Announcements

Special Acknowledgement to Reviewers

 
With the publication of Vol. 4, Issue 3, JOD completes its fourth year of publishing articles on organization design. We are very proud of the 43 articles published in the last six issues of the journal, and we look forward to seeing JOD grow and expand.  
Posted: 2015-12-22 More...
 

New volume launched: Journal of Organization Design Volume 4, Issue 3, now online!

 

It is a great pleasure to announce that the Organizational Design Community has published volume 4, issue number 3, 2015, of the Journal of Organization Design. Please enjoy the papers appearing in last issue of the year.

 
Posted: 2015-12-22 More...
 

New publication: How to get the Matrix Organization to Work

 
Many organizations, both public and private, are changing their structure to a complex matrix in order to meet the growing complexity in the world in which they operate. Often, those organizations struggle to obtain the benefits of a matrix organization. In this article, we discuss how to get a matrix to work, taking a multi-contingency perspective. We translate the matrix concept for designers and managers who are considering a matrix organization and argue that three factors are critical for its success: (1) Strong purpose: Only choose the matrix structure if there are strong reasons for doing so, (2) Alignment among contingencies: A matrix can only be successful if key contingencies are aligned with the matrix’s purpose, and (3) Management of junctions: The success of a matrix depends on how well activities at the junctions of the matrix are managed.  
Posted: 2015-12-21 More...
 

New publication: A Neglected Role for Organizational Design: Supporting the Credibility of Delegation in Organizations

 
Managers delegate the right to make decisions to employees because delegation economizes on scarce managerial attention, fosters the use of local knowledge, and positively impacts employee motivation. This is particularly important in knowledge-intensive organizations that operate in uncertain environments, where employees have specialized knowledge and need to be responsive to local changes. Managers, however, often renege on delegation, particularly in high-uncertainty contexts, because they are tempted to adjust past decisions based on new information. We argue that employees’ knowledge that management may renege on delegated decision rights has negative motivational consequences that are costly in knowledge-intensive organizations. As a consequence, making delegation credible is essential for sustaining the advantages that flow from delegation. Organizational design can play a key role in making delegation credible, supporting the value creation caused by delegated discretion. Our theoretical argument sheds new light on relationships among organizational design, credible delegation, and firm-level value creation.  
Posted: 2015-12-04 More...
 

New publication: Interview with Ron Nicol

 

In this interview, Ron Nicol, Senior Partner and Managing Director at BCG and John Joseph, Assistant Professor of Strategy at the University of California-Irvine, discuss BCG’s approach to organizational design known as “delayering.” Delayering is the process by which the layers and levels in the organization are reduced and aligned so as to provide better decision making and reduce costs.  As Nicol discusses, delayering is a multi-step process based on two key concepts: the geometric nature of organizational structure and LeChatelier’s Principle.  Key success factors include CEO involvement, participation at multiple levels of the organization, and adherence to a carefully crafted set of design principles. Nicol also discusses the optimal structure for Fortune 500 companies and their international equivalents.

 
Posted: 2015-11-09 More...
 

New publication: Interview with Professor George Huber

 

Professor Huber holds the Charles and Elizabeth Prothro Regents Chair Emeritus in Business Administration at the University of Texas at Austin. Professor Huber is a founding member of the Organization Design Community. He is a Fellow of the Academy of Management and of the Decision Sciences Institute and is a charter member of the Academy of Management Journals Hall of Fame. He is the recipient of multiple international awards for his research contributions.

 
Posted: 2015-11-05 More...
 

New publication: Multimarket Competition

 
This article provides an introduction to multimarket competition and the research stream that examines it. Multimarket competition occurs when firms meet their competitors in multiple markets and compete with them by coordinating their strategies across those markets. In this article, we present a concise exposition of the theoretical foundations of the literature on multimarket competition and illustrate how empirical research projects are typically designed in this literature. We also provide some directions for future work in this area and discuss implications for research in organization design.  
Posted: 2015-11-03 More...
 

Research Primer

 
Beginning in this issue, Journal of Organization Design is introducing a new feature called the Research Primer Series. The purpose of this series is to introduce readers to a particular research stream or literature and articulate its implications for the theory and/or practice of organization design. The first research primer to appear in the series is by Metin Sengul and Stefan Dimitriadis on the topic of multimarket competition.  
Posted: 2015-11-03 More...
 

