THE ORGANIZATION OF ORGANIZATIONS

Toward a Component-Based Design Framework of the International Information Technology Standardization Process

This article is about a proposal to develop a component-based design (CBD) framework of the international information technology standardization (IITS) process. This process is criticized widely in information systems (IS) literatures for its complexity as a barrier to successful project development. These criticisms have not challenged this process itself or accede to proactive action toward positive changes. We stress the importance of reconstructing this process within a CBD framework, not only to reduce sources of complexity but also to give special prominence of project development. Primarily, our qualitative empirical case study of five projects is grounded in the organization information processing theory (OIPT) as a lens. Theorizing from the qualitative empirical evidence we define the IITS process, followed by its inductive analysis guided by OIPT as a lens through three levels: its environment, content and performance. Through this lens we articulate assumptions about IITS process complexity. From rich descriptions of this process, we combine selected dimensions of CBD and OIPT as a lens to develop the theoretical depth of concepts that add detail to our CBD framework. One implication for practice of this framework is for provisioning incisive IITS process change strategies drawing upon its dominating qualities. This article makes three contributions to the IS field: this CBD framework is a key contribution. We bridge the gap in knowledge by defining the IITS process, explicating its complexity toward proactive action. By using OIPT as a lens we extend its application.

The Dynamic Organic Transformational (D.O.T.) team model for high‐performance knowledge‐worker teams

Purpose

This paper aims to explain the dynamics of the five dimensional Dynamic Organic Transformational (D.O.T.) Team Model for knowledge‐workers to use in achieving high performance.

Design/methodology/approach

The D.O.T. Team Model is a dynamic team model developed to integrate and expand key concepts from open systems – contingency and dynamic congruence, transformational leadership, and learning organizations. The five dimensions of the D.O.T. Team Model consist of purpose, people, partnerships, process, and performance. The D.O.T. Team Model is most applicable where subjective measures are used for high performing teams. This model transcends the existing team performance theory and provides a basis for future researchers to build onto the continuing evolutionary changes in team performance.

Findings

The D.O.T. Team Model is a comprehensive and holistic approach for knowledge‐workers to achieve high performance. This model is grounded in theory and by applying the five dimensions (purpose, people, partnerships, process, and performance) this model enables optimum fit with a high‐performance team's organization and environments – allowing knowledge‐worker members to effectively respond to dynamic changes and enhance its team and organizational performance.

Practical implications

The article is particularly relevant to practicing knowledge‐worker leaders and team members that operate in a dynamic environment requiring a high‐performance team that can rapidly adapt and respond to change. The D.O.T. Team Model creates an understanding of the organizational and environmental dynamics necessary to achieve a high‐performance team capable of operating in this dynamic environment.

Originality/value

Practitioners will find the information in the article extremely useful in helping to understand how the D.O.T. Team Model can assist them in creating the proper fit with a high‐performance team's organization and environment. The significance of the D.O.T. Team Model was demonstrated by two highly‐recognized teams from both the public and private sectors whose performance philosophy mirrors the dimensions of the D.O.T. Team Model.