dynamics in a way that goes beyond the method-focused way of the past.

Our article shows the necessity to focus on the organisational dynamics and its consequences for the business models of incumbents.

Only later did the original STS influence on management systems and organisational dynamics come to be applied to safety management.

ICPs within the PIP subgroup increased in control-based collaboration processes (organisational dynamics and process management) and had the highest effectiveness rates at the professional level.

Alliance literature also suggests that formal governance mechanisms, defined as organisational dynamics, are also essential to developing trust and commitment within a partnership [ 16, 33- 36].

Existing literature also suggests that both trust-based (relationship dynamics) and control-based (organisational dynamics) governance mechanisms play a crucial role in partnership development [ 34, 35].

Perspective of organizational dynamics.

Following collaboration theory reasoning, the empirical findings support the notion that collaboration may contribute to inter-organisational dynamics by strengthening knowledge absorption capacity, structuring solutions, and motivating activity around a commonly defined problem or goal such as cleaner production.

In practice, accountability has been characterised as a 'political theatre' where institutional structures, power asymmetries and inter-organisational dynamics combine to ensure that "no single form of accountability dominates" [ 9].

But while donors are certainly the most powerful set of actors, the 'political theatre' and inter-organisational dynamics across the finance, programme and governance subfields ensures this is more than a simple Principal-Agent system of control and compliance.

Prior researchers have largely not focused on how management factors, interdepartmental dynamics, and organisational systems impact on MO and CSR simultaneously (Aguinis and Glavas 2012).