New publication: Substitutes for Silicon Valley: The case of the Round House Startup Factory

 
Taking a startup from creation to success is notoriously difficult. Many entrepreneurs gravitate to hotbeds such as Silicon Valley in order to enjoy high levels of intellectual and financial support that in turn make success more likely. This case examines an attempt to launch startups in the absence of ‘big city’ resources: the Round House Startup Factory. Founded in the small town of Opelika, Alabama by a former Google employee, the Round House contains three types of startups: co-working firms, incubator firms, and accelerator firms. With more than thirty companies under its roof, the Round House is trying to realize big entrepreneurial dreams by leveraging strategic and non-strategic resources, developing an innovative business model, and making astute choices about governance, culture, and structure.  
Posted: 2015-10-28 More...
 

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...
 

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.  
Posted: 2015-07-07 More...
 

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.  
Posted: 2015-06-23 More...
 

New publication: Exploring an Innovation Project as a Source of Change in Organization Design

 
This study builds new empirically based theory on how the processing of an innovation project with a high degree of uncertainty induces change in key components in organization design. By using an embedded case study as our research strategy and organization design theory as our analytical lens, we construct ten propositions that determine how the organization design of our case organization was influenced because of their innovation project. These changes represent: a) improved competencies for exploration activities, b) improved competencies for exploiting new knowledge, and c) increased readiness for change.  
Posted: 2015-04-30 More...
 

New volume launched: Journal of Organization Design Volume 4, Issue 1, now online!

 

It is a great pleasure to announce that the Organizational Design Community has published volume 4, issue number 1, 2015, of the Journal of Organization Design. This is a special issue on Organizing for Performance.

 
Posted: 2015-04-30 More...
 

New publication: Towards Alliance Performance Management in Service Logistics

 
This study explores the management of stakeholder values for alliance success. A multiple-case study method is used to analyze – within six organizations attempting to form alliances – how the management of inter-organizational dimensions of stakeholder value adds to the success of an alliance business strategy. Our study focuses on the establishment of vertical service alliances within the Dutch maritime sector, including private-private as well as public-private initiatives. The findings point toward the usefulness of developing an inter-organizational success map. Because of its comprehensive multi-stakeholder orientation, a success map can be used by alliance managers to understand management’s considerations, including the trade-offs among an alliance’s various performance drivers. This new conceptual thinking can enhance research and best practices on inter-organizational design.  
Posted: 2015-04-30 More...
 

New publication: Resume of Interview with Professors Richard Burton and Børge Obel

 
This interview is with Professors Richard Burton and Børge Obel. Professor Burton is Professor Emeritus at The Fuqua School of Business, Duke University.  Previously, he was senior editor atOrganization Science. Currently, he is an associate editor of the Strategic Management Journal and associate editor of the Journal of Organization Design. Professor Obel is Professor at Aarhus University and Director of the Interdisciplinary Center for Organizational Architecture (ICOA) which he founded in 2011. He is co-editor of the Journal of Organization Design. He is the former Dean of the Aarhus School of Business. The interview was conducted in 2013 when Professor Burton was a visiting Professor at ICOA.  
Posted: 2015-04-17 More...
 

New publication: Resume of Interview with Professor Charles Snow

 
This interview is with Professor Charles Snow. Snow is Professor Emeritus of Strategy and Organization at Penn State University. He was a professor at Penn State from 1974 to 2012. The interview was conducted in 2013 while he was visiting professor at ICOA (Interdisciplinary Center for Organizational Architecture) at Aarhus University. Professor Snow is a founding member of the Organizational Design Community and co-editor of the Journal of Organization Design. He is a Fellow of the Academy of Management and is listed in Who’s Who in the Management Sciences and Great Writers on Organizations.  
Posted: 2015-04-17 More...
 

Call for Papers: Special issue on Design Issues in Public-Private Partnerships

 

This special issue invites empirical papers using any methodology (cases, archival data or survey data analysis, experiments) that investigate design issues in PPP – contrasting them with the challenges in traditional buyer-supplier relations or alliances found between private companies- private sector partnerships ( or “PSP’s”). The question we focus on is how the “public” nature of one party to the partnership changes the design of such relationships. Papers from either a public administration and/or organization science perspective are very welcome.

 
Posted: 2015-04-14 More...
 

