Emerging Assumptions About Organization Design,  Knowledge And Action

Alan Meyer

doi:10.7146/jod.15576

Emerging Assumptions About Organization Design, Knowledge And Action

Authors

Alan Meyer Charles H. Lundquist College of Business, University of Oregon

DOI:

https://doi.org/10.7146/jod.15576

Keywords:

Organization design, actionable knowledge, design thinking, evolutionary experimentation, non-linearity, emergence

Abstract

Participants in the Organizational Design Community’s 2013 Annual Conference faced the challenge of “making organization design knowledge actionable.” This essay summarizes the opinions and insights participants shared during the conference. I reflect on these ideas, connect them to recent scholarly thinking about organization design, and conclude that seeking to make design knowledge actionable is nudging the community away from an assumption set based upon linearity and equilibrium, and toward a new set of assumptions based on emergence, self-organization, and non-linearity.

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Published

2013-12-12

How to Cite

Meyer, A. (2013). Emerging Assumptions About Organization Design, Knowledge And Action. Journal of Organization Design, 2(3), 16–22. https://doi.org/10.7146/jod.15576

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Issue

Vol. 2 No. 3 (2013)

Section

Case Commentaries

License

JOD requires that at least one author of each accepted paper sign a Copyright Transfer Agreement form. Copyright will be transferred to Organizational Design Community when the paper has been accepted.