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Since the Chinese Communist Party’s (CCP) Central Military Commission launched a major reorganization of the entire People’s Liberation Army (PLA) in early 2016, the PLA Air Force (PLAAF) has followed up with its own reforms at all levels. In February 2016, the changes entailed ‘above the neck’ reforms at PLAAF Headquarters and reduced the number of Military Region Air Force Headquarters from 7 to 5, renaming them Theatre Command Air Forces. Changes in 2017 focused on ‘below the neck’ reforms by creating a ‘base-brigade’ structure by reforming several command posts into bases; abolishing fighter, fighter-bomber, and ground attack aircraft air divisions; replacing air regiments with brigades; as well as changing the name of its former 15th Airborne Corps to Airborne Corps. Whilst the PLA leadership has moved ahead with pushing the PLAAF towards becoming a modern air force with enhanced aerial power alongside greater interoperability with the other PLA services, the reconstitution of its organizations has nevertheless led to a fallout due to policy changes concerning its rank-and-file.

En los medios de comunicación ha emergido en los últimos años, un departamento denominado de branded content, clave en la búsqueda de nuevos modelos de negocio. Esta búsqueda de renovadas fuentes de financiación se ha producido como resultado de la digitalización y los cambios en el consumo de medios. Esta novedosa forma de involucrar a las marcas a través de un contenido de calidad requiere de profesionales que respondan a esta hibridación entre el mundo editorial y el publicitario. En esta investigación de corte cualitativo se define, a través de entrevistas a directivos de los principales medios españoles, la estructura orgánica y funcional de estos departamentos, así como la metodología de trabajo empleada y su relación con la redacción y otros departamentos. Las conclusiones retratan la disparidad de perfiles involucrados y sus competencias profesionales, donde se prioriza la búsqueda de talento por parte de los responsables de los departamentos de branded content. La aportación de este trabajo es representar, por primera vez, el organigrama tipo y los flujos de trabajo de estos departamentos con una clara intención de transferencia práctica, puesto que los entrevistados afirman desconocer cómo otros medios están resolviendo dilemas propios de la formación reciente de estas estructuras. A crucial element in the search for new media business models has emerged in recent years in the shape of branded content departments. A search for renewed sources of funding has become necessary as a result of digitisation and changes in media consumption. The new way of engaging brands through quality content requires professionals who can cope with this hybridisation between the editorial and advertising worlds. Through interviews with executives from the main Spanish media, this qualitative research defines the organisational and functional structure of these departments, as well as the working methods they use and their relationship with the newsroom and other departments. The conclusions show the diverse range of profiles and professional skills are involved, as branded content department managers prioritise the search for talent. The contribution of this study is to represent, for the first time, the typical organisational chart and workflows of these departments. The aim is that others should be able to use these models in their own practice, as the interviewees say that they do not know how other media are resolving the dilemmas inherent in the recent formation of these structures.

