This chapter describes the contemporary market trends and their impact on the organizational design. First of all, it refers to the shift in the success factors and to the expectations posed to organizations in the sustainable knowledge-based economy: the speed and flexibility, integration of functions and units, but above all, it refers to the innovative capabilities. Organi-zations respond to these challenges by flattening their structures and by means of far-reaching openness to the external cooperation. This may take the form of a modular or virtual organiza-tion, strategic alliance, joint venture or a network. However, the opening up, going beyond the boundaries of the organization very often equals to internalizing a new or mixed logic of action. In other words, the pursue of a borderless organization has far reaching consequences not only for the processes of formation of the loose inter-organizational forms (external hybridization), but it also causes the incorporation of greater diversity within the organization itself (internal hybridization). New stakeholders, new goals and methods of operation and also a completely different culture conduce to conflict and trust-building difficulties, which again contributes to the necessity of developing mechanisms allowing for the functioning of the hybrid organization despite all these differences. Both the external and internal hybridization processes are illustrated by the example of Nokia’s open innovation implementation.
|Translated title of the contribution||New forms of organization in sustainable knowledge-based economy|
|Title of host publication||Uwarunkowania Rozwoju Zrównoważonej Gospodarki Opartej Na Wiedzy|
|Publisher||Wyższa Szkoła Ekonomiczna|
|Publication status||Published - 2011|