Organizational structure - Revision history

TiberiusB: /* Interlocking structural dimensions */

2026-09-16T22:10:21Z

Interlocking structural dimensions

TiberiusB: /* NOTE */

2026-09-16T22:05:10Z

NOTE

TiberiusB at 20:11, 3 July 2026

2026-07-03T20:11:08Z

Show changes

TiberiusB: /* See also */

2026-02-20T18:38:40Z

TiberiusB: /* Relative to NRP-CAS */

2025-09-14T19:07:03Z

Relative to NRP-CAS

TiberiusB: /* Organizational typologies according to culture */

2025-09-14T19:05:57Z

Organizational typologies according to culture

TiberiusB: /* Affiliation */

2025-01-18T19:30:54Z

Affiliation

TiberiusB: /* Affiliation */

2025-01-18T19:22:22Z

Affiliation

TiberiusB: /* Interlocking structural dimensions */

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Interlocking structural dimensions

TiberiusB: /* Interlocking structural dimensions */

2024-04-09T20:05:00Z

Interlocking structural dimensions

@@ Line 18: / Line 18: @@
 * [[methodologies]]
 * [[infrastructure]]
-* [[Incentive system|Incentives]]
+* [[Incentive system|incentives]]
 * [[legal structure]]
-These structural dimensions are interlocked, in the sense that one cannot be conceived independently from all the others. For example, the ''tools'' that people use to conduct their activities have ''cultural'' elements embedded. On the other hand, using a given set of ''tools'' puts pressure and transform some ''cultural'' elements. The same can be said about ''methods''. For example, when activities are documented, this documentation can be done collaboratively or not, depending on the ''culture'', and the support or deliverable of the documentation activity can be set as a public document or restricted to a specific group of individuals. Moreover, if the [[organization]] embraces the [[open culture]] it may put in place rules ([[governance]]) to force [[agents]] to publicly share their documentation, or the documentation tools can have publication as a default feature.
+These structural dimensions are interlocked, in the sense that one cannot be conceived independently from all the others. For example, the ''tools'' that people use to conduct their activities have ''cultural'' elements embedded and designed to be compatible with the methodologies employed. On the other hand, using a given set of ''tools'' puts pressure and transform some ''cultural'' elements. The same can be said about ''methods''. For example, when activities are documented, this documentation can be done collaboratively or not, depending on the ''culture'', and the support or deliverable of the documentation activity can be set as a public document or restricted to a specific group of individuals. Moreover, if the [[organization]] embraces the [[open culture]] it may put in place rules ([[governance]]) to force [[agents]] to publicly share their documentation, or the documentation tools can have publication as a default feature.
-The relationship among these structural dimensions is driven by the [[economic model]], within an economic reality (a complex system), which is a set of principles that lead to a specific mode of production and distribution / dissemination, with a given set of characteristics. In turn, the [[economic model]] is strongly dependent on the [[property]] regimes that are used. Only a limited number of (a family) economic models can be designed or implemented on top of the [[property]] regimes that are chosen or practiced.
+The relationship among these structural dimensions is driven by the [[economic model]], within an economic reality (a complex system), a set of principles that lead to a specific mode of production and distribution / dissemination, with a given set of characteristics. In turn, the [[economic model]] is strongly dependent on the [[property]] regimes that are used. Only a limited number of (a family) economic models can be designed or implemented on top of the [[property]] regimes that are chosen or practiced.
 All this rests on the shared [[culture]]. In other words, people form [[organizations]] that are compatible with their values. Conversely, ''organizational structures'' exert pressure can modify people's values and model behavior.
@@ Line 29: / Line 29: @@
 Ultimately, ''organizational structure'' responds to a necessity or is seen as a vehicle to achieve some goals, as a vessel that contains activities that must be deployed to achieve these goals. A compromise is made by people between the need to achieve their goals, in an efficient and effective way, with their shared values. One can be compromised over the other, in context.
-In reality, only a few individuals are involved in shaping organizations, and in doing so, they try to attend to their personal needs and aspirations to the detriment of other people's needs and aspirations. For example, corporations are vehicles to get rich and powerful in capitalism, exploiting workers, or offering workers much less benefits by building dependencies through the larger system (keeping people poor, in debt, in perpetual need of a job, with not much power of negotiation).
+In the traditional world, only a few individuals are involved in shaping organizations, and in doing so, they try to attend to their personal needs and aspirations to the detriment of other people's needs and aspirations. For example, corporations are vehicles to get rich and powerful in capitalism, exploiting workers, or offering workers much less benefits by building dependencies through the larger system (keeping people poor, in debt, in perpetual need of a job, with not much power of negotiation).
 =Organizational typologies according to culture=

