Håkonsson / Nielsen / Snow New Approaches to Organization Design

Theory and Practice of Adaptive Enterprises
1. Auflage 2009
ISBN: 978-1-4419-0627-4
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, Band 8, 172 Seiten

Reihe: Information and Organization Design Series

Organization design is a key feature of management theory and practice. It addresses the challenges of constructing and maintaining effective organizations. Essential to organizational design is the assumption that it can improve organizations. Faced with the ever-accelerating pace of technological change and the restructuring of markets, many firms have been questioning their own organization. This book is the third to emerge from a series of workshops on organization design, featuring new empirical research and theoretical insights. The chapters are organized around four central themes: 1) Towards New Organizational Forms, 2) Dynamics of Adaptation and Change, 3) Theoretical and Practical issues, 4) Fit and Performance. Collectively, the chapters reflect the state of the art of OD as well as provide a further step towards the evolution of this important field of research.

Autoren/Hrsg.

Håkonsson, Dorthe Døjbak

Nielsen, Jørn Flohr

Snow, Charles C.

Ulhøi, John

Inhaltsverzeichnis

1;Contents;6
2;Contributors;8
3;Introduction: Use of Theory in Organization Design Research;10
3.1; The State of Organization Theories;10
3.2; Extending the Usefulness of Some Prominent Organization Theories;12
3.3; Uses of Theory by Contributors to This Volume;15
3.4; Part I. Towards New Organizational Forms;16
3.4.1; Blade.Org: A Collaborative Community of Firms;16
3.4.2; Network-Level Task and the Design of Whole Networks: Is There a Relationship?;16
3.5; Part II. Dynamics of Adaptation and Change;17
3.5.1; Organizational Trade-Offs and the Dynamics of Adaptation in Permeable Structures;17
3.5.2; Unpacking Dynamic Capability: A Design Perspective;18
3.5.3; Predicting Organizational Reconfiguration;18
3.5.4; Embedding Virtuality into Organization Design Theory: Virtuality and Its Information Processing Consequences;19
3.6; Part III. Fit and Performance;20
3.6.1; Learning-Before-Doing and Learning-in-Action: Bridging the Gap Between Innovation Adoption, Implementation and Performance;20
3.6.2; Underfits Versus Overfits in the Contingency Theory of Organizational Design: Asymmetric Effects of Misfits on Performance;21
3.7; Concluding Observations;21
4;References;22
5;Part I Toward New Organizational Forms;24
5.1;1 Blade.Org: A Collaborative Community of Firms;25
5.1.1;1.1 Introduction;25
5.1.2;1.2 Organizing for Collaborative Innovation;26
5.1.2.1;1.2.1 Scope and Types of Communities of Individuals;27
5.1.2.2;1.2.2 Key Characteristics of Communities of Individuals;28
5.1.2.3;1.2.3 Mechanisms That Facilitate Innovation Within Communities of Individuals;29
5.1.3;1.3 Blade.Org: The Building of a Collaborative Community;15
5.1.3.1;1.3.1 Origin and Purpose;31
5.1.3.2;1.3.2 Membership and Governance Structure;16
5.1.3.3;1.3.3 Collaborative Innovation Processes;16
5.1.4;1.4 Organizational Analysis of Blade.Org;17
5.1.5;1.5 Implications for Organization Design Theory and Practice;38
5.1.6;1.6 Conclusion;39
5.1.7;1.7 Appendix: Blade.Org Committees;40
5.2;References;22
5.3;2 Network-Level Task and the Design of Whole Networks:Is There a Relationship?;44
5.3.1;2.1 Networks as Production Systems;44
5.3.2;2.2 Forms of Network Governance;45
5.3.2.1;2.2.1 Shared Governance Form;46
5.3.2.2;2.2.2 Lead Organization Form;46
5.3.2.3;2.2.3 Network Administrative Organization Form;46
5.3.3;2.3 Research Methodology;47
5.3.4;2.4 Network-Level Tasks;47
5.3.5;2.5 Network-Level Task and Network Design;49
5.3.6;2.6 Discussion;55
5.3.7;2.7 Contributions;57
5.4;References;58
6;Part II Dynamics of Adaptation and Change;62
6.1;3 Organizational Trade-Offs and the Dynamics of Adaptation in Permeable Structures;63
6.1.1;3.1 Introduction;63
6.1.2;3.2 Methods;65
6.1.2.1;3.2.1 Setting;65
6.1.2.2;3.2.2 Data Gathering;66
6.1.2.3;3.2.3 Data Analysis;66
6.1.3;3.3 Disintegrating Traditional Vertical Integration: Why Fashion Inc. Disintegrated;68
6.1.4;3.4 Case Analysis;69
6.1.4.1;3.4.1 Sensing and Seizing Opportunities in the Old and New Structure;69
6.1.4.2;3.4.2 Specialization and Interdependencies Within a Disintegrated Structure;71
6.1.4.3;3.4.3 Delegation and Incentives Within a Disintegrated Structure;72
