Architektura organizacyjna z perspektywy partnerstwa publiczno-społecznego

• Autorzy: Aldona Frączkiewicz-Wronka , Mariusz Bratnicki

Warianty tytułu

Organizational Architecture - Public-Social Partnership Perspective

• Języki publikacji: PL

Abstrakty

Poszukując efektywnych metod dostarczania owych usług zarządzający tworzą nieznane dotychczas w sektorze nonprofit rozwiązania organizacyjne. Nową formą świadczenia usług społecznych są między innymi partnerstwa publiczno-społeczne czyli działania podejmowane we współpracy między organizacjami sektora publicznego i społecznego. Celem przedstawianego opracowania jest scharakteryzowanie architektury współpracy jako konstruktu pojęciowego przydatnego do opisywania funkcjonowania podejmowanej w ramach partnerstwa publiczno-społecznego współpracy wielopodmiotowej. Stawiamy tezę, że jeśli potraktujemy partnerstwo publicznospołeczne jako meta-organizację - bowiem wchodzące w jego skład organizacje same w sobie są autonomiczne prawnie i nie powiązane stosunkiem pracy, ale działają w ramach jednego projektu organizacyjnego - uprawnionym jest traktowanie powstałej struktury jako jednostkowej organizacji. Konstrukt ten jest rozwinięciem, dotychczas funkcjonującego w odniesieniu do jednostkowej organizacji, pojęcia architektury organizacyjnej. (abstrakt oryginalny)

EN

In the search for effective ways of delivering social services, managers create organizational solutions hitherto unknown in the nonprofit sector. One of the new forms of providing social services are public-social partnerships, understood as activities undertaken in a collaboration between organizations operating both in public and social sector. This paper attempts to characterize the architecture of cooperation as a conceptual construct enabling to describe multi-stakeholder cooperation undertaken in the framework of public-social partnership. We advance the thesis that if we treat public-social partnership as a meta-organization, since organizations it consists of are legally autonomous and not tied up in employment relationship but operate in a single organizational project, it will be entitled to look into ensuing structure as a unitary organization. This construct is a development of the concept of organizational architecture, so far used in regard to individual organizations. (original abstract)

Słowa kluczowe

PL

Partnerstwo publiczno-prywatne (PPP); Usługi społeczne niematerialne; Organizacje non-profit; Zarządzanie organizacją non-profit; Badania empiryczne; Wyniki badań; Przegląd literatury

EN

Public-Private Partnerships (PPP); Non-material social services; Non-profit organisations; Management of non-profit organization; Empirical researches; Research results; Literature review

• Czasopismo: Prace Naukowe Wałbrzyskiej Wyższej Szkoły Zarządzania i Przedsiębiorczości
• Rocznik: 2013
• Tom: 22 (2) Zarządzanie strategiczne : Quo vadis?
• Strony: 343--381