New publication: The Role of Performance Management in Creating and Maintaining a High-Performance Organization

 
There is still a good deal of confusion in the literature about how the use of a performance management system affects overall organizational performance. Some researchers find that performance management enhances both the financial and non-financial results of an organization, while others do not find any positive effects or, at most, ambiguous effects. An important step toward getting more clarity in this relationship is to investigate the role performance management plays in creating and maintaining a high-performance organization (HPO). The purpose of this study is to integrate performance management analysis (PMA) and high-performance organization (HPO). A questionnaire combining questions on PMA dimensions and HPO factors was administered to two European-based multinational firms. Based on 468 valid questionnaires, a correlation analysis was performed on the PMA dimensions and the HPO factors in order to test the impact of performance management on the factors of high organizational performance. The results show strong and significant correlations between all the PMA dimensions and all the HPO factors, indicating that a performance management system that fosters performance-driven behavior in the organization is of critical importance to strengthen overall financial and non-financial performance.  
Posted: 2015-04-14 More...
 

New publication: The Challenge of Being Outstanding: A Look Back and Ahead After 25 Years of Guiding Business Excellence

 
The management of organizational performance is a challenge faced by every business, nonprofit, and government organization. The attributes of an outstanding organization have evolved over time as complexity has increased and change has become constant. The Baldrige Performance Excellence Program has closely tracked these attributes and changes to always reflect the leading edge of management practice. What these attributes and changes are, the challenges CEOs and organizations face today, and performance management areas that will need attention in the future are explored.  
Posted: 2015-03-26 More...
 

Call for Papers: Journal of Organization Design

 
You are cordially invited to submit or recommend papers to the Journal of Organization Design. JOD is an open access journal available online to all interested parties free of charge. and covers all aspects of both the theory and practice of Organization Design.  
Posted: 2015-02-19 More...
 

Call for Applications: The 2015 Susan G. Cohen Award

 

The Center for Effective Organizations (CEO) and the Organization Development and Change (ODC) division of the Academy of Management announce the Susan G. Cohen Research Award in Organization Design, Effectiveness, and Change. This award is offered in remembrance of our dear friend and colleague, who was a research scientist at CEO in the Marshall School of Business at the University of Southern California from 1988-2006.

 
Posted: 2015-02-02 More...
 

New volume launched: Journal of Organization Design Volume 3, Issue 3, now online!

 
It is a great pleasure to announce that the Organizational Design Community has published volume 3, issue number 3, 2014, of the Journal of Organization Design.  
Posted: 2014-12-30 More...
 

New publication: Fit - The Key to Organizational Design

 
The design of an organization needs to fit its situation. Designs that fit produce higher organizational performance than designs that do not.  This article uses the concept of fit to show how to align organizational designs to three important situational factors: competitive strategy, organization size, and task uncertainty.  
Posted: 2014-12-30 More...
 

New publication: Untangling the Ambidexterity Dilemma through Big Data Analytics

 
Ambidexterity theory suggests that the ability to simultaneously explore and exploit is linked to firm performance, but the empirical evidence to date is mixed. In this study, I review existing research on firm performance in the newspaper industry in order to identify the main causal factors in a single industrial context. Three broad categories emerge: media convergence, organizational ambidexterity, and business model innovation. By incorporating variables and arguments from these categories into a basic performance model, I develop a multi-dimensional conceptual framework of explore and exploit value chains. The article concludes with a discussion of how the explore/exploit framework can be operationalized using big data analytics, and recommendations for future research are offered.  
Posted: 2014-12-19 More...
 

New publication: Will Organization Design Be Affected By Big Data?

 
Computing power and analytical methods allow us to create, collate, and analyze more data than ever before. When datasets are unusually large in volume, velocity, and variety, they are referred to as “big data.” Some observers have suggested that in order to cope with big data (a) organizational structures will need to change and (b) the processes used to design organizations will be different. In this article, we differentiate big data from relatively slow-moving, linked people data. We argue that big data will change organizational structures as organizations pursue the opportunities presented by big data. The processes by which organizations are designed, however, will be relatively unaffected by big data. Instead, organization design processes will be more affected by the complex links found in people data.  
Posted: 2014-12-11 More...
 

New publication: Organization Theory and the Changing Nature of Science

 
Dramatic changes in the practice of scientific research over the past half century, including trends towards working in teams and on large projects, as well as geographically distributed and interdisciplinary collaboration, have created opportunities and challenges for scientists. Some of the newer ways of doing science create opportunities and challenges for organization theory. We describe how applying organization theory to science can enhance our knowledge of research organizations and raise questions for theories of coordination, social identity, the knowledge-based view of the firm, social networks, organizational learning, and absorptive capacity. We argue that an organizational perspective on science is critical to understanding the sources of technological innovation, making national policy on R&D investment, and designing successful 21st-century research organizations.  
Posted: 2014-11-12 More...
 

