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Table 4 Contributions of translational articles

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

Study Translational item Implications
Carroll (2012) Exploration-exploitation All organizations face the challenge of making investments in two very different sets of activities: exploration and exploitation. Four solutions to this challenge are discussed: outsourcing, separation, cycling back and forth, and continuous incremental reconfiguration.
Liedtka and Parmar (2012) Reflective practitioner To improve the implementation of a particular design, managers can practice “designing” by generating problem frames as hypotheses, and then testing and refining those hypotheses in the situation
Christensen and Knudsen (2013) Visual representation of organizational decision flows By showing how fundamental properties of decisions can be derived from visual representation, a four-step method to analyze organizational performance emerges: visualize, enumerate, aggregate, compare
Donaldson and Joffe (2014) Fit Uses the concept of fit to show how to align organizational designs to three important situational factors: competitive strategy, organization size, and task uncertainty
Kates and Kesler (2015) Activation Applying the concept of activation in a global context, five activators of a company’s global operating model are discussed
Burton, Obel, and Håkonsson (2015) Matrix organizing Translating the concept of matrix organizing into action, three conditions necessary for a matrix to work are identified: strong purpose, alignment among major contingency variables, and management of junctions
Teece and Linden (2017) Digital business model Develops the implications of the business model concept in a digital environment