The informal elements of an organization (such as its culture and social networks) and its formal elements (like structure and incentives) are known to jointly shape organizational behavior and performance. However, the links between the two are less understood: How does structure shape culture and informal social networks, and vice versa? Through this collection, the journal aims to curate cutting-edge thinking on this topic which is relevant to both research and practice.
Articles in this Collection
Starling David Hunter III, Henrik Bentzen and Jan Taug
Journal of Organization Design 2020 9:13
Published on: 3 July 2020
About the Guest Editors
Srikanth Paruchuri (Lead) is an Associate Professor at Smeal College of Business at the Pennsylvania State University. He studies how informal organizations shape firm innovation processes and outcomes. His studies specifically focus on intra-organizational networks as a form of informal organization.
Micki Eisenman is a Senior Lecturer in the Organizational Behavior and Strategy groups at the Hebrew University’s Jerusalem School of Business Administration and the Director of the Asper Center for Entrepreneurship and Innovation. Her research applies a constructivist perspective that examines how new meanings emerge in the context of firms’ innovation efforts. In other work, she has examined how organizations communicate by using aesthetic design.
Phanish Puranam is the Roland Berger Chair Professor of Strategy and Organization Design at INSEAD. He studies organizations as systems of aggregation, using a micro-structural perspective. His current research focuses on alternatives to hierarchy, how to design the informal organization, and how algorithms are shaping organizations.