@@ Line 9: / Line 9: @@
 An [[OVN]] is an emergent [[organization]], which means that its structure is evolving from its activities, within a context, and may change as its interactions with its environment changes.
-If we consider organizations as [[living systems]] the structure doesn't complexity describe the [[organization]], as the [[organization]] is not a machine, it doesn't run like a clock or like a car. The structure is a set of boundaries that constrain processes in a way to diminish the probability that the organization exhibits some undesired behavior. Within these boundaries the [[organization]] can evolve and its behavior, or future state, is not entirely determined by its structure.
+If we consider organizations as [[living systems]] the structure doesn't describe the [[organization]] in [[complexity]] terms, as the [[organization]] is not a machine, it doesn't run like a clock or like a car. The structure is a set of boundaries that constrain processes in a way to diminish the probability that the organization exhibits some undesired behavior. Within these boundaries the [[organization]] can evolve and its behavior, or future state, is not entirely determined by its current structure, although path-dependency must be considered to fully understand structural change.
 =Interlocking structural dimensions=

← Older revision		Revision as of 18:38, 20 February 2026
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	* [[Organization]]		* [[Organization]]
	* [[Legal structure]]		* [[Legal structure]]
		+	* [[Collective forms]]

← Older revision		Revision as of 19:07, 14 September 2025
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−	Get inspired [https://docs.google.com/document/d/1OytVGkt56a8gaWs64a6Ggj8Sg4WZqo6VDDK0GcH2Kvc/pub from ~~SENSORICA~~].	+	Get inspired [https://docs.google.com/document/d/1OytVGkt56a8gaWs64a6Ggj8Sg4WZqo6VDDK0GcH2Kvc/pub from Sensorica].

	See [https://metamaps.hackpad.com/Formal-Membership-of-MM-OVN-iXZRnSI9OXi Metamaps membership]		See [https://metamaps.hackpad.com/Formal-Membership-of-MM-OVN-iXZRnSI9OXi Metamaps membership]