New publication: Competition-Based Innovation: The Case of the X Prize Foundation

 
The use of competition-based processes for the development of innovations is increasing. In parallel with the increasing use of competition-based innovation in business firms, this model of innovation is successfully being used by non-profit organizations for advancing the development of science and technology. One such non-profit organization is the X Prize Foundation, which designs and manages innovation competitions to encourage scientific and technological development. The objective of this article is to analyze the X Prize Foundation and three of the competitions it has organized in order to identify the challenges of competition-based innovation and how to overcome them.  
Posted: 2014-10-20 More...
 

Call for Papers: Call for Papers – Special Issue on Organizing for Performance (extended submission deadline)

 
In collaboration with the Performance Management Association (PMA) conference that will be held in Aarhus, Denmark from 25-27 June 2014 and co-hosted by the University of Cambridge and Aarhus University, the Journal of Organization Design is pleased to announce a call for papers for a special issue on Organizing for Performance.  
Posted: 2014-09-15 More...
 

New volume launched: Journal of Organization Design Vol. 3, No. 2 Now Online!

 
It is a great pleasure to announce that the Organizational Design Community has published volume 3, issue number 2, 2014, of the Journal of Organization Design. This issue features our memorial project in honor of Jay R. Galbraith and his many valuable contributions to the field of organization design.  
Posted: 2014-08-29 More...
 

New publication: Organization Design for Dynamic Fit: A Review and Projection

 
The concept of fit is central to organization design. In the organizational literature, fit historically has been portrayed as a static concept. Both organizations and their environments, however, are continually changing, so a valid concept of fit needs to reflect organizational dynamics. In this article, I analyze various theoretical perspectives and studies that relate to organizational fit, differentiating those that employ an equilibrating or a fluxing approach. Four substantive themes emerge from this analysis: design orientation, design tension, designer/manager roles, and measurement and validation. Implications of each of these themes for dynamic fit are derived, and promising future research directions are discussed.  
Posted: 2014-08-29 More...
 

New publication: Jay R. Galbraith Memorial Project

 
Jay R. Galbraith passed away on April 8, 2014. Jay was a leading authority on organization design, a founding member of the Organizational Design Community, and a valued contributor to the Journal of Organization Design. We invited Jay’s colleagues from around the world to offer their comments on his work. The specific question we asked was: What ideas or insights regarding organization design have you obtained from the work of Jay Galbraith? As you will see from the comments below, Jay provided many valuable contributions to the field of organization design, and he was a caring, generous colleague. He will be greatly missed.  
Posted: 2014-08-07 More...
 

New publication: Navigating New Legal Demands For Franchisor Accountability

 
Franchising is a relationship wherein one organization (i.e., the franchisor) allows other organizations (i.e., franchisees) to use its brand name, products, and processes in exchange for fees. Because franchising offers franchisors the opportunity to build their brands quickly, it is perhaps not surprising that many firms rely on franchising as a key tool for organization design. One caution about franchising is that its use brings a complex array of legal issues into play. As franchising increases in popularity, so too does the scrutiny paid to this organizational form by the legal system. Indeed, the courts appear to be demanding increased accountability from franchisors. The goal of this Point of View article is to explain how organizations can avoid problems associated with increased accountability and even benefit from it.  
Posted: 2014-08-01 More...
 

New publication: Fit Between Organization Design and Organizational Routines

 
Despite decades of research on both organization design and organizational routines, little research has analyzed the relationship between them. Here we propose a normative theory in which the effectiveness of organization design and redesign depends on the characteristics of routines. The analysis shows which types of organization designs may be useful as well as which design changes may or may not succeed depending on (a) the specificity of routines and (b) the dynamic versus static purposes of organizational routines.  
Posted: 2014-07-31 More...
 

Call for Papers: Special Issue on Organizing for Performance

 

In collaboration with the Performance Management Association (PMA) conference that was held in Aarhus, Denmark from 25-27 June 2014 and was co-hosted by the University of Cambridge and Aarhus University, the Journal of Organization Design is pleased to announce a call for papers for a special issue on Organizing for Performance.

 
Posted: 2014-07-29 More...
 