Twórcy

autor

Aldona Frączkiewicz-Wronka

• Uniwersytet Ekonomiczny w Katowicach

autor

Mariusz Bratnicki

• Uniwersytet Ekonomiczny w Katowicach

Bibliografia

• [1] Adler P.S., 2001: Market, hierarchy, and trust: the knowledge economy and the future of capitalism, "Organization Science", Vol. 12, No. 2, s. 215-234.
• [2] Agranoff R., 2006: Inside Collaborative Networks: Ten Lessons for Public Managers, "Public Administration Review", December, Vol. 66, Issue Supplement s1, s. 56-65.
• [3] Agranoff R., McGuire M., 2003: Inside the Matrix: Integrating the Paradigms of Intergovernmental and Network Management, "International Journal of Public Administration", Nr 26(12), s. 1401-1422.
• [4] Alchian A.A., Demsetz H., 1972: Production, information costs, and economic organization, "American Economic Review", Vol. 62, No. 5, s. 777 -795.
• [5] Aldrich H.E., Ruef M., 2006: Organizations Evolving, 2nd ed., SAGE Publishers, Thousand Oaks, CA.
• [6] Alexander C., 1964: Notes on the Synthesis of Form, Harvard University Press, Cambridge, MA.
• [7] Allen T., Cohen S., 1969: Information flow in R&D labs, "Administrative Science Quarterly", No. 14, s. 12-19.
• [8] Ashby W.R., 1956: Introduction to Cybernetics, Chapman & Hall, London, U.K.
• [9] Audit Commission, 1998: A Fruitful Partnership: Effective Partnership Working, Audit Commission, London.
• [10] Avermaete T., 2005: Another Modern: The Postwar Architecture and Urbanism of Candilis-Josic-Woods, NAi Publishers, Rotterdam, The Netherlands.
• [11] Axelord R., 1984: The Evolution of Cooperation, Princeton University Press, Princeton, NJ.
• [12] Axelord R., 1997: The Complexity of Cooperation: Agent-Based Models of Competition and Collaboration, Princeton University Press, Princeton, NJ.
• [13] Baldwin C., von Hippel E., 2011: Modeling a paradigm shift: from producer innovation to user and open collaborative innovation, "Organization Science", Vol. 22, No. 6, s. 1399-1417.
• [14] Balloch S., Taylor M. (eds.), 2001: Partnership Working Policy and Practice, Policy Press, Bristol.
• [15] Bardach E., 1998: Getting Agencies to Work Together. The Practice and Theory of Managerial Craftsmanship, Brookings Institution Press, Washington DC.
• [16] Barnard C.I.,1938: The Functions of the Executive, Harvard University Press, Cambridge, MA.
• [17] Barney J.B., Hansen M.H., 1994: Trustworthiness as a source of competitive advantage, "Strategic Management Journal", Vol. 15, No. 8, s. 175-190.
• [18] Bartlett C.A., Ghoshal S., 1989: Managing Across Borders: The Transnational Solution, Harvard Business School Press, Boston, MA.
• [19] Benkler Y., 2002: Coase's penguin, or, Linux and the nature of the firm, "Yale Law Journal", Vol. 112, No. 3, s. 369-446.
• [20] Bigwood S., Lucy J., 2001: Stories in the making, "Health Service Journal", Nr 111.
• [21] Blau P.M., 1964: Exchange and Power in Social life, Wiley, New York.
• [22] Bratnicki M., 2001: Dylematy i pułapki współczesnego zarządzania, Komisja Nauk Organizacji i Zarządzania PAN, Wydawnictwo Gnome, Katowice.
• [23] Brown S.L., Eisenhardt K., 1997: The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations, "Administrative Science Quarterly", Vol. 42, No. 1, s. 1-34.
• [24] Bryson J.M., 2004: Strategic planning for public and nonprofit organizations, John Wiley & Sons, San Francisco.
• [25] Burns T., Stalker G.M., 1961: The Management of Innovation, Oxford University Press, Oxford, U.K.
• [26] Cameron R., 2008: Mixed methods in management research: Has the phoenix landed?, Proceedings of managing the pacific Century: 22nd annual Australian and New Zeland conference, Auckland.
• [27] Castells M., 1996: The Rise of the Network Society, BJackwell, Oxford, U.K.
• [28] Chandler A.D., 1962: Strategy and Structure: Chapters in the History of the Industrial Enterprise, MIT Press, Cambridge, MA.
• [29] Chesbrough H.W., 2003: Open Innovation: The New Imperative for Creating and Profiting from Technology, Harvard Business School Press, Boston, MA.
