Description
Book SynopsisThis volume of Advances in Strategic Management explores emerging trends and contemporary research in the field of organization design. It reflects a renewed focus on the universal problems of organizing—the division of labor and the integration of effort. At the same time, it incorporates new ideas on designs for cooperation in organizations.
The studies published here employ a wide variety of theories and research designs to contribute to this renewal of organization design research, considering collaborative ways of working, organizational learning, and strategic innovation.
Trade ReviewScholars in various areas of business survey emerging trends and research in organization design, focusing on mechanisms and on topics that mainstream journals might consider too exploratory, risky, or unusual. They cover fit and coordination, configuration and control, division of labor and organizational learning, structure and strategy, and new organizational forms and problem solving. Among their topics are designing a culture of collaboration: when changing beliefs is (not) enough, balanced control as an enabler of organizational ambidexterity, differentiation and integration in organizational learning: a garbage can model, organization design and firm heterogeneity: towards an integrated research agenda for strategy, and limits to the wisdom of the crown in idea selection. -- Annotation ©2019 * (protoview.com) *
Table of ContentsIntroduction; John Joseph, Oliver Baumann, Richard Burton, and Kannan Srikanth
Fit and Coordination
Designing a Culture of Collaboration: When Changing Beliefs is (Not) Enough; Ozgecan Kocak and Phanish Puranam
Toward a Theory of Organizational Integration; Xavier Castañer and Mikko Ketokivi Configuration and Control
The Genesis of Control Configurations During Organizational Founding; Laura Cardinal, Sim Sitkin, Chris Long, and C. Chet Miller
Balanced Control as an Enabler of Organizational Ambidexterity; Karl Aschenbrücker and Tobias Kretschmer
Division of Labor and Organizational Learning
Exploration and Negative Feedback – Behavioral Learning, Escalation of Commitment, and Organizational Design; Thomas Keil, Pasi Kuusela, and Nils Stieglitz
Differentiation and Integration in Organizational Learning: A Garbage Can Model; Sangyoon Yi, Nils Steiglitz, and Thorbjørn Knudsen
Structure and Strategy
Organization Design and Competitive Strategy: An Application to the Case of Divisionalization; Metin Sengul
Organization Design and Firm Heterogeneity: Towards an Integrated Research Agenda for Strategy; Florian Englmaier, Nicolai Foss, Thorbjørn Knudsen, and Tobias Kretschmer
New Organizational Forms and Adaptation
Designing a Collaborative Community: An Agent-Based Simulation Model; Børge Obel, Dorthe Døjbak Håkonsson, Lars Bach, and Charles Snow
Limits to the Wisdom of the Crowd in Idea Selection; Felipe Csaszar
Systemic Innovation of Complex One-Off Products: The Case of Green Buildings; Raymond E. Levitt, Riitta Katila and Dana A. Sheffer
