Contains chapters that are organized around four central themes: Towards New Organizational Forms; Dynamics of Adaptation and Change; Theoretical and Practical issues; and, Fit and Performance.
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. Consequently, we have witnessed much organizational experimentation and the development of new forms of organizing over the last decade. How does organizational design inform such experimentation? And how can organizational design help managers gain insights and advance the prevalent understanding of how organizations can meet such new environmental challenges and constraints? 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: Towards New Organizational Forms; Dynamics of Adaptation and Change; Theoretical and Practical issues; and, Fit and Performance. We include an outline for the book with authors and chapter titles.; Common for all individual contributions is a focus on the core theories of OD and emerging perspectives. 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.
Introduction: Use of Theory in Organization Design Research Part 1: Towards New Organizational Forms 1. Blade.org: A Collaborative Community of Firms 2. Network-level Task and the Design of Whole Networks: Is There a Relationship? Part 2: Dynamics of Adaptation and Change 3. Organizational Tradeoffs and the Dynamics of Adaptation in Permeable Structures 4. Unpacking Dynamic Capability: A Design Perspective 5. Predicting Organizational Reconfiguration 6. Embedding Virtuality into Organization Design Theory: Virtuality and Its Information Processing Consequences Part 3: Fit and Performance 7. Learning-before-doing and Learning-in-action: Bridging the Gap Between Innovation Adoption, Implementation, and Performance 8. Underfits versus Overfits in the Contingency Theory of Organizational Design: Asymmetric Effects of Misfits on Performance Index