Journal of Organization Design

Journal of Organization Design (JOD) is an official publication of the Organizational Design Community, an international community of scholars, executives, and organizations dedicated to advancing the theory and practice of organization design. The mission of the journal is to publish theoretically sound and practically relevant articles on all aspects of organization design. JOD has a distinguished editorial board and a double-blind review process, ensuring that the journal maintains rigorous scientific standards and publishes high-quality work. JOD is covered by the major abstracting and indexing services so authors’ work is widely available. The editorial team of JOD is committed to conducting a prompt review and editorial process so that authors are able to publish their ideas and findings in a timely fashion. Individuals who are interested in publishing in JOD should submit their paper in one of five formats: Research Article, Case Study, Translational Article, Point of View, and Urgent Issue.

JOD is covered by the following abstracting and indexing services: SSRN, Crossref, WorldCat, SUNCAT, DOAJ, EBSCO, EconBiz, Citefactor, and International Scientific Indexing (ISI).



New volume launched: Journal of Organization Design Volume 4, Issue 2, now online!

It is a great pleasure to announce that the Organizational Design Community has published volume 4, issue number 2, 2015, of the Journal of Organization Design. In this issue we introduce our new series called Organization Zoo.  
Posted: 2015-08-28 More...

New publication: Combining Theoretical Perspectives on the Organizational Structure-Performance Relationship

Much of the literature linking organization structure to performance falls into two broad research streams. One stream concerns formal structure – the hierarchy of authority or reporting relationships as well as the degree of standardization, formalization, specialization, etc. The impact of formal structure and other elements of organization design on performance is typically contingent on factors such as strategic orientation, task characteristics, and environmental conditions. The other research stream focuses on informal structure – a network of interpersonal and intra-organizational relationships. Properties of informal structure are typically shown to have a more direct (less contingent) impact on organizational performance. Despite these pronounced differences in the conceptualization of organization structure, considerable overlap and complementarity exist between the two research streams. In this article, I compare and contrast a pair of exemplars from each stream – the information processing perspective and the social network perspective – with respect to their conceptualizations of organization structure and its relationship to performance. Several recommendations for future research that combines the two approaches are offered.  
Posted: 2015-08-28 More...

New publication: Activating Global Operating Models: The bridge from organization design to performance

This article introduces the concept of activation and discusses its use in the implementation of global operating models by large multinational companies. We argue that five particular activators help set in motion the complex strategies and organizations required by global operating models.  
Posted: 2015-07-28 More...
More Announcements...

Vol. 4, No. 2 (2015)

Cover Page

This website uses cookies to allow us to see how the site is used. The cookies cannot identify you or any content at your own computer.