Weiss Efficient Organizational Design

Balancing Incentives and Power
2007
ISBN: 978-0-230-28795-2
Verlag: Palgrave Macmillan UK
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 338 Seiten

This book investigates how organizations can be designed for efficiency. Strategy, structure, boundaries and the governance of organizations are analyzed for any interdependencies within or between them and synthesised to a consistent system. Case studies illustrate the application of the theory of organizational design.

Autoren/Hrsg.

Weiss, M.

Inhaltsverzeichnis

1;Cover;1
2;Contents;6
3;List of Figures;10
4;List of Tables;11
5;Foreword;12
6;Preface;16
7;1 Introduction;19
7.1;1.1 Motivation;19
7.2;1.2 Objectives;23
7.3;1.3 Methodology;25
7.4;1.4 Outline;29
8;Part I: Theory of Organizational Design;32
8.1;2 Foundations of Organizational Design;33
8.1.1;2.1 Theories of the firm;33
8.1.1.1;The history of firms;34
8.1.1.2;The existence of firms;36
8.1.1.3;The boundaries of firms – transaction cost theory;38
8.1.1.4;The structure of firms – agency theory;41
8.1.1.5;The governance of firms – incomplete contract theory;43
8.1.1.6;The firm as a knowledge-creating entity;46
8.1.1.7;The firm as a system;49
8.1.2;2.2 Configuration of systems;52
8.1.2.1;Elements and systems;53
8.1.2.2;Path dependencies;58
8.1.2.3;Consistent configurations – application of the theory;62
8.1.3;2.3 Value creation of organizational design;64
8.1.3.1;Defining value;64
8.1.3.2;Measuring value;66
8.1.4;2.4 Changes in the business environment;69
8.1.4.1;Technological progress;69
8.1.4.2;Regulation and liberalization;72
8.1.4.3;Standard setting;74
8.1.4.4;The financial system;77
8.1.5;2.5 The inadequacy of traditional theories of the firm;79
8.2;3 Building Blocks of Organizational Design;88
8.2.1;3.1 The strategy of the organization;88
8.2.1.1;The purpose of the organization;90
8.2.1.2;The market-based perspective;92
8.2.1.3;The resource-based perspective;96
8.2.1.4;The accounting-based perspective;101
8.2.1.5;Construction and deconstruction of the value chain;102
8.2.2;3.2 The boundaries of the organization;105
8.2.2.1;Setting the boundaries;106
8.2.2.2;Shifting the boundaries;111
8.2.2.3;Blurring the boundaries;115
8.2.3;3.3 The internal structure of the organization;119
8.2.3.1;Information and knowledge;121
8.2.3.2;Power and authority;126
8.2.3.3;Incentives and motivation;134
8.2.3.4;Co-ordination and co-operation;143
8.2.4;3.4 The governance of the organization;150
8.2.4.1;Specific investments, stakeholders and ownership;152
8.2.4.2;The different constituencies;155
8.2.4.3;Governance mechanisms;161
8.2.4.4;Organizational forms;167
8.3;4 Designing Efficient Organizations;180
8.3.1;4.1 Synthesis of the building blocks – designing for fit;180
8.3.1.1;Taking stock;181
8.3.1.2;Complementarities between the building blocks;183
8.3.1.3;Configuration of business models;190
8.3.2;4.2 Adaption to the environment – designing for change;194
8.3.2.1;Constant change as a design feature;195
8.3.2.2;Staying at the peak – continuous adjustments;198
8.3.2.3;Switching peaks – radical adjustments;203
8.3.3;4.3 Efficient organizational design;208
9;Part II: Practice of Organizational Design;211
9.1;5 The European Securities Transaction Industry;212
9.1.1;5.1 Introduction;212
9.1.2;5.2 Three concepts for evaluation;217
9.1.3;5.3 The securities transaction industry;219
9.1.3.1;Economies of the securities transaction value chain;219
9.1.3.2;Vertical interdependencies in the value chain;222
9.1.3.3;Regulation;223
9.1.4;5.4 Strategic conduct – the provider’s action set;224
9.1.4.1;Boundary decisions;225
9.1.4.2;Communication standards and accessibility;226
9.1.4.3;Interdependencies in the action set;230
9.1.5;5.5 Proposals for an efficient organizational design;233
9.1.5.1;System 1 – Regulated monopoly;233
9.1.5.2;System 2 – Competitive fragmentation;235
9.1.5.3;System 3 – Contestable monopolies;237
9.1.6;5.6 Comparative organizational analysis;239
9.2;6 The German Co-operative Banking Group;248
9.2.1;6.1 Introduction;248
9.2.2;6.2 Strategy and internal structure;253
9.2.2.1;Deutsche Bank;253
9.2.2.2;The co-operative banking group;255
9.2.3;6.3 Corporate governance;258
9.2.3.1;Deutsche Bank;258
9.2.3.2;The co-operative banking group;259
9.2.4;6.4 Comparative organizational analysis;261
9.2.4.1;The narrow view of efficiency;261
9.2.4.2;Differences in the designs;262
9.2.4.3;Complementarities between the building blocks;264
9.2.4.4;The broader view of efficiency;265
9.3;7 Open-source Projects;269
9.3.1;7.1 Introduction;269
9.3.2;7.2 The software industry;276
9.3.2.1;The economics and technology of software production;277
9.3.2.2;What is open-source software?;279
9.3.2.3;Paradigms of innovation;280
9.3.3;7.3 The system of proprietary software;282
9.3.3.1;Organizational design of proprietary source firms;282
9.3.3.2;Consistency and shortcomings;285
9.3.4;7.4 The system of open-source software;287
9.3.4.1;Organizational design of open-source projects;288
9.3.4.2;Consistency and the open-source ecosystem;293
9.3.5;7.5 Comparative organizational analysis;297
9.3.5.1;Comparison of the organizational designs;297
9.3.5.2;Efficient organizational design;302
9.4;8 Conclusion;308
10;Bibliography;311
11;Index;332