Citation: Journal of Organization Design 2020 9:25
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Why crowdsourcing fails
Crowdsourcing—asking an undefined group of external contributors to work on tasks—allows organizations to tap into the expertise of people around the world. Crowdsourcing is known to increase innovation and lo...
Citation: Journal of Organization Design 2020 9:24
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GitLab: work where you want, when you want
GitLab is a software company that works “all remote” at the scale of more than 1000 employees located in more than 60 countries. GitLab has no physical office and its employees can work from anywhere they choo...
Citation: Journal of Organization Design 2020 9:23
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Corporate headquarters in the twenty-first century: an organization design perspective
The corporate headquarters (CHQ) of the multi-business enterprise, which emerged as the dominant organizational form for the conduct of business in the twentieth century, has attracted considerable scholarly a...
Citation: Journal of Organization Design 2020 9:22
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Design as an interactive boundary object
What is it about the term ‘design’ that facilitates the emergence of interdisciplinary interactions even though the term may hold different meanings for those involved? To address this question, we analyzed th...
Citation: Journal of Organization Design 2020 9:21
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Networks in the balance: an agent-based model of optimal exploitation
Using an agent-based simulation, we illustrate how goal-seeking behavior affects network formation, learning, and performance. Our organization has one manager, who decides where to invest financial capital; i...
Citation: Journal of Organization Design 2020 9:20
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The population ecology of undesigned systems: an analysis of the Arizona charter school system
The application of ecological concepts and principles to the study of organization design and system development is now commonplace. Population ecology is one biological perspective that has been especially in...
Citation: Journal of Organization Design 2020 9:17
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Disaggregating the headquarters: implications for overseas R&D subsidiaries’ reporting and the subsidiaries’ knowledge-sharing patterns
This study explores the relations between the different parts of headquarters (HQ) to which subsidiaries report and the knowledge-sharing patterns of subsidiaries in multinational corporations (MNCs). Despite ...
Citation: Journal of Organization Design 2020 9:19
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When three’s a crowd: how relational structure and social history shape organizational codes in triads
When members of an organization share communication codes, coordination across subunits is easier. But if groups interact separately, they will each develop a specialized code. This paper asks: Can organizatio...
Citation: Journal of Organization Design 2020 9:18
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On innovating: an interview with Gautam Ahuja
At the 2016 SMS Foundations Session interview with Professor Gautam Ahuja, we explored the key insights of his research trajectory, with a special focus on how organizations successfully innovate. We discussed...
Citation: Journal of Organization Design 2020 9:16
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Reflections on the design of corporate headquarters
The design of corporate headquarters (CHQ) is a specialist and important area of organization design. It is important because of the influence that a CHQ has over the portfolio of businesses it owns. A good CH...
Citation: Journal of Organization Design 2020 9:15
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Citation: Journal of Organization Design 2020 9:5
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On the “missing link” between formal organization and informal social structure
Over the last 40 years, organizational scholars have repeatedly called for more research to reconcile formalist and social network approaches to the intra-organizational structure. The former has primarily bee...
Citation: Journal of Organization Design 2020 9:13
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Performance of trust-based governance
Trust is crucial for the success of interorganizational relationships, yet we lack a clear understanding of when trust-based governance is likely to succeed or fail. This paper explores that topic via a closed...
Citation: Journal of Organization Design 2020 9:14
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Latent organizing for responding to emergencies: foundations for research
Time and again, many organizations and their staff members must respond to unexpected catastrophes like hurricanes (e.g., Katrina), virus pandemics (e.g., COVID-19), or other major emergencies. As a result, so...
Citation: Journal of Organization Design 2020 9:11
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Digital ecosystems and their implications for competitive strategy
This paper discusses some implications for competitive strategy when business environments are framed as digital ecosystems. Digital ecosystems are ecosystems shaped by interdependencies initiated through data...
Citation: Journal of Organization Design 2020 9:12
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Citation: Journal of Organization Design 2020 9:10
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Transforming corporate headquarters: a case study of a collaborative journey
Transforming the organizational structure of a headquarters in order to decentralize authority and decrease its size remains a huge challenge for international corporations looking for agility. One of the main...