6.1.4.4;3.4.4 How the Disintegrated Structure Solved Major Challenges of Traditional Vertical Integration;73
6.1.4.5;3.4.5 Fashion Inc.'s New Organizational Design in Action: The Case of Rapid Response;75
6.1.5;3.5 Discussion and Implications;76
6.1.6;3.6 Concluding Remarks and Managerial Implications;79
6.2;References;79
6.3;4 Unpacking Dynamic Capability: A Design Perspective;81
6.3.1;4.1 Introduction;81
6.3.2;4.2 The Nature of Dynamic Capability;82
6.3.2.1;4.2.1 Foundations of Dynamic Capability;83
6.3.2.2;4.2.2 What Dynamic Capability Is Not;84
6.3.2.3;4.2.3 Dynamic Capability and the Tautology Problem;85
6.3.2.4;4.2.4 Defining Dynamic Capability;86
6.3.3;4.3 Unpacking Dynamic Capability;87
6.3.3.1;4.3.1 Design Rules: Deliberate Knowledge on Questioning Purpose/Effectiveness;90
6.3.3.2;4.3.2 Congruence of Design Rules and Recurrent Patterns of Behavior;90
6.3.3.3;4.3.3 Codifying Distributed Learning and Control;91
6.3.3.4;4.3.4 Market/Competitive Conditions and the Nature of Design Rules;92
6.3.4;4.4 Discussion and Conclusion;95
6.3.4.1;4.4.1 Informing the Theory and Practice of Organizational Design;95
6.3.4.2;4.4.2 Suggestions for Future Research;95
6.3.4.3;4.4.3 Conclusion;96
6.4;References;96
6.5;5 Predicting Organizational Reconfiguration;99
6.5.1;5.1 Introduction;99
6.5.1.1;5.1.1 Defining Structural Reconfiguration;100
6.5.2;5.2 Causes of Structural Reconfiguration;101
6.5.2.1;5.2.1 Environmental Change;101
6.5.2.2;5.2.2 Changes in Firm Governance;103
6.5.2.3;5.2.3 Changes in Strategy;104
6.5.2.4;5.2.4 Changes in Performance;105
6.5.2.5;5.2.5 Diversification and LBOs;106
6.5.2.6;5.2.6 Life Cycles;106
6.5.2.7;5.2.7 Change in Technology or Innovation in Major Product;108
6.5.3;5.3 Impediments to Structural Reconfiguration;108
6.5.3.1;5.3.1 Inertia;109
6.5.3.2;5.3.2 Perceptions and Aspirations;110
6.5.3.3;5.3.3 Threat-Rigidity;110
6.5.4;5.4 Looking Forward;111
6.5.4.1;5.4.1 Informing the Theory of Organization Design;111
6.5.4.2;5.4.2 Informing Future Firms and the Practice of Organization Design;113
6.6;References;114
6.7;6 Embedding Virtuality into Organization Design Theory: Virtuality and Its Information Processing Consequences;118
6.7.1;6.1 Introduction;118
6.7.2;6.2 Theoretical Background;120
6.7.2.1;6.2.1 Dimensions of Virtual Organizations and Their Consequences for Coordination;121
6.7.2.2;6.2.2 Toward a Deeper Understanding of the Coordination Needs of Virtual Organizations;125
6.7.3;6.3 Virtualness in an Information Processing Perspective;126
6.7.3.1;6.3.1 Locational Differentiation and Its Information Processing Impacts;129
6.7.3.2;6.3.2 Relational Differentiation and Its Information Processing Impacts;131
6.7.4;6.4 Discussion;131
6.7.5;6.5 Conclusion;134
6.7.5.1;6.5.1 Implications for Practice;134
6.7.5.2;6.5.2 Implications for Organizational Design;135
6.8;References;136
7;Part III Fit and Performance;139
7.1;7 Learning-Before-Doing and Learning-in-Action: Bridging the Gap Between Innovation Adoption, Implementation, and Performance;140
7.1.1;7.1 Introduction;140
7.1.2;7.2 Implementation: A Conceptual Model;141
7.1.2.1;7.2.1 The Adoption--Implementation Gap;142
7.1.2.2;7.2.2 The Implementation--Performance Gap;143
7.1.2.2.1;7.2.2.1 Adaptation-in-Use, Implementation, and Performance;144
7.1.2.2.2;7.2.2.2 Change Catalysis, Implementation, and Performance;145
7.1.3;7.3 Methods;147
7.1.3.1;7.3.1 The Context: ISO 9000 Quality Standard;147
7.1.3.2;7.3.2 Data Collection;148
7.1.3.3;7.3.3 Measures;149
7.1.3.3.1;7.3.3.1 Independent Variables;149
7.1.3.3.2;7.3.3.2 Dependent Variable -- Performance;150
7.1.3.3.3;7.3.3.3 Control Variables;151
7.1.3.4;7.3.4 Analysis;152
7.1.4;7.4 Results;152
7.1.5;7.5 Discussion, Limitations, and Implications;157
7.1.6;7.6 Conclusion;159
7.2;References;160
7.3;8 Underfits Versus Overfits in the Contingency Theory of Organizational Design: Asymmetric Effects of Misfits on Performance;164
7.3.1;8.1 Introduction;164
7.3.2;8.2 Symmetric Effect of Misfits on Performance;166
7.3.3;8.3 Asymmetric Effect of Misfits on Performance;168
7.3.4;8.4 Information-Processing Theory;172
7.3.5;8.5 Benefits and Costs in Underfits and Overfits;173
7.3.6;8.6 Differences in Degree of Misfit Between Underfits and Overfits;177
7.3.7;8.7 Implications for Organization Theory and Practice;178
7.3.7.1;8.7.1 Means;179
7.3.7.2;8.7.2 Slope Coefficients;179
7.3.7.3;8.7.3 Correlation Coefficients;180
7.3.7.4;8.7.4 Managerial Design;181
7.3.8;8.8 Conclusions;183
7.4;References;184
7.5;Index;186