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.
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.|
New publication: Networks, Clusters, and Small Worlds: Are they related?
|In recent years, many industries have seen the rise of new inter-organizational forms. Among those new forms, organizational networks, clusters, and small worlds are attracting increasing interest, both in academic research and management practice. While economic theory considers such forms to be market failures, organization theory highlights their potential positive effects on the participating organizations. The organizational literature often uses the terms “networks”, “clusters”, and “small worlds” as synonymous even though there are differences between them. Moreover, given the sometimes-spontaneous emergence of these organizational forms, the extent to which they can be designed is not always clear. This article discusses the characteristics of networks, clusters, and small worlds; their operational parameters; and how these organizational forms are related. Further, we identify the role of design in these types of organizations.|
Organization Zoo: Valve
|Beginning with this issue of JOD (v. 4, #2), we are launching a periodic series called “Organization Zoo.” Conceived by Associate Editors Dorthe Døjbak Håkonsson and Phanish Puranam, Organization Zoo is intended to analyze new or unusual organizational forms. The objective of the series is to examine organizations that have recently appeared, or which would be considered as outliers compared to traditional organizations, in order to learn more about what particular organizational forms can do as well as their drawbacks.|