New publication: The Impact of Organizational Structure on Internal and External Integration: An empirical, cross-regional assessment

 
We examine the effects of organizational structure on cross-functional integration, supplier integration, and customer integration and assess whether such effects vary by geographical region. Specifically, we investigate the impact of centralization, formalization, and complexity on both internal (cross-functional) and external (supplier, customer) integration. Relationships are examined across Western and East Asian environments using data collected from 238 manufacturing plants in eight countries. We find that structural features have differing impacts on cross-functional, supplier, and customer integration, and these effects vary across geographical regions.  
Posted: 2014-06-26 More...
 

New publication: The Jay R. Galbraith Memorial Project

 
Jay Galbraith passed away on April 8, 2014. Jay was a leading authority on organization design, a founding member of the Organizational Design Community, and an author of several articles in the Journal of Organization Design. ODC and JOD are honoring Jay with a crowd-sourcing project contributed to his friends and colleagues worldwide.  
Posted: 2014-06-04 More...
 

New publication: How To Design A Triple Bottom Line Organization

 
In today’s business environment, where success for a start-up company is measured by early revenue and profit, it can be quite challenging to design a triple bottom line organization from the very beginning.  
Posted: 2014-05-19 More...
 

Find us on Facebook

 
Journal of Organization Design is now on Facebook. Join us to find the latest news and updates on publications.  
Posted: 2014-05-08 More...
 

Journal of Organization Design Vol. 3, No. 1 Now Online!

 
It is a great pleasure to announce that the Organizational Design Community has published volume 3, issue number 1, 2014, of the Journal of Organization Design. This is a special issue on Big Data and Organization Design and has been edited by Richard Burton, Dolly Mastrangelo, and Fabrizio Salvador.  
Posted: 2014-04-10 More...
 

Call for Papers

 

You are cordially invited to submit or recommend papers to the Journal of Organization Design (JOD, ISSN: 2245-408X). The website can be accessed at www.jorgdesign.net. JOD covers all aspects of both the theory and practice of Organization Design.

 
Posted: 2014-02-18 More...
 

Special Acknowledgement to Reviewers

 
With the publication of Vol. 2, Issue 3, JOD completes its second year of publishing articles on organization design. We are very proud of the 36 articles published in the first six issues of the journal, and we look forward to seeing JOD grow and expand.  
Posted: 2013-12-12 More...
 

Journal of Organization Design Vol. 2, No. 3 Now Online!

 
It is a great pleasure to announce that the Organizational Design Community (www.orgdesigncomm.com) has published volume 2, issue number 3, 2013, of the Journal of Organization Design (www.jorgdesign.net).  
Posted: 2013-12-12 More...
 

Journal of Organization Design publishes volume 2 issue 2

 
The Organizational Design Community publishes volume 2, issue 2, 2013, of the Journal of Organization Design.  
Posted: 2013-08-20 More...
 

Call for Papers – Special Issue on Organizing for Performance

 
In collaboration with the Performance Management Association (PMA) conference that will be held in Aarhus, Denmark from 25-27 June 2014 and co-hosted by the University of Cambridge and Aarhus University, the Journal of Organization Design is pleased to announce a call for papers for a special issue on Organizing for Performance.  
Posted: 2013-05-01 More...
 

Call for Papers – Special Issue on Big Data and Organization Design

 

In collaboration with the World Summit on Big Data and Organization Design that will be held in Paris, May 16-17, 2013 and co-hosted by the University of Sorbonne, IBM, ICOA (Aarhus University), and the Organizational Design Community, the Journal of Organization Design is pleased to announce a call for papers for a special issue on Big Data and Organization Design.

 
Posted: 2013-05-01 More...
 

Journal of Organization Design publishes volume 2 issue 1

 

The Organizational Design Community publishes volume 2, issue 1, 2013, of the Journal of Organization Design.

 
Posted: 2013-04-18 More...
 

Call for Papers

 
You are cordially invited to submit or recommend articles to the Journal of Organization Design (JOD, ISSN: 2245-408X), which is an open access academic journal. JOD covers many aspects in both theory and practice of Organization Design.  
Posted: 2013-01-16 More...
 

Journal of Organization Design publishes volume 1 issue 3

 
The Organizational Design Community publishes issue 3 of Journal of Organization Design concluding the first full volume of 2012.  
Posted: 2012-12-14 More...
 

Login error with Internet Explorer

 
We have encountered an error where users with some versions of Internet Explorer cannot login and simply gets redirected to a new login screen. We are working to isolate the problem. Meanwhile we have not noticed any problems with browsers such as Firefox, Chrome or Safari.  
Posted: 2012-03-12 More...
 
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