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2017 | OriginalPaper | Buchkapitel

Liquid Legal: Organization 4.0: Using Legal Competency for Building Fluid & Innovation-Driven Structures

verfasst von : Gerrit Mauch

Erschienen in: Liquid Legal

Verlag: Springer International Publishing

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Abstract

Innovation-driven organizations are characterized by their adaptability to the environment. A combination of flexible processes and stable social interactions with the environment enable the development of adaptability. The interaction of the product “labor” must be imagined beyond organizational boundaries and be adapted for the existing frameworks of the organization.
This calls for employees who act in a self-reflective way and who are willing to consider the daily context critically. Such employees monitor the product “labor”, identifying degrees of freedom for their personal development, design options in their work performance and their personal responsibility of their conduct. Conversely, this means that personal reflexive qualities of employees are required to allow for the development of strong innovative organizations.
How can organizations enable the development of this type of person within their own ranks, and what can organizations do to set up a stable framework for work relationships despite of permanent critical observations?

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Fußnoten
1
See http://​www.​humanecology.​ch: Taylorism and Fordism: Frederick W. Taylor (1856–1915) was an American engineer who sketched a system of the scientific management which should entail a maximum in achievement by means of a working rationalization. It founded on empiric data which Taylor won in the course of time studies and motion studies in workers who worked according to his appraisal already fairly efficiently. Besides, every activity became in her smallest components disassembles and as a result examines each of these components how it could be explained best of all, i. e. with the slightest time involved. The principles culminate in the technical implementing of Ford image of line production.
 
2
See Wikipedia: VUCA is an acronym used to describe or reflect on the volatility, uncertainty, complexity and ambiguity of general conditions and situations. The notion of VUCA was introduced by the U.S. Army War College to describe the more volatile, uncertain, complex and ambiguous multilateral world which resulted from the end of the Cold War. The common usage of the term VUCA began in the 1990s and derives from military vocabulary. It has been subsequently used in emerging ideas in strategic leadership that apply to wide range of organizations, including everything from for-profit corporations to education.
 
4
Refer Taleb (2012), pp. 231–259.
 
5
Refer Taleb (2010), pp. 85–99.
 
6
Refer Robertson (2014).
 
7
See J.J. Abrams, S. & Dost - Das Schiff des Theseus, 2013.
 
8
Refer Luhmann (1984).
 
9
Refer Pflägling (2015), pp 66–67 u. 217–220.
 
10
Refer Luhmann (1984).
 
12
According Brühl and Pollozek (2015).
 
13
According Farooq and Carroll (2007); NEA (2010).
 
14
Refer Pflägling (2015).
 
15
Refer Spörer and Prieß (2013), pp. 89–94.
 
16
Refer Horx (2005), pp. 52–82.
 
17
Refer Gergs (2016).
 
18
Refer Hedderich (2011).
 
20
See Horx (2015).
 
21
According Brühl and Pollozek (2015).
 
22
See DGFB Lab 2014 Thesenpapier, Mitreden, Mitdenken, Mitgestalten im Unternehmen von morgen!
 
23
Refer to Virginie Luc (1999).
 
24
Refer to Accor reaching for the impossible 1967–2007, 2007.
 
25
Refer Knapp (2013), pp. 134–144.
 
26
Refer Hartman (1967).
 
27
Refer Knapp (2013), pp. 134–144.
 
28
According ISF Munich Nick Kratzer (2003).
 
29
Refer Kötter et al. (2015).
 
30
Refer Moldaschel (2006).
 
31
Refer Moldaschel (2006).
 
32
Refer Ulf Brandes (2015), pp. 41–59.
 
33
Refer Faust et al. (2005), pp. 355–382.
 
34
Theodor Storm an Dorothea Jensen, April 1866.
 
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Metadaten
Titel
Liquid Legal: Organization 4.0: Using Legal Competency for Building Fluid & Innovation-Driven Structures
verfasst von
Gerrit Mauch
Copyright-Jahr
2017
DOI
https://doi.org/10.1007/978-3-319-45868-7_11