Citation: Journal of Organization Design 2020 9:9
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Headquarter resource allocation strategies and subsidiary competitive or cooperative behavior: achieving a fit for value creation
Integrating insights from the literature on the multinational corporation into current perspectives on resource allocation, we argue that the ability of headquarters to create value through resource allocation...
Citation: Journal of Organization Design 2020 9:6
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Using an algorithmic approach for grouping roles and sub-units
A key task in organization design is to group elements (e.g., roles) into sub-units (e.g., teams or departments). This task is computationally challenging as one must take into consideration a potentially larg...
Citation: Journal of Organization Design 2020 9:8
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Connectivity knowledge and the degree of structural formalization: a contribution to a contingency theory of organizational capability
The objective of this study is to develop a contingency theory of organizational capability based on the identification of decision variables relevant to the design of firms. The paper supports a model in whic...
Citation: Journal of Organization Design 2020 9:7
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Designing social networks: joint tasks and the formation and endurance of network ties
Can managers influence the formation of organizational networks? In this article, we evaluate the effect of joint tasks on the creation of network ties with data from a novel field experiment with 112 aspiring...
Citation: Journal of Organization Design 2020 9:4
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Gaps in the structuring of organizations in the graduate employment context in Uganda
The complexity of global challenges requires that organizations collaborate with one another. To do this, stakeholders need flexible structures that are designed in a way that allows organizations to collabora...
Citation: Journal of Organization Design 2020 9:3
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The tyranny of the head office? Revisiting corporate headquarters’ (CHQs) role in MNE subsidiary initiatives
What roles should corporate headquarters (CHQs) of multinational enterprises (MNEs) play in foreign subsidiary initiatives? Rather than viewing the MNE’s CHQ as a single, internally homogenous unit, we call fo...
Citation: Journal of Organization Design 2020 9:2
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Citation: Journal of Organization Design 2020 9:1
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Organization design as a competitive choice: an application to the study of innovation
This commentary reflects on how a perspective that concentrates on the role of competitive context and sees organization design as a competitive choice may inform the research stream on the link between organi...
Citation: Journal of Organization Design 2019 8:22
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What makes self-managing organizations novel? Comparing how Weberian bureaucracy, Mintzberg’s adhocracy, and self-organizing solve six fundamental problems of organizing
The bureaucratic organizational structure has been recently challenged by a number of organizations that claim to offer employee emancipation and autonomy through self-management, self-organizing, or “holacrac...
Citation: Journal of Organization Design 2019 8:23
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Use hierarchy for “liberating servant leadership” instead of controlling employees
Since the Industrial Revolution, management has relied on hierarchy to control assets and employees. The negative impact of that hierarchical control on employee performance has long been recognized, yet in sp...
Citation: Journal of Organization Design 2019 8:21
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Climbing up and down the hierarchy of accountability: implications for organization design
The notion of organizational hierarchy is disputed, also in view of the rise of new organizational forms claimed to have “hierarchies without bosses.” To better understand the contested nature of hierarchy, th...
Citation: Journal of Organization Design 2019 8:20
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Setting the stage for corporate headquarters: a technological explanation for the rise of modern industrial corporations
This paper combines theories of organizational design with theories of production to provide a novel perspective, which helps explain the technological forces that led to the rise of vertically integrated “mod...
Citation: Journal of Organization Design 2019 8:19
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Designing the microstructure of routines
Coordinating organizational routines is a strategic challenge in contexts ranging from healthcare to software development. Yet, we have few theories of the design of routines. This paper compares field data on...
Citation: Journal of Organization Design 2019 8:18
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Citation: Journal of Organization Design 2019 8:17
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Dynamic attention-based view of corporate headquarters in MNCs
While the usefulness of the attention-based view in understanding the role of headquarters-subsidiary relationships in multinational companies (MNC) is well established, recent research on corporate headquarte...
Citation: Journal of Organization Design 2019 8:16
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Extending the role of headquarters beyond the firm boundary: entrepreneurial alliance innovation
Prior research on corporate headquarters (CHQ) characteristics identifies the impact of CHQ location and composition on the innovation outcomes of internal subsidiaries. However, given that external strategic ...
