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Table 1 Statements about the future of organization design (2012: vol. 1, issue 1)

From: Research in Journal Of Organization Design, 2012–2018

Statement Observations and recommendations
J.R. Galbraith Organization design will be shaped by three forces: process of concatenation, Law of Requisite Variety, and enabling (largely digital) technologies.
J. Steinmetz, C. Bennett, and D.D. Håkonsson Based on Royal Dutch Shell’s scenario development, organization design must address: (a) greater scope for the HR function, (b) talent management, (c) continuous design processes, (d) external involvement in the design process, (e) balance between global and local design projects, (f) assurance and compliance requirements, and (g) stakeholder engagement.
R.E. Miles Design is a critical management function and should be a product of an ongoing dialogue between managers and academics.
D.S. Alberts Given increasingly complex and dynamic environments, organization design must (a) include agility as a component of organizational fitness, (b) broaden its focus to include complex and temporary multi-actor enterprises, and (c) incorporate mechanisms and processes of shared situation awareness.
P. Puranam To advance as a field, organization design must (a) develop theories that aggregate individual and group behavior in organizational contexts, (b) use research methods such as experiments, simulations, and network techniques, and (c) develop approaches for prototyping new designs before implementing them.
C.Y. Baldwin The key challenge facing organization design in the future will be how to design business ecosystems composed of self-governing corporations, individuals, and communities.
M. Tushman, K.R. Lakhani, and H. Lifshitz-Assaf Moving forward, the field of organization design must develop theories of how organizations reshape their boundaries in order to innovate in complex, changing environments.