Dec 23, 2025·Proceedings of the ... Annual Hawaii International Conference on System Sciences/Proceedings of the Annual Hawaii International Conference on System Sciences
Decentralized Autonomous Organizations (DAOs) integrate blockchain-based automation with novel forms of collective governance, yet research on them remains fragmented across technical and organizational silos, hindering a comprehensive understanding of DAOs as socio-technical systems. To bridge these gaps, we first conduct a systematic umbrella review of 12 prior surveys to map research themes and persistent gaps. Based on this analysis, we propose a novel, three-layer framework that explicitly links (i) technical artefacts (the infrastructure, e.g., tokens, smart contracts), (ii) governance logics (the rules, e.g., incentives, consensus mechanisms), and (iii) organizational manifestations (the outcomes, e.g., proposals, votes). By making cross-layer dependencies explicit, the framework enables more holistic theorizing, supports comparative empirical work, and provides a diagnostic tool for practitioners dealing with design trade-offs between decentralization, efficiency, and participation.
The Process of Organizational Development Human group coordination naturally progresses from the first stage, chaos (barbarians ravaging the landscape, "Raahr!"), to decentralized organization ("Let's all agree to band together to defend ourselves from the barbarians"), to centralized organization ("Long live the king").Abstractly, the first stage is chaos, completely disorganized individualized power centers, or nodes in the network.We imagine chaos as random uncoordinated actions, the first moments after the Big Bang, the static of your television screen flooded with turbulent Brownian motion.These individualized power centers proceed to decentralized organization when the powers become more correlated, aligned by a common principle, a transcendental goal, an ideal.The individuals may begin to partially imitate each other as they seek to progress toward this common goal.The individual nodes remain autonomous; the network does not have fixed roles for each member.But they are all responding to a higher calling as they unite in purpose.This newfound harmony makes the group more efficient than before, as they find varying ways to collaborate in more complex cooperative behaviors."The values are the organization."The final stage is a centralized hierarchy.The harmony and cooperation of the decentralized organization filters the group into an ever tighter and more complex hierarchical structure, raising some individuals into positions of power over others (see Figure 0.1).If successfully completed, a tree structure emerges, a hierarchy, Figure 0.1: Centralized hierarchy emerges from decentralized structure by prioritizing some connections over others.
This thesis examines tactical lessons learned from recent military operations other than war (MOOTW) for implications on leadership development for junior leaders in the United States Marine Corps. A doctrinal examination of MOOTW provides the context for the study. The research questions focus on unique leadership capabilities and competencies necessary for junior Marine Corps leaders in the MOOTW environment. The research involved analysis of recent tactical experiential lessons. These tactical lessons learned, coupled with the doctrinal examination, result in MOOTW specific junior leader competencies necessary for MOOTW organizational effectiveness. The results synthesize into three key competency areas: (1) ability to adapt leadership roles to diverse environments, (2) independent decision-making skills for decentralized operations, and (3) ability to develop leadership skills in team members. Theoretical leadership development frameworks are reviewed for insight into improving these junior leader competencies in the Marine Corps. Recommendations include focusing MOOTW training on the characteristics of: (1) highly politicized environment at all levels of command, (2) high ambiguity between combatants and non-combatants, (3) decision-making at the lowest tactical levels in a decentralized environment, (4) development of teams to operate autonomously in this decentralized environment, and (5) reinforcement that tactical decisions by junior leaders have operational and even strategic impact.