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Eiasm Paper Al-Is Pictures- Rev7 5 2008

Eiasm Paper Al-Is Pictures- Rev7 5 2008

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Published by Albert Lejeune
Architecting organizational
domains in three spaces of strategy
Architecting organizational
domains in three spaces of strategy

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Published by: Albert Lejeune on Dec 06, 2008
Copyright:Attribution Non-commercial

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05/09/2014

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 Architecting
 
organizational
 
domains
 
in
 
three
 
spaces
 
of 
 
strategy
 
Communication
 
at 
 
the
 
WORKSHOP
 
ON
 
 ARCHITECTURE
 
 AND
 
SOCIAL
 
 ARCHITECTURE:
 
DISTURBING
 
NOTIONS
 
OF
 
STRUCTURE
 
IN
 
ORGANIZATIONS
 
by
 
Albert
 
Lejeune
,
 
Professor,
 
ESG
UQAM,
 
Montréal
 
(QC),
 
Canada
 
Ira
 
Sack
,
 
Professor,
 
Stevens
 
Institute
 
of 
 
Technology,
 
Hoboken
 
(NJ),
 
USA
 
ERASMO
 
 –
 
Exploration
 
and
 
Research
 
group
 
in
 
the
 
Architecture,
 
Simulation
 
and
 
Modeling
 
of 
 
Organizations
 
EIASM,
 
THE
 
EUROPEAN
 
INSTITUTE
 
FOR
 
ADVANCED
 
STUDIES
 
IN
 
MANAGEMENT
 
BRUSSELS,
 
MAY
 
15
16,
 
2008
 
 
2
 
Introduction
 
|
 
UQAM
 
Introduction
 
Business
 
and
 
enterprises
 
architects
 
tend
 
to
 
ignore
 
the
 
fact
 
that
 
at
 
the
 
end
 
of 
 
a
 
modeling
 
exercise,
 
people
 
will
 
have
 
to
 
inhabit
 
the
 
designed
 
organization.
 
Borrowing
 
from
 
the
 
sociology
 
of 
 
art
 
and
 
from
 
the
 
sociology
 
of 
 
architecture,
 
we
 
want
 
to
 
show
 
that
 
the
 
architect
 
is
 
deeply
 
dependant
 
on
 
a
 
society
 
that
 
produces
 
a
 
particular
 
space
 
of 
 
representation
 
where
 
the
 
legitimacy,
 
the
 
tools
 
and
 
the
 
theories
 
are
 
predefined.
 
But
 
sociology
 
of 
 
IT
enterprise
and
 
business
 
modeling
 
are
 
still
 
lacking.
 
The
 
IT
business
 
modelers
 
are
 
not
 
space
 
conscious
 
in
 
the
 
sense
 
that
 
they
 
doesn’t
 
know
 
in
 
what
 
social
 
space
 
of 
 
representation
 
they
 
are
 
building
 
theirs
 
models.
 
If 
 
we
 
simplify:
 
some
 
modelers
 
are
 
eager
 
to
 
empty
 
the
 
organization
 
from
 
any
 
kind
 
of 
 
human
 
burden,
 
while
 
others,
 
taking
 
too
 
an
 
abstract
 
and
 
engineering
 
stance,
 
architect
 
a
 
subjects
 
independent
 
organization.
 
We
 
propose
 
in
 
this
 
paper
 
to
 
revise
 
certain
 
contributions
 
in
 
the
 
strategic
 
management
 
literature
 
around
 
three
 
configurations
 
of 
 
the
 
space
 
of 
 
the
 
strategy 
:
 
the
 
empty
 
space,
 
the
 
programming
 
space
 
and
 
the
 
inhabited
 
space.
 
Along
 
the
 
 journey,
 
we
 
will
 
discuss
 
some
 
aspects
 
of 
 
the
 
OM
 
approach
i
 
(Organization
 
Modeling),
 
a
 
modeling
 
approach
 
concerned
 
with
 
both
 
the
 
hard
 
and
 
soft
 
dimensions
 
of 
 
the
 
organization.
 