• [30] Child J., Faulkner D., 1998: Strategies of Cooperation: Managing Alliances, Networks and Joint Ventures, Oxford University Press, Oxford.
• [31] Clark C., 2002: The Step by Step Guide to Successful Partnership Working for Voluntary and Community Organisations, RAISE (Regional Actionand Involvement South East), Guildford, dostępne na stronie [http://www.raisenetworks. org/inform/docDisplayy.cfm?iDocID=165].
• [32] Coase R.H., 1937: The Nature of the Firm, "Economica", Vol. 4, No. 16, s. 386-405.
• [33] Crawford A., Peck E., 2002: Musings, mechanisms and models: exploring partnerships in health and social care, "Mental Health Review", Nr 7.
• [34] Creswell J.W., 2009: Research design - qualitative, quantitative and mixed methods approaches, Sage, UK.
• [35] Czakon W., 2005: Więzi rekurencyjne a więzi sieciowe przedsiębiorstwa, [w:] Pyka J. (red.): Nowoczesność przemysłu i usług. Współczesne koncepcje i metody zarządzania przedsiębiorstwami, TNOiK, Katowice.
• [36] Dahl O.-J., Nygaard K., 1966: SIMULA-an ALGOL- based simulation language, "Communications of the ACM" No. 9(9), s. 671-678.
• [37] Davis R., Smith R.G., 1983: Negotiations as a metaphor for distributed problem solving, "Artificial Intelligence", No. 20(1), s. 63-109.
• [38] Doz Y., Kosonen M., 2008: Fast Strategy: How strategic agility will help you stay ahead of the game, Pearson/Longman, New York.
• [39] Eccles R.G., Crane O.B., 1988: Doing Deals, Harvard Business School Press, Boston, MA.
• [40] Eisenhardt K.M., Schoonhoven C.B., 1996: Resource-based view of strategic alliance formation: strategic and social effects in entrepreneurial firms, "Organization Science", Vol. 7, No. 2, s. 136-150.
• [41] Elston J., Fulop N., 2002: Perceptions of partnership: a documentary analysis of health improvement programmes, "Public Health", Nr 116.
• [42] Ethiraj S.K., Levinthal D.A., 2004: Bounded rationality and the search for organizational architecture: an evolutionary perspective on the design of organizations and their evolvability, "Administrative Science Quarterly", Vol. 49, No. 3, s. 404-437.
• [43] Fjeldstad Q.D., Snow C.C., Miles R.E., Letti C. 2012: The Architecture of Collaboration, "Strategic Management Journal" vol. 33, nr 6, s. 734-750.
• [44] Frączkiewicz-Wronka A., 2009: Zarządzanie publiczne w teorii i praktyce ochrony zdrowia, Wydawnictwo Wolters Kluwer, Warszawa.
• [45] Frączkiewicz-Wronka A., 2012: Usługi społeczne realizowane w partnerstwie. Międzyorganizacyjne aspekty zarządzania, WSPTWP, Warszawa.
• [46] Galbraith Jr., 1973: Organization Design, Addison-Wesley, Reading, MA.
• [47] Galbraith J.R., 2001: Building organization around the global customer, "Ivey Business Journal", Vol. 66, No. 1, s. 17-24.
• [48] Galbraith Jr., 2010: The multidimensional and reconfigurable organization, "Organizational Dynamics", Vol. 39, No. 2, s. 115-125.
• [49] Glendinning C., 2002: Partnerships between health and social services: developing a framework for evaluation, "Policy and Politics", Nr 30.
• [50] Glendinning C., 2003: Breaking down barriers: integrating health and care services for older people in England, "Health Policy", Nr 65.
• [51] Gray B., 1989: Collaborating: Finding Common Ground for Multiparty Problems, Josey Bass, San Francisco.
• [52] Gray B., 2000: Assessing inter-organizational collaboration: multiple conceptions and multiple methods, [w:] Cooperative Strategy: Economic, Business and Organizational Issues, Faulkner D, deRond M (eds), Oxford University Press, New York.
• [53] Grone O., Garcia-Barbero M., 2001: Integrated care: a Position Paper of the WHO European Office for Integrated Health Care, "International Journal of Integrated Care", June, dostępny na stronie [http://www.ijic.org/publish/articles/000036/article_content.htm].
• [54] Gulati R., 1995a: Does familiarity breed trust? The implication of repeated ties for contractual choice in alliances, "Academy of Management Journal" Vol. 28, No. 1, s. 85-112.
