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

Jacob Brix, Lois S. Peters


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.


Organization design; innovation project; case study; public-private collaboration

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DOI: http://dx.doi.org/10.7146/jod.17574

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ISSN: 2245-408X

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