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 Distinguishes one organization from other through cultural profiles, some organizations have culture that give rise to excellent performance and it happens when organization have intelligent and logical persons, otherwise it does not allow such greatness in performance and such kind of persons causes failure of the organization. A  general  caveat  in the  use  of  typologies  is the  fact  that they  are metaphors  and are  meant  to serve  illustrative purposes  only.  Over-stretching  meanings  may lead  to  a misrepresentation of organizational cultures.
-Cameron and Freeman (1991) identified four organizational culture types:
+'''Cameron and Freeman (1991) identified four organizational culture types:'''
 * Clan culture;
 * Adhocracy culture;
@@ Line 41: / Line 41: @@
 * Market culture.
-Herminingsih, (2014)
+'''Herminingsih, (2014)'''
 * Reward culture,
 * Stability culture,
@@ Line 50: / Line 50: @@
 * Supportive culture / Olanipekun & Aje, (2013)
-In later research the authors (Deshpande & Farley 1999) identified four types of cultures:
+'''In later research the authors (Deshpande & Farley 1999) identified four types of cultures:'''
 * Competitive culture;
 * Entrepreneurial culture;
 * Bureaucratic; and Consensual /  Geldenhuys, (2006)
-Wallach’s (1983) organizational culture index profiles culture in three
+'''Wallach’s (1983) organizational culture index profiles culture in three'''
 * Stereotypical dimensions:
 * Bureaucratic culture;
@@ Line 61: / Line 61: @@
 * Supportive culture  / Geldenhuys, (2006)
-Gershon, Stone Bakker & Larson (2004) Identified four dimensions of cultures
+'''Gershon, Stone Bakker & Larson (2004) Identified four dimensions of cultures'''
 * Leadership characteristics Group
 * Behaviour and relationship
@@ Line 67: / Line 67: @@
 * Structural attributes of quality work
-Emmanuel Ogbonna and Lloyd C. Harris used this Dimension in (2000)
+'''Emmanuel Ogbonna and Lloyd C. Harris used this Dimension in (2000)'''
 * Innovative culture.
 * Competitive culture.
@@ Line 73: / Line 73: @@
 * Community culture  / Ogbonna & Harris
-Trompanaars 1993 Identified seven different dimensions of cultures
+'''Trompanaars 1993 Identified seven different dimensions of cultures'''
 * Particularize versus Universalism,
 * Diffuse versus Specific,
@@ Line 81: / Line 81: @@
 * Attitude to environment & Attitude to time  / Trompanaars (1993) in Todeva,
-Four dimensions of organization culture
+'''Four dimensions of organization culture'''
 * Power distance
 * Individualism
@@ Line 88: / Line 88: @@
-Quinn and Roorbaugh (1983) considered organization dimensions as four
+'''Quinn and Roorbaugh (1983) considered organization dimensions as four'''
 * Rational (or market) culture,
 * Hierarchical culture,
@@ Line 94: / Line 94: @@
 * Development culture
-Ali, Ahmadi, & Salamzadeh, (2012)13 Alexander (1983) describe organizational culture as these
+'''Ali, Ahmadi, & Salamzadeh, (2012)13 Alexander (1983) describe organizational culture as these
-Organizational and personal pride,
+Organizational and personal pride,'''
 * Performance excellent
 * Teamwork and communication,
@@ Line 106: / Line 106: @@
 * Conduct and openness
-Ankrah 2007 used these and measured organizational culture of construction firms in United Kindom
+'''Ankrah 2007 used these and measured organizational culture of construction firms in United Kindom'''
 * Leadership culture
 * Client culture
@@ Line 113: / Line 113: @@
 * Workforce culture
-Ankrah, (200715 Sarki and Adulhamid (2016) identified the culture of paymasters in construction industry organization in Nigeria
+'''Ankrah, (200715 Sarki and Adulhamid (2016) identified the culture of paymasters in construction industry organization in Nigeria
-Norm of Work Culture
+Norm of Work Culture'''
 * Task Culture
 * Constructive cultures

@@ Line 211: / Line 211: @@
 '''active affiliate'''
-Anyone who contributes to the OVN in a tangible way to increase the value of artifacts designed and fabricated by the OVN or to help sustain and improve the OVN's community, its image, its infrastructure, etc., AND is recognized by the OVN's ''affiliates'' for being able to do so, can become an ''active affiliate''. More formally, ''active affiliates'' are individuals or organizations that are contributing to the [[OVN]] in a meaningful way, defined by a network-wide decision or by a [[governance equation]]. This requires logging of [[contributions]] in the [[contribution accounting system]] and documenting work.
+: Anyone who contributes to the OVN in a tangible way to increase the value of artifacts designed and fabricated by the OVN or to help sustain and improve the OVN's community, its image, its infrastructure, etc., AND is recognized by the OVN's ''affiliates'' for being able to do so, can become an ''active affiliate''. More formally, ''active affiliates'' are individuals or organizations that are contributing to the [[OVN]] in a meaningful way, defined by a network-wide decision or by a [[governance equation]]. This requires logging of [[contributions]] in the [[contribution accounting system]] and documenting work.
 * ''Permissions'': Have access to the OVN’s infrastructure (physical and virtual) by the [[nondominium]] and the [[custodian]] agreement, to the OVN’s production and [[dissemination]]/distribution assets, to [[governance]] and [[decision making]].
 * ''Responsibilities and obligations'': ''Active affiliates'' need to adhere to the principles behind the [[Benefits redistribution algorithm]]. They must agree with the affiliation conditions.
 * ''Integration process'': To become an ''Active affiliate'' contribute to the OVN, in the context of a [[project]] or a [[venture]]. To make the process easier, contact the community or one of its ''affiliates'' to be guided ([[onboarding]]). All ''active affiliates'' have a [[profile]] and are listed in the [[affiliate registry]]. You only become an ''active affiliate'' based on the conditions above.
 NOTE: this section needs improvement, reference to [[nondominium]] and [[custodian agreement]], on top of [[NRP-CAS]].