• [55] Gulati R., 1998: Alliances and networks, "Strategic Management Journal" Vol. 19, No. 4, s. 293-317.
• [56] Gulati. R., 2007: Managing Network Resources: Alliances, Affiliations, and Other Relational Assets, Oxford University Press, New York.
• [57] Gulati R., 2010: Reorganize for Resilience: Putting Customers at the Center of Your Organization, Harvard Business Press, Boston, MA.
• [58] Gulati R., Kletter D., 2005: Shrinking core-expanding periphery: the relational architecture of high performing organizations, "California Management Review" Vol. 47, No. 1, s. 77-104.
• [59] Gulati R., Puranam P., 2009: Renewal Through Reorganization: The Value of Inconsistencies between Formal and Informal Organization, "Organization Science", Vol. 20, No. 2, s. 422-440.
• [60] Gulati R., Singh H., 1998: The architecture of cooperation: managing coordination costs and appropriation concerns in strategic alliances, "Administrative Science Quarterly", Vol. 43, No. 4, s. 781-814.
• [61] Gulati R., Sytch M., 2007: Dependence asymmetry and joint dependence in interorganizational relationships: effects of embeddedness on a manufacturer's performance in procurement relationships, "Administrative Science Quarterly" Vol. 52, No. 3, s. 32-69.
• [62] Hagedoorn J., 1993: Understanding the rationale of strategic technology partnering: interorganizational modes of cooperation and sectoral differences, "Strategic Management Journal", Vol. 14, No. 5, s. 371-385.
• [63] Hayes-Roth B., 1985: A blackboard architecture for control, "Artificial Intelligence", No 26(3), s. 251-321.
• [64] Hellriegel D., Slocum J.W., Woodman R.W., 1986: Organizational Behavior, 4th ed., West, New York.
• [65] Henderson R., Newell R.G., 2011: Accelerating Innovation in Energy: Insights from Multiple Sectors, Harvard Business School Press, Boston, MA.
• [66] Hess C., Ostrom E. (eds)., 2006: Understanding Knowledge as a Commons: From Theory to Practice,. The MIT Press, Cambridge, MA.
• [67] Himmelman A.T., 1996: On the Theory and Practice of Transformational Collaboration: From Social Service to Social Justice, [w:] Creating Collaborative Advantage, Huxham C. (ed.), Sage Publications, Thousand Oaks, CA.
• [68] Hudson B., 1999: Dismantling the Berlin Wall: developments at the health-social care interface, [w:] Dean H., Woods R.(eds): Social Policy Review 11, Social Policy Association, Luton.
• [69] Huxham C. (ed.), 1996: Creating Collaborative Advantage, Sage Publications, London.
• [70] Huxham C., Vangen S., 2005: Managing to collaborate. The theory and practice of collaborative advantage, Routledge, New York.
• [71] Institute for Public Policy Research, 2001: Building BetterPartnerships: the Final Report of the Commission on PublicPrivate Partnerships, IPPR, London.
• [72] Isett K.R., Provan K.G., 2005: The evolution of dyadic interorganizational relationships in a network of publicly funded nonprofit agencies, "Journal of Public Administration Research and Theory", Nr 15.
• [73] Jacobides M.G., 2005: Industry change through vertical disintegration: how and why markets emerged in mortgage banking, "Academy of Management Journal", Vol. 48, No. 3, s. 465-498.
• [74] Johnson R.B., Onwuegbuzie A.J., Turner L.A., 2007: Toward a definition of mixed methods research, "Journal of Mixed Methods Research", Nr 1, s. 111-133.
• [75] Kanter R.M., 2009: Supercorp: How Vanguard Companies Create Innovation, Profits, Growth and Social Good, Crown Business, New York.
• [76] Kemp R.L., Kemp J.D., 1992: A New Planning Model for Public and Nonprofit Sector, "Management Research News" 1992, t. 15, nr 2.
• [77] Kleinbaum A.M., Tushman M.L., 2007: Building bridges: the social structure of interdependent innovation, "Strategie Entrepreneurship Journal" No. 1(112), s. 103-122.
• [78] Kogut B., 1988: Joint ventures: theoretical and empirical perspectives, "Strategic Management Journal", Vol. 9, No. 4, s. 319-332.