Byggsektorn står för 35 procent av allt genererat avfall i Sverige och en stor del av Sveriges inhemska utsläpp av växthusgaser. Bygg- och fastighetsbranschen har därför ett ansvar för att bidra till en mer hållbar utveckling. Bland annat genom att jobba för hållbara städer och samhällen samt en mer hållbar konsumtion och produktion, vilket är det 11:e respektive 12:e globala målet för hållbar utveckling. Ett förfarande för att uppnå målen är att ställa om från en linjär till en cirkulär ekonomi, där återbruk är en bidragande faktor. Det har därför varit relevant att undersöka hur en kommersiell fastighetsägare kan lyckas med återbruk i lokalanpassningar, eftersom vägen dit inte är självklar. Examensarbetet har begränsats till att identifiera en organisationsstruktur med ett förslag till en förvaltnings- och projektorganisation för att hantera återbruk vid lokalanpassningar samt en affärsmodell. I organisationsstrukturen läggs fokus på samverkan mellan alla involverade parter i en lokalanpassning. Övergången från ett linjärt till ett cirkulärt arbetssätt där flertalet arbetsroller är involverade från ett tidigt skede aktualiseras. I projektorganisationen krävs nya kompetenser och samarbetspartners i form av inventerings- och återbrukskonsult och leverantör av tjänsterna lager och logistik, vilka förslagsvis läggs ut på externa parter. Internt kan fastighetsägare engagera en hållbarhetskoordinator med strategiskt och operativt ansvar för förändringen till mer återbruk. In-house miljösamordnare kan anlitas med ansvar för informationsinsamling och kunskapsspridning. Vidare ska det säkerställas att projektledaren har huvudansvaret för att återbruk tillämpas i lokalanpassningar, men med god hjälp från andra kompetenser vilket åstadkoms genom samverkan. Affärsmodellen tydliggör det värdeerbjudande och de nyckelaktiviteter som en kommersiell fastighetsägare implementerar i deras verksamhet genom återbruk i hyresgästanpassningar. Förändringen möjliggör att fastighetsägare kan erbjuda cirkulära och hållbara lokaler till sina kunder. Samtidigt behöver fastighetsbolag skapa och implementera arbetsprocesser för att möjliggöra återbruk vid lokalanpassningar. Bland annat rekommenderas fastighetsägare att genomföra återbruksinventeringar, bygga modulärt, vara aktiv på andrahandsmarknaden och bidra till ett cirkulärt beteende hos kunder, samarbetspartners och internt i bolaget. Omställningen till återbruk och inkorporerande av de nya arbetsrutinerna kan åstadkommas genom följande steg:1) Utbilda kunden och bolaget internt2) Inventera fastighetsbeståndet, sätta tydliga mål och bestämma en plan3) Göra investeringar för långsiktig lönsamhet4) Samarbetspartners och digitala verktyg5) Etablera processer inom bolaget6) Förankra förändringen The building sector is accountable for 35 per cent of all generated waste in Sweden and a considerable part of Sweden’s domestic pollution of greenhouse gases. The building and real estate sector is therefore compelled to contribute to a more sustainable development. The industry can, among other things, work for sustainable cities and communities in addition to a more sustainable consumption and production, which are the 11th and 12th global targets for sustainable development. The transformation from a linear to a circular economy, where reuse is a contributing factor, is one way to achieve these goals. It has therefore been relevant to investigate how a real estate owner can succeed with reuse in adaptions of commercial properties. The dissertation has been limited to identify an organisational structure with a suggestion to a property management and project organisation to handle reuse in property adaptions in addition to a business model. In the organisational structure, partnering between all involved parties in a project has been emphasized. The transition from a linear to a circular approach, where most employees are involved from an early stage, is made relevant. New outsourced collaborators in the form of inventory and reuse consultants and suppliers of the services storage and logistic are required. In-house, property owners can engage sustainability coordinators with a strategic and operational responsibility for the change to more reuse. Internal environmental coordinators can be employed with responsibility for data collection and disseminating knowledge. Furthermore, it should be ensured that the project manager has the main responsibility for the task that reuse constitutes. Reuse should, however, be carried out with considerable support from other the capabilities in the project which is achieved through partnering. The business model highlights the value and key activities that commercial property owners achieve and implement in their operations through reuse in tenant adaptions. The change enables real estate owners to offer circular and sustainable facilities to their clients. Simultaneously, property owners must create and implement processes to validate reuse in their operations. Among other things, real estate companies are recommended to carry out reuse inventories, modular building, participating on the second-hand market and contribute to a more circular behaviour with clients, partners and in-house in the company. The transition to reuse and incorporation of the new routines can be achieved through the following steps:1) Educate the client and the company in-house2) Take stock of the property portfolio, formulate specific goals and determine a plan3) Make investments for long-term profit4) Collaborators and digital tools5) Establish processes within the company6) Refreezing the change

En los medios de comunicación ha emergido en los últimos años, un departamento denominado de branded content, clave en la búsqueda de nuevos modelos de negocio. Esta búsqueda de renovadas fuentes de financiación se ha producido como resultado de la digitalización y los cambios en el consumo de medios. Esta novedosa forma de involucrar a las marcas a través de un contenido de calidad requiere de profesionales que respondan a esta hibridación entre el mundo editorial y el publicitario. En esta investigación de corte cualitativo se define, a través de entrevistas a directivos de los principales medios españoles, la estructura orgánica y funcional de estos departamentos, así como la metodología de trabajo empleada y su relación con la redacción y otros departamentos. Las conclusiones retratan la disparidad de perfiles involucrados y sus competencias profesionales, donde se prioriza la búsqueda de talento por parte de los responsables de los departamentos de branded content. La aportación de este trabajo es representar, por primera vez, el organigrama tipo y los flujos de trabajo de estos departamentos con una clara intención de transferencia práctica, puesto que los entrevistados afirman desconocer cómo otros medios están resolviendo dilemas propios de la formación reciente de estas estructuras. A crucial element in the search for new media business models has emerged in recent years in the shape of branded content departments. A search for renewed sources of funding has become necessary as a result of digitisation and changes in media consumption. The new way of engaging brands through quality content requires professionals who can cope with this hybridisation between the editorial and advertising worlds. Through interviews with executives from the main Spanish media, this qualitative research defines the organisational and functional structure of these departments, as well as the working methods they use and their relationship with the newsroom and other departments. The conclusions show the diverse range of profiles and professional skills are involved, as branded content department managers prioritise the search for talent. The contribution of this study is to represent, for the first time, the typical organisational chart and workflows of these departments. The aim is that others should be able to use these models in their own practice, as the interviewees say that they do not know how other media are resolving the dilemmas inherent in the recent formation of these structures.