@@ Line 190: / Line 190: @@
 ==Affiliation==
-Affiliation is a relationship between a particular [[agent]] and the ensemble of other [[agents]] that interact within an OVN, considered as peers, and with the shared [[resources]], in the context of [[processes]] and [[ventures]] of the OVN, respecting a self-imposed set of [[norms]] and [[rules]]. It denotes the degree of involvement.
+Affiliation is a relationship between a particular [[agent]] and the ensemble of other [[agents]] that interact within an OVN, considered as peers, and with the shared [[resources]], in the context of [[processes]], [[projects]] and [[ventures]] of the OVN, respecting a self-imposed set of [[norms]] and [[rules]]. It denotes the degree of involvement.
 OVN ''affiliates'' are [[agents]], entities (individuals or organizations) who have logged [[contributions]] in the [[NRP-CAS]].
-NOTE: In a p2p context it is not advised to reduce [[agents]] or ''affiliates'' to ''users'', as it is used in discussions about online centralized platforms such as Facebook or Twitter. The difference is that ''users'' in that context have no control over the platform. See [[Difference between member and user]].
+NOTE: In a p2p context it is not advised to reduce [[agents]] or ''affiliates'' to ''users'', as it is used in discussions about online centralized platforms such as Facebook or Uber. The difference is that ''users'' in that context have no control over the platform. See [[Difference between member and user]].
 '''unaffiliated'''
-: Individuals or organizations that do not take part in activities in any way, but might have access to public information about the OVN and observe it from a distance. These are individuals who have heard about THE ovn or who are susceptible to respond to information about the OVN.  The unaffiliates are anonymous or unknown by ''affiliates'' of the [[OVN]]. But they can be recognized as a class/population and their general characteristics can be revealed by a survey and statistical analysis.
+: Individuals or organizations that do not take part in activities in any way, but might read information about the OVN and observe it from a distance. These are individuals who have heard about the OVN or who are susceptible to respond to information about the OVN.  The unaffiliates are anonymous or unknown by ''affiliates'' of the [[OVN]]. But they can be recognized as a class/population and their general characteristics can be revealed by a survey and statistical analysis.
-* ''Privileges and permissions'': Only have access to public information through the OVN's website and social media channels.
+* ''Privileges and permissions'': Only have access to information through the OVN's web presence, social media channels, etc.
-* ''Obligations'': OVN* ''Integration process'': Anyone out there is a unafiliated
+* ''Obligations'': No obligation, anyone out there is a unafiliated.
@@ Line 211: / Line 211: @@
 '''active affiliate'''
-Anyone who contributes to the OVN in a tangible way to increase the market valuation of products designed and manufactured by the OVN or to help sustain and improve the OVN's community, its image, its infrastructure, etc., AND is recognized by the OVN's ''affiliates'' for being able to do so can become an ''active affiliate''. More formally, ''active affiliates'' are individuals or organizations that are contributing to the [[OVN]] in a meaningful way, defined by a network-wide decision or by a [[governance equation]]. This requires logging of [[contributions]] in the [[value accounting system]] and documenting work.
+Anyone who contributes to the OVN in a tangible way to increase the value of artifacts designed and fabricated by the OVN or to help sustain and improve the OVN's community, its image, its infrastructure, etc., AND is recognized by the OVN's ''affiliates'' for being able to do so, can become an ''active affiliate''. More formally, ''active affiliates'' are individuals or organizations that are contributing to the [[OVN]] in a meaningful way, defined by a network-wide decision or by a [[governance equation]]. This requires logging of [[contributions]] in the [[contribution accounting system]] and documenting work.
-* ''Permissions'': Have access to the OVN’s infrastructure (physical and virtual) by the [[nondominium]] and the [[custodian]] agreement, to the OVN’s production and distribution assets, to [[governance]] and [[decision making]].
+* ''Permissions'': Have access to the OVN’s infrastructure (physical and virtual) by the [[nondominium]] and the [[custodian]] agreement, to the OVN’s production and [[dissemination]]/distribution assets, to [[governance]] and [[decision making]].
 * ''Responsibilities and obligations'': ''Active affiliates'' need to adhere to the principles behind the [[Benefits redistribution algorithm]]. They must agree with the affiliation conditions.
-* ''Integration process'': To become an ''active affiliate'' contact the community or one of its ''affiliates''. All ''active affiliates'' have a [[profile]] and are listed in the [[affiliate registry]]. You only become an ''active affiliate'' based on the conditions above.
+* ''Integration process'': To become an ''Active affiliate'' contribute to the OVN, in the context of a [[project]] or a [[venture]]. To make the process easier, contact the community or one of its ''affiliates'' to be guided ([[onboarding]]). All ''active affiliates'' have a [[profile]] and are listed in the [[affiliate registry]]. You only become an ''active affiliate'' based on the conditions above.
@@ Line 221: / Line 221: @@