• [79] Kożuch B., 2011: Skuteczne współdziałanie organizacji publicznych i pozarządowych, Monografie i Studia ISP UJ, Kraków.
• [80] Krol E., 1993: FYI on 'What is the Internet?', dostępny na stronie: [http://www.rfc-editor.org/rfclrfcI462.txt] (pobranio 28 września 2010).
• [81] Krupski R., 2010: Krawędź chaosu jako stan organizacji, [w:] Rokita J. (red.): Problemy zarządzania organizacjami w warunkach nieprzewidywalności zmian, Wydawnictwo Górnośląskiej Wyższej Szkoły Handlowej w Katowicach, Katowice.
• [82] Krzysko M., Wołyński W., Górecki T., Skorzybut M., 2008: Systemy uczące się. Rozpoznawanie wzorców, analiza skupień i redukcja wymiarowości, WNT, Warszawa.
• [83] Lawrence P.R., Lorsch J.W., 1967: Organization and Environment: Managing Differentiation and lntegration, Irwin, Homewood, IL.
• [84] Lee G.K., Cole R.E., 2003: From a firm-based to a community-based model of knowledge creation: the case of Linux kernel development, "Organization Science", Vol. 14, No. 6, s. 633-649.
• [85] Lepak D.P., Snell S.A., 1999: The human resource architecture: toward a theory of human capital allocation and development, "Academy of Management Review", Vol. 24, No. 1, s. 31-48.
• [86] Lerner J., Tirole J., 2005: The economics of technology sharing: open source and beyond, "Journal of Economic Perspectives", Vol. 19, No. 2, s. 99-120.
• [87] Licklider J.C.R., 1960: Man-computer symbiosis, "IRE Transactions on Human Factors in Electronics", HFE-1, s. 4-11.
• [88] Linck P., Elliston P., Robinson C., Miles L., Parry Jones B., Williams M., 2002: Partnership DevelopmentFramework for Interagency Working, University of Wales, Bangor.
• [89] Lowndes V., 2001: Local Partnerships and Public Participation, Institute of Public Policy Research, London.
• [90] Maier M.W., Emery D., Hilliard R., 2001: Software architecture: introducing IEEE standard 1471, "Computer", No. 34(4), s. 107-109.
• [91] Majchrzak A., Jarvenpaa S.L., Hollingshead A.B., 2007: Coordinating expertise among emergent groups responding to disasters, "Organization Science", Vol. 18, No. 1, s. 147-161.
• [92] Manz C.C., 1986: SeJf-Jeadership: toward an expanded theory of selfinfluence processes in organizations, "Academy of Management Review", Vol. 11, s. 585-600.
• [93] March JG, Simon HA., 1958: Organizations, Wiley, New York.
• [94] Markwell S., Watson J., Speller V., Platt S., Younger T., 2003: The Working Partnership, Health Development, London.
• [95] Mesjasz Cz., 2002: Images of Organization and Development of Information Society: Going Into Metaphores, seria 627: Computing Anticipatory Systems, Fifth International Conference, American Institute of Physics.
• [96] Mesjasz Cz., 2003: Nauki o zarządzaniu a teoria systemów złożonych, "Organizacja i Kierowanie", nr 4.
• [97] Miles R.E., Snow C.C., 1978: Organizational Strategy, Structure, and Process, McGraw-Hill, New York.
• [98] Miles R.E., Snow C.C., 1984: Fit, failure, and the hall of fame, "California Management Review", Vol. 26, No. 3, s. 10-28.
• [99] Milgrom P, & Roberts J., 1995: Complementarities and fit strategy, structure, and organizational change in manufacturing, "Journal of Accounting and Economics, Elsevier", April, Vol. 19, No. 2-3, s. 179-208.
• [100] Milward B.H., Provan K.G., 2003: Managing the Hollow State. Collaboration and Contracting, "Public Management Review", Nr 5, s. 1-18.
• [101] Mintzberg H., 1983: Structure in Fives, Prentice Hall, Englewood Cliffs, NJ.
• [102] Miller D., 1993: The architecture of simplicity, "Academy of Management Review", Vol. 18, No. 1, s. 116-138.
• [103] Morgan G., 1997: Obrazy organizacji, Wydawnictwo Naukowe PWN, Warszawa.
• [104] Nadler D., Tushman M.L., 1988: Strategic Organization Design: Concepts, Tools and Processes, Foresman Scott, Glenview, IL.
• [105] Nadler D., Tushman M.L., 1998: Competing by Design: The Power of Organizational Architectures, Oxford University Press, New York.