The research investigated the relationship between organizational structure and business growth in Nigeria is the manufacturing industry in Rivers State. In course of the research, two research questions were asked and two hypotheses were formulated and tested to ascertain the relationship between the two variables. The population of the study consisted of two hundred and fifty employees through which a sample size of 187 was drawn with the use of Taro Yamene formula. Data was collected through questionnaire distribution and review of the literature. Data analysis was done with the application of descriptive, mean and standard deviation statistical tools. Findings revealed that there is a significant relationship between organisational structure and business growth in the manufacturing industry in Rivers State. The study, therefore, concluded that manufacturing industries should as a matter of necessity consider the inclusion of six key elements required in designing an organisation’s structure to enable the achievement of business growth.

The organisational structure of the United Methodist church shares many features with the early catholic institutions. Increased institutionalisation, that is, authority connected with office, is the clearest sign of Early Catholicism. By the late first century, the titles of bishop (ἐπίσκοπος), elder (πρeσβύτeρος) and deacon (διάκονος) denoted specific leadership and service functions in the church. This study stresses the ethical qualifications and diaconal duties of these office bearers, applying it to the duties and responsibilities of United Methodist pastors, district superintendents, bishops and laity. It is argued that candidates for ordination should be aware of their calling to the divine ministry and their calling should be authenticated and recognised without a test of authenticity by the Church. In the Early Catholicism period, qualified leadership was established to preserve faith and combat false teaching. This must also be the case in the United Methodist Church.

Background: The productivity of healthcare institutions is impacted by the nursing workforce and plays a vital role in the provision of effective and efficient patient care. Knowledge management plays a vital role in nursing practice. This study seeks to extend the frontier of knowledge by addressing the paucity of literature on knowledge management in nursing care delivery in Nigeria. Objectives: The study empirically identified crucial knowledge management enablers from extant literature and investigated their influence on patient care in clinical nursing. Method: A cross-sectional survey design using a stratified sampling method was employed. A self-administered questionnaire was used to collect quantitative data from 196 registered nurses in a selected teaching hospital in South West Nigeria. A total of 186 valid responses were analysed using structural equation modelling (SEM). Result: The result of this study indicated that there is a direct and significant relationship between information technology (IT) and patient care. Organisational structure and organisational culture did not directly affect patient care. However, together with IT support, the knowledge management enablers were found to significantly affect patient care in clinical nursing. Conclusion: There is a need for nursing management to develop a flexible organisational structure and knowledge friendly culture including the implementation of functional technical infrastructure, to leverage knowledge management effectiveness in patient care in teaching hospitals in order to facilitate and strengthen service delivery by nurses.

This article addresses ways in which the scaling strategies of two Dutch non-profit organisations (NPOs) impact their pathways to social enterprise development. The NPOs under investigation seek to address the intertwined issues of hunger, food waste and environmental protection. Comparing and contrasting the two cases, the article discusses the strategies conducive to social enterprise development and the obstacles encountered. Underlying this analysis is a mixed embeddedness perspective which revolves around organisational structure in tandem with institutional pressures affecting the outcome of scaling strategies. So doing, this article makes a contribution to the burgeoning literature on impact scaling, in particular the significance of scaling strategies in the transition of NPOs to social enterprise.

Scholars have contributed much to identifying general factors that may hinder women from assuming leadership at the workplace, such as sex differences in attitudes and behaviours, a lack of masculine characteristics, or gender stereotypes that characterise women as high on communal traits (i.e., warm, sensitive), but low on agentic traits (i.e., competitive, dominant). Nevertheless, we know little about the micro (verbal behaviour during meetings) and macro (organisational structure) factors that impact whether women emerge as leaders. Therefore, across four chapters, the present dissertation looks at the behavioural (micro) processes underlying a lower leader emergence and endorsement of women (Chapters 2 and 3), and organisational structure (macro) that impacts the intention of women to apply to leadership roles (Chapters 4 and 5).

