Organization design is a key feature of management theory and practice. This book offers international coverage, and is the third to emerge from a series of workshops on organization design, featuring new empirical research and theoretical insights.

Organization design is a key feature of management theory and practice. It addresses the challenges of constructing and maintaining effective organizations. Essential to organizational design is the assumption that it can improve organizations.

Faced with the ever-accelerating pace of technological change and the restructuring of markets, many firms have been questioning their own organization. This book is the third to emerge from a series of workshops on organization design, featuring new empirical research and theoretical insights. The chapters are organized around four central themes: 1) Towards New Organizational Forms, 2) Dynamics of Adaptation and Change, 3) Theoretical and Practical issues, 4) Fit and Performance. Collectively, the chapters reflect the state of the art of OD as well as provide a further step towards the evolution of this important field of research.

Third in a group of books emerging from ongoing workshops on the state of the art in organization design International coverage, with authors from the U.S., Europe, and Israel Includes examples of innovative practices in different types of organizations Includes supplementary material: sn.pub/extras

Klappentext

Organization design (OD) is a key feature of management theory and practice. It addresses the challenges of constructing and maintaining effective organizations. Essential to its application is the assumption that it can improve organizations and their performance.

Faced with the ever-accelerating pace of technological change and the restructuring of markets, many firms have questioned their own organizational structures and processes. Consequently, we have witnessed much organizational experimentation and the development of new forms of organizing over the last decade. How does organization design inform such experimentation? And how can organization design help managers gain insights and advance the current understanding of how organizations can meet environmental challenges and constraints in the future?

This book is the third volume to emerge from a series of workshops on organization design, featuring new empirical research and theoretical insights. The chapters are organized around three central themes: (1) Towards New Organizational Forms; (2) Dynamics of Adaption and Change; and (3) Fit and Performance. The chapters cover such timely issues as organizational networks, virtuality, learning, dynamic capabilities, and adaptation. Common to all contributions is a focus on the core theories of OD and emerging perspectives. Collectively, the chapters reflect the state of the art of OD and provide a further step toward the evolution of this important field of research.

Inhalt
Toward New Organizational Forms.- Blade.Org: A Collaborative Community of Firms.- Network-Level Task and the Design of Whole Networks: Is There a Relationship?.- Dynamics of Adaptation and Change.- Organizational Trade-Offs and the Dynamics of Adaptation in Permeable Structures.- Unpacking Dynamic Capability: A Design Perspective.- Predicting Organizational Reconfiguration.- Embedding Virtuality into Organization Design Theory: Virtuality and Its Information Processing Consequences.- Fit and Performance.- Learning-Before-Doing and Learning-in-Action: Bridging the Gap Between Innovation Adoption, Implementation, and Performance.- Underfits Versus Overfits in the Contingency Theory of Organizational Design: Asymmetric Effects of Misfits on Performance.