From Bureaucracy to Hyperarchy in Netcentric and Quick Learning Organizations

Lawrence R. Jones, Fred Thompson

• Publisher: Information Age Publishing
• Year: 2007
• Print ISBN:
  9781593116057
  9781593116064
• eBook ISBN:
  9781607525875
• Topic: Politics & International Relations
• Subtopic: Human Resource Management
• Index: Politics & International Relations

This book focuses on the inherent contradiction between bureaucracy, hierarchy, and the vision inspired by the architecture of modern information technology of a more egalitarian culture in public organizations. We agree with Evans and Wurster and others who have argued that, in the future, knowledge-based productive relationships will be designed around fluid, teambased collaborative communities, either within organizations (i.e., deconstructed value chains), or in collaborative alliances such as those with "amorphous and permeable corporate boundaries characteristic of companies in the Silicon Valley" that is, deconstructed supply chains. In such relationships everyone can communicate richly with everyone else on the basis of shared standards and, like the Internet itself, these relationships will eliminate the need to channel information, thereby eliminating the trade-off between information bandwidth and connectivity. "The possibility (or the threat) of random access and information symmetry," they conclude, "will destroy all hierarchies, whether of logic or power."

Table of contents

• Cover
• From Bureaucracy to Hyperarchy in Netcentric and Quick Learning Organizations
• Series Page
• From Bureaucracy to Hyperarchy in Netcentric and Quick Learning Organizations: Exploring Future Public Management Practice
• Copyright Page
• CONTENTS
• PREFACE ANDACKNOWLEDGMENTS
• 1: UNDERSTANDING PUBLICMANAGEMENT ASAN INTERNATIONALACADEMIC FIELD
• 2: THE EVOLUTION OFPUBLIC MANAGEMENTREFORM PRACTICE
• 3: ASSESSING PUBLICMANAGEMENT REFORM INAN INTERNATIONAL CONTEXT
• 4: PHASES OF ORGANIZATIONALTRANSFORMATION ANDRESTRUCTURING
• 5: CHANGING PROCESSES
• 6: IMPLEMENTING THECONTINUOUS LEARNINGCYCLE TO IMPROVESTRATEGIC PLANNING ANDORGANIZATIONALPRODUCTIVITY
• 7: MATCHING INSTITUTIONALSTRUCTURE TO STRATEGICPLANNING AND POSITIONING
• 8: CREATING THE QUICKLEARNING ORGANIZATIONIN GOVERNMENT
• 9: MOVING FROM BUREAUCRACYTO HYPERARCHYAND NETCENTRICITY
• REFERENCES