Scholars have contributed much to identifying general factors that may hinder women from assuming leadership at the workplace, such as sex differences in attitudes and behaviours, a lack of masculine characteristics, or gender stereotypes that characterise women as high on communal traits (i.e., warm, sensitive), but low on agentic traits (i.e., competitive, dominant). Nevertheless, we know little about the micro (verbal behaviour during meetings) and macro (organisational structure) factors that impact whether women emerge as leaders. Therefore, across four chapters, the present dissertation looks at the behavioural (micro) processes underlying a lower leader emergence and endorsement of women (Chapters 2 and 3), and organisational structure (macro) that impacts the intention of women to apply to leadership roles (Chapters 4 and 5).

Purpose: Globalisation and the increased complexity of organisations create the need for alternative leadership approaches that can harness the collective intellectual capital that exists within the dispersed employees of organisations. Design/methodology/approach: This qualitative study explored how shared leadership can be facilitated in internationally dispersed non-formal teams through increased team connectedness, leader humility, empowering leadership, participative leadership and quality leader-member exchanges. The study explored the perspectives of 12 purposively sampled internationally dispersed team members, who represented three different functional nonformal teams. Findings/results: As dispersion of teams increases, some traditional leadership approaches become less effective. Shared leadership, however, has greater effects on team performance when team dispersion increases. Practical implications: The study offers a theoretical framework of leadership in internationally dispersed non-formal teams, which serves as a basis for future empirical research. It provides leaders of teams and organisations, as well as human resource practitioners with guidance on how to achieve the benefits of shared leadership of teams in this context. Participants represented nine nationalities, dispersed across eight countries, on four continents. Originality/value: Studies into shared leadership have increased over the past decade; however, the antecedents that facilitate shared leadership are still not exhaustive, and the majority of studies have been in co-located and formal teams. This study provides insight into how non-formal leaders can facilitate the emergence of shared leadership in the context of dispersed, non-formal teams.

The paper aims to investigate the relationship between organisational structure and strategy implementation in oil marketing companies. The study attempts to ascertain the perceptions of the employees regarding the impact of organisational structure on strategy implementation using four organisational variables: hierarchical levels, organisational communication, decision making structures and organisational culture. Based on a sample of 148 respondents working in Kenyan oil marketing companies, the study found that hierarchical levels, organisational communication, decision making structures and organisational culture have a certain influence on strategy implementation. By considering the influence of communication, decision-making, and organisational culture, this study attempts to explore the ways in which organisational structure influences strategy implementation in Kenyan oil marketing companies.

The article contributes to the discussion on the validity and ways of simplifying modern organisations. There is an increasing focus on simplifying organisations, especially their organisational structures. However, the environment of contemporary organisations is increasingly complex, dynamic and uncertain. Therefore, the postulate of simplicity seems to question Ashby’s law stating that one kind of variety must be balanced by a different kind of variety. To cope with the indicated discrepancy, it is assumed that the simplification of some elements of an organisation is only possible due to the excessive complexity of others. The paper aims to verify the concept of organisational simplexity developed by e Cunha and Rego, which postulates the fit between simple structural solutions, complex workforce and complex environment. However, organisational performance is a factor verifying the legitimacy of the fit. The literature study explored the contradiction inherent in the postulate on the simplification of modern organisations. The contingency theory provided a major framework for the study. The research hypothesis was developed and empirically verified. The empirical study targeted 1142 organisations operating in Poland and Switzerland, different by their industry, size and the form of ownership. To verify the hypothesis, a statistical analysis was carried out, and the multiple correspondence analysis (MCA) method was used. The main result of the critical literature analysis is the finding that theoretical indications for simplifying modern organisations are fragmented, mainly focused on simplifying selected elements of an organisation, not considering the contradiction inherent in the postulate of simplicity related to environmental features and not verified empirically. The notion of the simplexity has been adopted, and it treats the simplicity and complexity as interrelated issues conditioned by situational factors. According to the empirical research results, the fit has been revealed between the degree of structure simplicity, the workforce complexity and the environment features.