Designing
 
in
 
a
 
space
 
of 
 
representation
 
In
 
1693,
 
in
 
the
 
Kingdom
 
of 
 
Sicily,
 
the
 
Prince
 
of 
 
Butera,
 
who
 
designed
 
a
 
plan
 
for
 
his
 
Occhiola
 
city
 
destroyed
 
by
 
an
 
earthquake
 
was
 
respected 
 
like
 
a
 
scholar 
 
 for 
 
being
 
able
 
to
 
draw
 
a
 
hexagon
 
on
 
 paper 
 
and 
 
give
 
the
 
necessary 
 
instructions
 
to
 
a
 
capomaestro
 
to
 
 postpone
 
all 
 
on
 
the
 
ground 
ii
.
 
In
 
this
 
case,
 
the
 
ground
 
was
 
“emptied”
 
by
 
an
 
earthquake
 
and
 
hexagonal
 
trajectory.
 
The
 
concept
 
of 
 
a
 
space
 
of 
 
representation
 
is
 
proper
 
to
 
individuals
 
engaged
 
in
 
a
 
creative
 
work
 
or
 
in
 
a
 
design
 
work.
 
Herbert
 
Simon,
 
in
 
his
 
book
 
The
 
Sciences
 
of 
 
the
 
 Artificial 
,
 
defines
 
the
 
design
 
activity
 
in
 
these
 
terms:
 
‘Everyone
 
designs
 
who
 
devises
 
courses
 
of 
 
action
 
aimed 
 
at 
 
changing
 
existing
 
situations
 
into
 
 preferred 
 
ones’ 
 
(1969:
 
129).
 
This
 
design
 
activity
 
defining
 
the
 
work
 
of 
 
engineers,
 
doctors,
 
painters,
 
architects,
 
managers
 
and
 
strategists,
 
carries
 
a
 
single
 
logic:
 
the
 
discovery
 
of 
 
different
 
options
 
in
 
order
 
to
 
meet
 
the
 
design
 
criteria.
 
This
 
process
 
of 
 
seeking
 
solutions,
 
choice
 
and
 
implementation
 
is
 
an
 
ongoing
 
process,
 
because
 
if 
 
this
 
process
 
starts
 
in
 
a
 
particular
 
context
 
(the
 
idea
 
of 
 
a
 
starting
 
 point 
 
for
 
Simon),
 
every
 
step
 
in
 
its
 
implementation
 
creates
 
a
 
new
 
situation,
 
itself 
 
 
3
 
Designing
 
in
 
a
 
space
 
of 
 
representation
 
|
 
UQAM
 
a
 
new
 
context
 
which
 
renews
 
the
 
design
 
activity.
 
For
 
Simon,
 
to
 
reach
 
the
 
construction
 
of 
 
an
 
artifact
 
while
 
respecting
 
the
 
design
 
criteria
 
is
 
first
 
an
 
issue
 
of 
 
representation
 
Solving
 
a
 
 problem
 
simply 
 
means
 
representing
 
it 
 
so
 
as
 
to
 
make
 
the
 
solution
 
transparent 
 
(Simon
 
1969:
 
153).
 
The
 
design
 
activity
 
quickly
 
leads
 
us
 
therefore
 
to
 
consider
 
the
 
concept
 
of 
 
a
 
cognitive
 
space
 
of 
 
representation
 
that
 
is
 
at
 
the
 
same
 
time
 
the
 
internal
 
representation
 
of 
 
the
 
environment
 
of 
 
the
 
task
 
used
 
by
 
the
 
subject
 
and
 
the
 
representation,
 
by
 
the
 
subject
 
of 
 
change
 
and
 
transformation
 
that
 
are
 
possible
 
in
 
the
 
environment
 
of 
 
the
 
task.
 
Below
 
we
 
put
 
fourth
 
and
 
develop
 
the
 
notion
 
of 
 
a
 
social
 
space
 
of 
 
representation
 
and
 
discuss
 
the
 
organization
 
modeling
 
activity
 
in
 
three
 
different
 
spaces
 
of 
 
representation:
 
empty,
 
programming
 
and
 
inhabited.
 