• [106] Niemczyk J., 2002: Analogie w naukach o zarządzaniu, "Organizacja i Kierowanie", nr 3(109).
• [107] Olson M., 1965: The Logic of Collective Action: Public Goods and the Theory of Groups, Harvard University Press, Cambridge, MA.
• [108] O'Mahony S., 2003: Guarding the commons: how community managed software projects protect their work, Research policy" Vol. 32, No. 7, s. 1179-1198.
• [109] O'Mahony S., Ferraro F., 2007: The emergence of governance in an open source community, "Academy of Management Journal", Vol. 50, No. 5, s. 1079-1106.
• [110] Ostrom E., 1990: Governing the Commons: The Evolution of Institutions for Collective Action, Cambridge University Press, Cambridge, U.K.
• [111] Ostrom E., 1998: A Behavioral Approach to the Rational Choice Theory of Collective Action, "American Political Science Rewiev", Vol. 92(1), s. 1-22.
• [112] Pasquero J., 1991: Supra-Organizational Collaboration: The Canadian Environmental Experiment, "Journal of Applied Behavioral Science", Vol. 27, No. 1, s. 38-64.
• [113] Peckham S., 2003: Who are the partners in public health, [w:] Orme J., Powell J., Taylor P., Harrison T., Grey M. (eds.): Public Health for the 21st Century: New Perspectives on Policy, Participation and Practice, Open University Press, Maidenhead.
• [114] Perrow C., 1967: A framework for the comparative analysis of organizations, "American Sociological Review", Vol. 32, No. 2, s. 194-208.
• [115] Perry J.L., Thomson A.M., 2004: Civic Service: What Difference Does It Make?, M.E. Sharpe, Armonk, NY.
• [116] Podręcznik Sieć Rozwoju Obszarów Miejskich, Program Urbact II. Program wymiany wiedzy i nauki dla miast wspierający inicjatywę Komisji Europejskiej "Regiony na rzecz zmian gospodarczych", [http://urbactdwa.silesia.org.pl/?dz=4].
• [117] Powell M., Exworthy M., Berney L., 2001: Playing the game of partnership, [w:] Sykes R., Bochel C., Ellison N. (eds.): Social Policy Review 13: Developments and Debates, 2000-2001, Policy Press, Bristol.
• [118] Powell W.W., Koput K.W., Smith-Doerr L., 1996: Interorganizational collaboration and the locus of innovation: networks of learning in biotechnology, "Administrative Science Quarterly", Vol. 41, No. 1, s. 116-145.
• [119] Provan K.G., Kenis P., 2008: Modes of network governance: structure, management, and effectiveness, "Journal of Public Administration Research and Theory", Nr 18, s. 229-252.
• [120] Radin B.A., Agranoff R., Bowman A.O'M., Buntz C.G., Ott, S., Romzek B.S., Wilson R.H., 1996: New Governance for Rural America: Creating Intergovernmental Partnership, University Press of Kansas, Lawrence.
• [121] Rein M., Stott L., 2009: Working together: Critical perspectives on six crosssector partnerships in southern Africa, "Journal of Business Ethics", Nr 90.
• [122] Reuer J.J., 2004: Strategic Alliances: Theory and Evidence, Oxford University Press, Oxford, U.K.
• [123] Ring P.S., Van de Ven A.H., 1994: Developmental processes of cooperative interorganizational relationships, "Academy of Management Review", Vol. 19, No. 1, s. 90-118.
• [124] Rochet J.-C., Tirole J., 2003: Platform competition in two-sided markets, "Journal of the European Economic Association", Vol. 1, No. 4, s. 990-1029.
• [125] Rose M., 1997: Building Effective Partnerships: Practical Guidance for Public Services on Working in Partnership, CIPFA (Chartered Institute of Public Finance and Accountancy), London.
• [126] Roy D.F., 1960: "Banana time": job satisfaction and informal interaction, "Human Organization", Vol. 18, No. 4, s. 158-168.
• [127] Sanchez R., Mahoney J.T., 2003: Modularity, flexibility, and knowledge management in product and organization design, [w:] Managing in the Modular Age: Architectures, Networks, and Organizations, Garud R., Kumaraswamy A., Langlois R.N. (eds), Blackwell, Malden, MA.
• [128] Seitanidi M., Crane A., 2009: Implementing CSR through partnerships: Understanding the selection, design and institutionalization of nonprofit-business partnerships, "Journal of Business Ethics", Nr 85.