 '''inactive affiliate'''
-: Individuals or organizations that have already contributed to the [[OVN]] in the past (meaning that their [[contributions]] have been recorded in the OVN’s [[contribution accounting system]]), but have become inactive, or that have expressed their willingness to contribute to the OVN's [[ventures]] but have not contributed with anything meaningful/tangible yet. ''Inactive affiliates'' have more creative and productive potential for the network than ''close affiliates'', in that they have been or will be involved in some activities, and maintain strong relations with ''active affiliates''.
+: Individuals or organizations that have already contributed to the [[OVN]] in the past (meaning that their [[contributions]] have been recorded in the OVN’s [[contribution accounting system]]), but have become inactive. ''Inactive affiliates'' have more creative and productive potential for the network than ''close affiliates'', in that they have been or probably will be involved in some activities, and maintain stronger relations with ''active affiliates''.
-* ''Privileges and permissions'': Have access to nonpublic information about the OVN. Can participate in some activities like meetings and presentations. Have access to some or all the OVN's communication systems. Participate in [[decision making]].
+* ''Privileges and permissions'': Have access to insights about the OVN. Can participate in some activities like meetings and presentations. Have access to some or all the OVN's communication systems, can participate in [[decision making]], based on the [[governance equation]].
 * ''Responsibilities and obligations'': Respect the OVN’s assets and ''affiliates''.
-* ''Integration process'': To become an ''affiliate'' one needs to contact the community or one of its ''affiliates''. All ''affiliates'' have a profile and are listed in the [[affiliate registry]].
+* ''Integration process'': Make new [[contributions]] to the OVN, in the context of a [[project]] or [[venture]]. All ''affiliates'' have a profile and are listed in the [[affiliate registry]].
 ===Formal affiliation===
-Becoming an active affiliate within the an OVN formally consists of a mutual and explicit agreement to the principles, guidelines and [[rules]] of the OVN. These can be considered a "Terms of Participation" (ToP) of the commons of the OVN. This Terms of Participation currently consists of:
+Becoming an ''active affiliate'' within the an OVN formally consists of a mutual and explicit agreement to the principles, guidelines and [[rules]] of the OVN. These can be considered a "Terms of Participation" (ToP) of the commons of the OVN. This Terms of Participation currently consists of:
 # reading and acknowledging the Affiliate Handbook - see [https://docs.google.com/document/d/1R1kH9zYlDXW6yMTNJ-4bf2F5EZoJ8AO64Vbo2e-9k8U/edit Sensorica's handbook]
@@ Line 238: / Line 238: @@
 ===Affiliate registration===
 Prospective affiliates will be invited to:
 * engage in conversation with multiple active affiliates, collaborate with other active affiliates to provide background information, work samples, written documentation
 * review the public knowledge base(s) about the OVN
@@ Line 247: / Line 247: @@
 ===Rationale===
-Since Sensorica’s inception in early 2011, we have observed different types of involvement and contributions, which can help us define different types of affiliation.
+Since [[Sensorica]]’s inception in early 2011, we have observed different types of involvement and [[contributions]], which can help us define different types of affiliation.
 On passive involvement
-Some individuals that are on our mailing list and have access to our private database (most of them only View access) have been very passive. It is hard to know if they actually follow us regularly and if they absorb information (todo: do a survey). It is also hard to know if they propagate this information through their social networks. In fact, it is hard to know what they do with the information they absorb.
-On negative involvement
+'''On passive involvement'''
 We have NOT observed yet any deliberate destructive action of tangible property.
 In the spring of 2014 Sensorica had a first crisis around the use of brand and around its core values and principles. [[Bob]] created [https://docs.google.com/document/d/1KE58mJO65NsXhvEKE4N7KpPeZAt5rN9R5GuIlPlgfUA/edit this document] to help the community analyse this crisis and learn from it.
-In the summer of 2014 Sensorica went through a second crisis around the question of sustaining the commons. [[Tibi]] created [https://docs.google.com/document/d/17mkjMSvJUrE4rXCN_i3X3j5225VtTcB50HHGxI7fjXk/pub this document] to help the community create new norms and rules. Some individuals engaged in negative publicity about Sensorica.
+In the spring of 2014 [[Sensorica]] had a first crisis around the use of [[brand]] and around its core values and principles. [[Bob]] created [https://docs.google.com/document/d/1KE58mJO65NsXhvEKE4N7KpPeZAt5rN9R5GuIlPlgfUA/edit this document] to help the community analyse this crisis and learn from it.
-Involvement and time
+In the summer of 2014 Sensorica went through a second crisis around the question of sustaining the commons. [[Tibi]] created [https://docs.google.com/document/d/17mkjMSvJUrE4rXCN_i3X3j5225VtTcB50HHGxI7fjXk/pub this document] to help the community create new norms and rules. Some individuals engaged in negative publicity about [[Sensorica]].
 * Intense: almost daily contributions, very committed
 * Availability driven: contributions are sporadic, based on availabilities