The
 
 space
 
of 
 
the
 
architect 
 
Raymond,
 
an
 
architecture
 
sociologist
iii
 
puts
 
at
 
the
 
center
 
of 
 
his
 
argument,
 
the
 
society
 
as
 
a
 
producer
 
of 
 
a
 
social
 
representation
 
space,
 
which
 
has
 
been
 
the
 
source,
 
throughout
 
history,
 
of 
 
the
 
architectural
 
space
 
of 
 
representation.
 
But
 
what
 
is
 
the
 
space
 
of 
 
representation
 
of 
 
the
 
architect?
 
It
 
is
 
simultaneously
 
a
 
social
 
legitimacy
 
codified
 
by
 
a
 
power
 
(the
 
legitimacy
 
to
 
represent),
 
a
 
set
 
of 
 
technical
 
processes
 
and
 
practices,
 
and
 
a
 
complex
 
of 
 
tools
 
and
 
forms
 
suitable
 
for
 
the
 
mental
 
representation.
 
According
 
to
 
Raymond,
 
the
 
architect
 
who
 
best
 
illustrates
 
a
 
gap
 
in
 
the
 
space
 
of 
 
representation
 
is
 
Le
 
Corbusier.
 
He
 
wanted
 
to
 
give
 
the
 
modern
 
era
 
white
 
cathedrals.
 
The
 
reading
 
of 
 
his
 
works
 
is
 
indicative
 
of 
 
that
 
empty
 
space,
 
which
 
allows
 
all
 
trajectories:
 
Culture
 
is
 
an
 
orthogonal 
 
mindset.
 
This
 
leads
 
to
 
the
 
right 
 
when
 
you're
 
strong
 
enough,
 
enough
 
armed 
 
and 
 
quite
 
lucid 
 
and 
 
want 
 
to
 
draw
 
 perfect 
 
lines’ 
 
(1925).
 
A
 
detour
 
through
 
some
 
books
 
on
 
the
 
architect,
 
art
 
and
 
architecture
iv
 
has
 
enabled
 
us
 
to
 
extend
 
this
 
notion
 
of 
 
space
 
representation.
 
Like
 
the
 
painter,
 
the
 
strategist
 
has,
 
before
 
acting,
 
a
 
mental
 
map
 
which
 
contains
 
a
 
blueprint,
 
powerful
 
and
 
blunt,
 
of 
 
what
 
he
 
wants
 
to
 
achieve.
 
For
 
the
 
Prince
 
of 
 
Butera
 
it
 
is
 
a
 
hexagon,
 
for
 
Le
 
Corbusier
v
,
 
the
 
obsession
 
of 
 
the
 
right
 
angle,
 
and
 
for
 
Andrew
 
Fastow,
 
the
 
former
 
Enron
 
Corp.
 
executive
 
who
 
masterminded
 
the
 
intricate
 
financial
 
deals,
 
it
 
is
 
the
 
magic
 
of 
 
a
 
57
 
%
 
annual
 
growth
vi
.
 
Prior
 
to
 
their
 
publication
 
in
 
the
 
form
 
of 
 
a
 
plan,
 
these
 
visions
 
are
 
a
 
sketch
 
for
 
the
 
Prince
 
of 
 
Butera,
 
a
 
mock
up
 
for
 
Le
 
Corbusier
 
or
 
a
 
spreadsheet
 
for
 
Fastow.
 
Action
 
is
 
the
 
fundamental
 
link
 
between
 
the
 
strategy
 
and
 
what
 
it
 
takes
 
as
 
an
 
object
 
of 
 
reflection
 
and
 
action
 
in
 
its
 
environment.
 
The
 
Prince
 
of 
 
Butera,
 
Le
 
Corbusier
 
or
 
Fastow,
 
as
 
strategists,
 
is
 
not
 
in
 
a
 
position
 
of 
 
perception
 
(trying
 
to
 
understand
 
the
 
context)
 
or
 
projection
 
(eager
 
to
 
generate
 
consensus).
 
The
 
strategist
 
acts,
 
but
 
doesn’t
 
share
 
his
 
mental
 
map.
 
Guided
 
by
 
a
 

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