Buch, Englisch, Band 6, 284 Seiten, Previously published in hardcover, Format (B × H): 155 mm x 235 mm, Gewicht: 458 g
The Evolving State-of-the-Art
Buch, Englisch, Band 6, 284 Seiten, Previously published in hardcover, Format (B × H): 155 mm x 235 mm, Gewicht: 458 g
Reihe: Information and Organization Design Series
ISBN: 978-1-4419-4165-7
Verlag: Springer US
Organization Design: The Evolving State-of-the-Art outlines the larger role that organizational design is increasingly playing in management theory and practice. The book's chapters review the main theoretical perspectives on organization design, identify important theoretical and practical issues currently facing the field, and suggest ways for valuable research to be conducted in the future. The chapters include sections that describe how the theoretical argument or empirical study specifically informs organization design theory and practice.
The volume is organized in four sections: (1) Theoretical and Practical Issues, (2) Fit, Contingency and Configuration, (3) Design and Performance, and (4) The Dynamics of Adaptation and Change. The book will be a broad discussion of topics in the field, but each individual paper will provide in depth analysis of the topic. A common element and theme is a focus on core theories in organization design and emerging perspectives.
The book will be a 2005-benchmark publication of organization design theory, principles and concepts, and it will be an important step in creating better models and stronger empirical analyses.
Zielgruppe
Research
Autoren/Hrsg.
Fachgebiete
Weitere Infos & Material
Introduction.- The contingency theory of organizational design.- The configurational approach to organizational design.- Is strategic human resource management strategic?- Making delegation credible and preserving employee motivation.- Examining the relationship between trust and control in organizational design.- Structural limitations in organization design.- Beyond national culture as an environmental variable.- Organizational design as a constraint on strategy and performance.- How misfits between leadership style and strategy affect performance.- Performance loss from multiple misfits.- Organization design, organizational learning, and the market value of the firm.- Two faces of search: alternative generation and alternative evaluation.- Management and Genghis Khan: lessons for multinational business enterprises.- The design of organizational boundaries for knowledge acquisition.- Models of organizational change and the adoption of Web technologies.- Governance channels and organization design at General Electric, 1950-2001.- Index.