@@ Line 23: / Line 23: @@
 These structural dimensions are interlocked, in the sense that one cannot be conceived independently from all the others. For example, the tools that people use to conduct their activities have cultural elements embedded. On the other hand, using a given set of tools activities some cultural elements. The same can be said about methods. For example, when activities are documented, this documentation can be done collaboratively or not, depending on the culture, and the support or deliverable of the documentation activity can be set as a public document or restricted to a specific group of individuals. Moreover, if the organization embraces the [[open culture]] it may put in place rules ([[governance]]) to force [[agents]] to publicly share their documentation, or the documentation tools can have publication as a default feature.
 The relationship among these structural dimensions is driven by the [[economic model]], which is a set of principles that lead to a specific mode of production and distribution / dissemination, with a given set of characteristics. In turn, the economic model is strongly dependent on the [[property]] regimes that are used. Only a limited number of (a family) economic models can be designed or implemented on top of the [[property]] regimes that are chosen or practised.
 =Organizational typologies according to culture=

@@ Line 14: / Line 14: @@
 We can identify various types of organizational structures, which are strongly interconnected, forming a holistic boundary system.
 * [[culture]] and [[ethos]]
-* [[Property]] regime(s)
+* [[property]] regime(s)
 * [[Incentive system|Incentives]]
 * [[methodologies]]