ISBN:
9781441906274
Language:
English
Pages:
Online-Ressource
,
v.: digital
Edition:
Online-Ausg. Springer eBook Collection. Business and Economics Electronic reproduction; Available via World Wide Web
Series Statement:
Information and Organization Design Series 8
Parallel Title:
Erscheint auch als New approaches to organization design
DDC:
302.35
Keywords:
Organisatorischer Wandel
;
Lernende Organisation
;
Economics
;
Business planning
;
Unternehmen
;
Organisationsentwicklung
;
Organisationsplanung
Abstract:
Organization design (OD) is a key feature of management theory and practice. It addresses the challenges of constructing and maintaining effective organizations. Essential to its application is the assumption that it can improve organizations and their performance. Faced with the ever-accelerating pace of technological change and the restructuring of markets, many firms have questioned their own organizational structures and processes. Consequently, we have witnessed much organizational experimentation and the development of new forms of organizing over the last decade. How does organization design inform such experimentation? And how can organization design help managers gain insights and advance the current understanding of how organizations can meet environmental challenges and constraints in the future? This book is the third volume to emerge from a series of workshops on organization design, featuring new empirical research and theoretical insights. The chapters are organized around three central themes: (1) Towards New Organizational Forms, (2) Dynamics of Adaption and Change, and (3) Fit and Performance. The chapters cover such timely issues as organizational networks, virtuality, learning, dynamic capabilities, and adaptation. Common to all contributions is a focus on the core theories of OD and emerging perspectives. Collectively, the chapters reflect the state of the art of OD and provide a further step toward the evolution of this important field of research.
Description / Table of Contents:
Contents; Contributors; Introduction: Use of Theory in Organization Design Research; The State of Organization Theories; Extending the Usefulness of Some Prominent Organization Theories; Uses of Theory by Contributors to This Volume; 1.3 Blade.Org: The Building of a Collaborative Community; Part I. Towards New Organizational Forms; Blade.Org: A Collaborative Community of Firms; Network-Level Task and the Design of Whole Networks: Is There a Relationship?; 1.3.2 Membership and Governance Structure; 1.3.3 Collaborative Innovation Processes; Part II. Dynamics of Adaptation and Change
Description / Table of Contents:
Organizational Trade-Offs and the Dynamics of Adaptation in Permeable Structures1.4 Organizational Analysis of Blade.Org; Unpacking Dynamic Capability: A Design Perspective; Predicting Organizational Reconfiguration; Embedding Virtuality into Organization Design Theory: Virtuality and Its Information Processing Consequences; Part III. Fit and Performance; Learning-Before-Doing and Learning-in-Action: Bridging the Gap Between Innovation Adoption, Implementation and Performance
Description / Table of Contents:
Underfits Versus Overfits in the Contingency Theory of Organizational Design: Asymmetric Effects of Misfits on Performance Concluding Observations; References; References; Part I Toward New Organizational Forms; 1 Blade.Org: A Collaborative Community of Firms; 1.1 Introduction; 1.2 Organizing for Collaborative Innovation; 1.2.1 Scope and Types of Communities of Individuals; 1.2.2 Key Characteristics of Communities of Individuals; 1.2.3 Mechanisms That Facilitate Innovation Within Communities of Individuals; 1.3.1 Origin and Purpose
Description / Table of Contents:
1.5 Implications for Organization Design Theory and Practice1.6 Conclusion; 1.7 Appendix: Blade.Org Committees; 2 Network-Level Task and the Design of Whole Networks:Is There a Relationship?; 2.1 Networks as Production Systems; 2.2 Forms of Network Governance; 2.2.1 Shared Governance Form; 2.2.2 Lead Organization Form; 2.2.3 Network Administrative Organization Form; 2.3 Research Methodology; 2.4 Network-Level Tasks; 2.5 Network-Level Task and Network Design; 2.6 Discussion; 2.7 Contributions; References; Part II Dynamics of Adaptation and Change
Description / Table of Contents:
3 Organizational Trade-Offs and the Dynamics of Adaptation in Permeable Structures3.1 Introduction; 3.2 Methods; 3.2.1 Setting; 3.2.2 Data Gathering; 3.2.3 Data Analysis; 3.3 Disintegrating Traditional Vertical Integration: Why Fashion Inc. Disintegrated; 3.4 Case Analysis; 3.4.1 Sensing and Seizing Opportunities in the Old and New Structure; 3.4.2 Specialization and Interdependencies Within a Disintegrated Structure; 3.4.3 Delegation and Incentives Within a Disintegrated Structure; 3.4.4 How the Disintegrated Structure Solved Major Challenges of Traditional Vertical Integration
Description / Table of Contents:
3.4.5 Fashion Inc.'s New Organizational Design in Action: The Case of Rapid Response
Note:
Includes bibliographical references and index
,
Electronic reproduction; Available via World Wide Web
DOI:
10.1007/978-1-4419-0627-4
URL:
Volltext
(lizenzpflichtig)
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