BackgroundLittle is known about PhD-prepared nurses employed at Nordic university hospitals, how they are organised, what their practices look like or what career pathway they have chosen.AimsThe purpose was to investigate and compare the prevalence of PhD-prepared nurses employed at university hospitals in the Nordic countries, to investigate what functions they fulfil and what research activities they undertake and to document how they describe their ideal work life.MethodsA descriptive cross-sectional study. An electronic questionnaire was sent to 245 PhD-prepared nurses working at a university hospital in one of six Nordic countries and 166 responses were achieved (response rate 67%). Descriptive analyses were performed using SPSS Statistics.ResultsThe study found notable differences among PhD-prepared nurses employed at university hospitals with respect to work function; organisational structure; satisfaction about time split between research and practice; and the mean scores of time spend on research, clinical practice and teaching, supervision and administration.ConclusionsIn order to succeed with capacity building among the nursing workforce, collaboration and networking with other researchers and close contact to clinical practice is important. The role of the hospital-based, PhD-prepared nurse needs to be better described and defined to ensure that evidence-based care is provided.

The studied born global firm Pandadoc applied effectual decision-making logic at the stage with the earliest employees. With the introduction of the first organisational structure at the early company's stage, pure effectual decision-making was replaced with combinatory decision-making logic (where combinations differed in different levels in the organisational structure), which largely remained stable in the early and late stage of the company. The decision-making logic at the top management's level (concurrent combination of causation and effectuation) remained fairly consistent in the transition from early to the late stage, which allowed Pandadoc to better lead creative teams, which require both causal and effectual decision-making in management style. Another logic Pandadoc applies is the recursive combination of causation and effectuation to conduct changes in the organisational structure to respond to the changing external or internal environment. The lower level of product management applied a concurrent combination of logics without changes from the early to late stage of the company. What notably changed at the late stage of the company, as opposed to the early stage, was the logic at the lowest level, the engineers’ level. The three types of early-stage logics (causal, effectual, planning effectuator), at the engineers' level, were narrowed down to only one, the planning effectuator logic, which, we argue, was made to achieve greater resource efficiency. This research, however, spotted a problem of lack of autonomy for creative people under the planning effectuator logic. Thus, this research suggests for born global firms managing creative teams to use two logic types at the engineers' level: the planning effectuator logic, and effectuation., Tirtoji gimusi globali įmonė „Pandadoc“ taikė efektyvią sprendimų priėmimo logiką etape su pirmaisiais darbuotojais. Ankstyvoje įmonės stadijoje įvedus pirmąją organizacinę struktūrą, grynas efektyvus sprendimų priėmimas buvo pakeistas kombinuota sprendimų priėmimo logika (kur skyrėsi deriniai skirtingais organizacinės struktūros lygiais), kuri kompanijos ankstyvuoju ir vėlyvuoju etapais iš esmės išliko stabili. Aukščiausiosios vadovybės sprendimų priėmimo logika (tuo pačiu priežastinių ryšių ir pasekmių derinys) perėjime nuo ankstyvosios prie vėlyvosios stadijos išliko gana nuosekli, o tai leido „Pandadoc“ geriau vadovauti kūrybinėms komandoms, kurioms reikalingas tiek priežastinis, tiek efektyvus sprendimų priėmimo valdymo stilius. Kita logika, kurią taiko „Pandadoc“, yra rekursyvus priežasčių ir pasekmių derinys organizacinės struktūros pokyčiams atlikti, reaguojant į besikeičiančią išorinę ar vidinę aplinką. Žemesniame produkto valdymo lygyje buvo taikomas kartu naudojamas logikos derinys nekintantis nuo ankstyvos iki vėlyvos įmonės stadijos. Vėlyvoje įmonės stadijoje, priešingai nei ankstyvojoje, pastebimai pasikeitė logika žemiausiu, inžineriniu lygiu. Inžinierinio lygmens trys ankstyvosios stadijos logikos tipai (priežastinis, efektinis, planavimo vykdytojas) buvo susiaurinti iki vieno: planavimo vykdytojo logika, kuri, kaip teigiama, buvo sukurta siekiant didesnio išteklių naudojimo efektyvumo. Tačiau šiame tyrime pastebėta kūrybingų žmonių savarankiškumo stokos problema pagal planavimo vykdytojo logiką. Taigi šis tyrimas siūlo gimusioms globalioms įmonėms, valdančioms kūrybines komandas, inžinerijos lygmenyje naudoti du logikos tipus: planavimo vykdytojo logiką ir vykdymą.