title: Spiral dynamics, system cycles and new organizational models: Pearlescent enterprises
metadata.name: dc.contributor.author
metadata.value: Kleiner, George B.
metadata.lang: -
metadata.name: dc.date.accessioned
metadata.value: 2021-03-11T10:02:19Z
metadata.lang: -
metadata.name: dc.date.available
metadata.value: 2021-03-11T10:02:19Z
metadata.lang: -
metadata.name: dc.date.issued
metadata.value: 2020-12
metadata.lang: -
metadata.name: dc.identifier.citation
metadata.value: Kleiner G. B. 2020. Spiral dynamics, system cycles and new organizational models: Pearlescent enterprises. Russian Management Journal 18 (4): 471–496.
metadata.lang: en_GB
metadata.name: dc.identifier.other
metadata.value: https://doi.org/10.21638/spbu18.2020.401
metadata.lang: -
metadata.name: dc.identifier.uri
metadata.value: http://hdl.handle.net/11701/25351
metadata.lang: -
metadata.name: dc.description.abstract
metadata.value: According to C. Graves, D. Beck, and C. Cowan’s Spiral Dynamics theory, the development of a
  socio-economic system, including an individual, organization, society, occurs discretely by moving
  from one level to another under the influence of change in the dominant value system. The authors
  of the Spiral Dynamics theory point to 8 levels, marked with a uniform color — from beige to
  turquoise. In this article, based on the analysis of trends in enterprises’ organizational models,
  the list of known organizational forms is supplemented by a new model —
  “pearlescent organization”.
  This form of an organization aims to strengthen employees’ emotional attachment due to
  an increase in the enterprise’s internal diversity, adaptability, and flexibility of the structure. The
  model of synthesis of the theory of linear change of value systems and cyclical change of four
  phases of the enterprise’s state is also developed in the article. Each of these stages is characterized
  by the dominance of the object, project, process, or environmental subsystems of the enterprise.
  The conditions for the transition from one stage of enterprise development to another,
  particularly the transformation of the turquoise stage into the pearlescent one, are shown based
  on this model.
metadata.lang: en_GB
metadata.name: dc.language.iso
metadata.value: ru
metadata.lang: en_GB
metadata.name: dc.publisher
metadata.value: St Petersburg State University
metadata.lang: en_GB
metadata.name: dc.relation.ispartofseries
metadata.value: Russian Management Journal;Volume 18; Issue 4
metadata.lang: -
metadata.name: dc.subject
metadata.value: Spiral Dynamics theory
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: System Cycle theory
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: company
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: turquoise organization
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: pearlescent organization
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: hierarchy
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: organizational model
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: organizational management
metadata.lang: en_GB
metadata.name: dc.title
metadata.value: Spiral dynamics, system cycles and new organizational models: Pearlescent enterprises
metadata.lang: en_GB
metadata.name: dc.type
metadata.value: Article
metadata.lang: en_GB
resources.filename: 471-496.pdf
resources.url: https://dspace.spbu.ru/bitstream/11701/25351/1/471-496.pdf
resources.format: Adobe PDF
resources.size: 227,33 kB