• [129] Shah S.K., 2006: Motivation, governance, and viability of hybrid forms in open source software development, "Management Science", Vol. 52, No. 7, s. 1000-1014.
• [130] Simon H.A., 1947: Administrative Behavior: a Study of Decision-Making Processes in Administrative Organization, Macmillan, New York.
• [131] Simon H.A., 1951: A formal theory of the employment relationship, "Econometrica", Vol. 19, No. 3, s. 293-305.
• [132] Simon H.A., 1962: The architecture of complexity, "Proceedings of the American Philosophical Society", No. 106(6), s. 466-482.
• [133] Simon H.A., Smithburg D.W., Thompson V.A., 1950: Public Administration, Alfred A. Knopf, New York.
• [134] Srikanth K., Puranam P., 2010: Integrating distributed work: comparing task design, communication and tacit coordination mechanisms, "Strategic Management Journal", Vol. 32, No. 8, s. 849-875.
• [135] Stabell C.B., Fjeldstad Ø.D., 1998: Configuring value for competitive advantage: on chains, shops, and networks, "Strategic Management Journal", Vol. 19, No. 5, s. 413-437.
• [136] Stewart G.L., Courtright S.H., Manz C.C., 2011: Self-leadership: a multilevel review, "Journal of Management", Vol. 37, No. 1, s. 185-222.
• [137] Sullivan L.H., 1896: The tall office building artistically considered, "Lippincott's Magazine", No. 57, s. 403-409.
• [138] Tautz J., Heilmann H.R., 2008: The Buzz about the Bees: Biology of a Superorganism, Springer, Berlin.
• [139] Tetenbaum T.J., 1998: From Newton to Chaos, "Organizational Dynamics" Spring 1998.
• [140] Thompson J.D., 1967: Organizations in Action: Social Science Bases of Administrative Theory, McGraw- Hill, New York.
• [141] Thompson A.M., 2001: Collaboration: Meaning and Measurement, rozprawa doktorska, Indiana University, Bloomington.
• [142] Tushman M.L., O'Reilly C.A., 1997: Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal, Harvard Business School Press, Boston, MA.
• [143] Tushman M.L., Scanlan T.J., 1981: Boundary spanning individuals: their role in information transfer and their antecedents, "Academy of Management Journal", Vol. 24, No. 2, s. 289-305.
• [144] von Hippel E., 2005: Democratizing Innovation: Users Take Center Stage, MIT Press, Cambridge, MA.
• [145] von Hippel E., von Krogh G., 2003: Open source software and the 'privatecollective' innovation model: issues for organization science, "Organization Science", Vol. 14, No. 2, s. 209-223.
• [146] Warren R., 1967: The Interorganizational Field as a Focus for Investigation, "Administrative Science Quarterly", No. 12, s. 396-419.
• [147] Weber M., 1922: Wirtschaft und Gesellschaft, Mohr, Tübingen.
• [148] Webster, 1976: Webster's New Collegiate Dictionary, G & C Merriam, Springfield, MA.
• [149] Wheelwright S.C., Clark K., 1992: Revolutionizing Product Development, Free Press, New York.
• [150] Whittington C., 1999: Modernising the social care workforce consultation, [w:] Support of Partnership of Social Care and Health, TOPSS England, Leeds.
• [151] Williamson O.E., 1975: Markets and Hierarchies: Analysis and Antitrust Implications, Free Press, New York.
• [152] Wilson A., Charlton K., 1997: Making Partnerships Work: a Practical Guide for the Public, Private, Voluntary and Community Sectors, Joseph Rowntree Foundation, York Publishing Services, York.
• [153] Wood D.J., Gray B., 1991: Toward a comprehensive theory of collaboration, "Journal of Applied Behavioral Science", No. 27 (2),s. 139-162.
• [154] Worren N., Moore K., Cardona P., 2002: Modularity, strategic flexibility, and firm performance: a study of the home appliance industry, "Strategic Management Journal", Vol. 23, No. 12, s. 1123-1140.
• [155] Zakrzewska-Bielawska A., 2011: Relacje między strategia a struktura organizacyjną w przedsiębiorstwach sektora wysokich technologii, "Zeszyty Naukowe Politechniki Łódzkiej", nr 1095, Rozprawy naukowe z. 409.