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Hyperarchy as a new model of organisation

100%

Mrówka R.

Journal of Management and Financial Sciences

2011

nr 6

62-72

The article analyses the creation of a hyperarchical organisation, i.e. organisation without rigid limitations and the hierarchy based on the use of the creative potential network of units focused around goal-project-idea, which is subject to evolution, gets out of control and may evolve in an indefinite direction. There is a new type of organisation without formal members, where the basis of exchange is not money but other values attracting members, where the possibilities of traditional control are slight. The author shows the advantages and disadvantages of this type of model and possibilities of its practical application. (original abstract)

Key resources in the hyperarchical organisation

100%

Mrówka R.

Journal of Management and Financial Sciences

2012

nr 8

91-105

This paper presents an analysis of resources used by a hyperarchical organisation - an organisation set up on the basis of a self-organising community clustered around a common goal-idea-project, communicating with its members via the Internet. The author's aim is to outline specific characteristics and the importance of resources used by hyperarchical organisations. The analysis focuses on the significance of members of a hyperarchical organisation and the knowledge, which they provide to the organisation. The author conducts an in-depth analysis of the knowledge management process occurring in a hyperarchical organisation. Furthermore, the author describes the specific nature and significance of human resources in a hyperarchical organisation. (abstrakt oryginalny)

Czynniki wpływające na motywację i zaangażowanie członków organizacji hiperarchicznej

59%

Mrówka R.

Organizacja i Kierowanie

2012

nr 1A

309-321

This paper presents an analysis of motivators that encourage and maintain engagement of members working in hyperarchical organization - an organization set up on the basis of self-organizing community clustered around a common goal-idea-project, communicating with the use of Internet. The author's aim is to outline uniqueness of those motivators which results from specificity of the organizations members, who, in most cases, work voluntarily. Gaining an understanding of the factors influencing motivation and engagement of members working in hyperarchical organization is a prerequisite for determining means of motivation and creation of motivating tools, which can used in managing this type of organization. (original abstract)