Citation: Journal of Organization Design 2019 8:15
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The Platform Review Alliance Board: designing an organizational model to bring together producers and consumers in the review and commissioning of platform software
Digital networking technology has helped to bring about the platform economy, in which online networking sites mediate between individual freelance workers and their temporary employers. However, the digital p...
Citation: Journal of Organization Design 2019 8:14
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Organization design challenges: results from a practitioner survey
We conducted a survey to identify the most important challenges faced by consultants who support managers in re-designing their organizations. The results indicate that the most frequently encountered challeng...
Citation: Journal of Organization Design 2019 8:13
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Dealing with headquarters in the multinational corporation: a subsidiary perspective on organizing costs
This study examines how subsidiaries in multinational corporations (MNCs) experience interactions with corporate headquarters. We conceptualize such interactions in terms of organizing costs, focusing on two k...
Citation: Journal of Organization Design 2019 8:12
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Primer on artificial intelligence and robotics
This article provides an introduction to artificial intelligence, robotics, and research streams that examine the economic and organizational consequences of these and related technologies. We describe the nas...
Citation: Journal of Organization Design 2019 8:11
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Curating creative communities of practice: the role of ambiguity
Communities of Practice (CoPs), it is argued, are loci for creativity, innovation and problem-solving. Instigating a CoP and harnessing this creative energy from an external position (be it institutional or in...
Citation: Journal of Organization Design 2019 8:10
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How corporate headquarters add value in the digital age
How will digitalization influence the role of corporate headquarters (CHQs) and their relationships with their operating units? We recently asked 67 senior CHQ managers this question. The results suggest that ...
Citation: Journal of Organization Design 2019 8:9
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The corporate headquarters in organization design theory: an organizational economics perspective
The corporate headquarters (CHQ) is an important part of the organization of large firms; yet, it is neglected in organization design theory. In this brief essay, I argue that we need a better understanding of...
Citation: Journal of Organization Design 2019 8:8
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Navigating in a Hierarchy: How Middle Managers Adapt Macro Design
With the emergence of new organizational forms promoting de-layering, downscoping, and self-management, middle managers have been under attack in recent years. Organizational design has traditionally been conc...
Citation: Journal of Organization Design 2019 8:7
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The organizational implications of Brexit
This point-of-view article examines the organizational implications of the UK’s exit from the European Union (Brexit). We identify the effects of Brexit on firms’ transaction costs in cross-border trade within...
Citation: Journal of Organization Design 2019 8:6
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Headquarters as hardware and software
The article proposes a framework for thinking about the role and elements of a corporate headquarters. The concept is that headquarters is both a physical place with implications for the culture and work proce...
Citation: Journal of Organization Design 2019 8:4
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Citation: Journal of Organization Design 2019 8:5
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Correction to: Bitcoin and the rise of decentralized autonomous organizations
Following the publication of this article [1], it was noted that the author list was incomplete and was missing the following three authors.
Citation: Journal of Organization Design 2019 8:3
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Exploring reasons for the weekend effect in a hospital emergency department: an information processing perspective
This study examines fits and misfits between information processing requirements and capacities in a hospital emergency department in order to identify possible explanations for the “weekend effect.” Previous ...
Citation: Journal of Organization Design 2019 8:1
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Citation: Journal of Organization Design 2019 8:2
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Implementing design thinking in organizations: an exploratory study
Design thinking has been adopted by organizations in all sectors of the economy. In this qualitative study, I explore organizations’ goals in adopting design thinking, the challenges such programs encounter, a...
Citation: Journal of Organization Design 2018 7:16
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A note on how NK landscapes work
The NK landscape methodology has been used by much research in strategy and organizations, and the concept of “landscape” has become a popular business idea. Despite such popularity, exactly what NK landscapes...
Citation: Journal of Organization Design 2018 7:15
- ISSN: 2245-408X (electronic)
The Journal of Organization Design is the official journal of the Organizational Design Community.
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