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New Approaches to Organization Design - Theory and Practice of Adaptive Enterprises
von: Anne Bøllingtoft, Dorthe Døjbak Håkonsson, Jørn Flohr Nielsen, Charles C. Snow, John Ulhøi (Eds.)
Springer-Verlag, 2009
ISBN: 9781441906274, 187 Seiten
Format: PDF, OL
Preis: 106,95 EUR
Contents
6
Contributors
8
Introduction: Use of Theory in Organization Design Research
10
The State of Organization Theories
10
Extending the Usefulness of Some Prominent Organization Theories
12
Uses of Theory by Contributors to This Volume
15
Part I. Towards New Organizational Forms
16
Blade.Org: A Collaborative Community of Firms
16
Network-Level Task and the Design of Whole Networks: Is There a Relationship?
16
Part II. Dynamics of Adaptation and Change
17
Organizational Trade-Offs and the Dynamics of Adaptation in Permeable Structures
17
Unpacking Dynamic Capability: A Design Perspective
18
Predicting Organizational Reconfiguration
18
Embedding Virtuality into Organization Design Theory: Virtuality and Its Information Processing Consequences
19
Part III. Fit and Performance
20
Learning-Before-Doing and Learning-in-Action: Bridging the Gap Between Innovation Adoption, Implementation and Performance
20
Underfits Versus Overfits in the Contingency Theory of Organizational Design: Asymmetric Effects of Misfits on Performance
21
Concluding Observations
21
References
22
Part I Toward New Organizational Forms
24
1 Blade.Org: A Collaborative Community of Firms
25
1.1 Introduction
25
1.2 Organizing for Collaborative Innovation
26
1.2.1 Scope and Types of Communities of Individuals
27
1.2.2 Key Characteristics of Communities of Individuals
28
1.2.3 Mechanisms That Facilitate Innovation Within Communities of Individuals
29
1.3 Blade.Org: The Building of a Collaborative Community
15
1.3.1 Origin and Purpose
31
1.3.2 Membership and Governance Structure
16
1.3.3 Collaborative Innovation Processes
16
1.4 Organizational Analysis of Blade.Org
17
1.5 Implications for Organization Design Theory and Practice
38
1.6 Conclusion
39
1.7 Appendix: Blade.Org Committees
40
References
22
2 Network-Level Task and the Design of Whole Networks:Is There a Relationship?
44
2.1 Networks as Production Systems
44
2.2 Forms of Network Governance
45
2.2.1 Shared Governance Form
46
2.2.2 Lead Organization Form
46
2.2.3 Network Administrative Organization Form
46
2.3 Research Methodology
47
2.4 Network-Level Tasks
47
2.5 Network-Level Task and Network Design
49
2.6 Discussion
55
2.7 Contributions
57
References
58
Part II Dynamics of Adaptation and Change
62
3 Organizational Trade-Offs and the Dynamics of Adaptation in Permeable Structures
63
3.1 Introduction
63
3.2 Methods
65
3.2.1 Setting
65
3.2.2 Data Gathering
66
3.2.3 Data Analysis
66
3.3 Disintegrating Traditional Vertical Integration: Why Fashion Inc. Disintegrated
68
3.4 Case Analysis
69
3.4.1 Sensing and Seizing Opportunities in the Old and New Structure
69
3.4.2 Specialization and Interdependencies Within a Disintegrated Structure
71
3.4.3 Delegation and Incentives Within a Disintegrated Structure
72
3.4.4 How the Disintegrated Structure Solved Major Challenges of Traditional Vertical Integration
73
3.4.5 Fashion Inc.'s New Organizational Design in Action: The Case of Rapid Response
75
3.5 Discussion and Implications
76
3.6 Concluding Remarks and Managerial Implications
79
References
79
4 Unpacking Dynamic Capability: A Design Perspective
81
4.1 Introduction
81
4.2 The Nature of Dynamic Capability
82
4.2.1 Foundations of Dynamic Capability
83
4.2.2 What Dynamic Capability Is Not
84
4.2.3 Dynamic Capability and the Tautology Problem
85
4.2.4 Defining Dynamic Capability
86
4.3 Unpacking Dynamic Capability
87
4.3.1 Design Rules: Deliberate Knowledge on Questioning Purpose/Effectiveness
90
4.3.2 Congruence of Design Rules and Recurrent Patterns of Behavior
90
4.3.3 Codifying Distributed Learning and Control
91
4.3.4 Market/Competitive Conditions and the Nature of Design Rules
92
4.4 Discussion and Conclusion
95
4.4.1 Informing the Theory and Practice of Organizational Design
95
4.4.2 Suggestions for Future Research
95
4.4.3 Conclusion
96
References
96
5 Predicting Organizational Reconfiguration
99
5.1 Introduction
99
5.1.1 Defining Structural Reconfiguration
100
5.2 Causes of Structural Reconfiguration
101
5.2.1 Environmental Change
101
5.2.2 Changes in Firm Governance
103
5.2.3 Changes in Strategy
104
5.2.4 Changes in Performance
105
5.2.5 Diversification and LBOs
106
5.2.6 Life Cycles
106
5.2.7 Change in Technology or Innovation in Major Product
108
5.3 Impediments to Structural Reconfiguration
108
5.3.1 Inertia
109
5.3.2 Perceptions and Aspirations
110
5.3.3 Threat-Rigidity
110
5.4 Looking Forward
111
5.4.1 Informing the Theory of Organization Design
111
5.4.2 Informing Future Firms and the Practice of Organization Design
113
References
114
6 Embedding Virtuality into Organization Design Theory: Virtuality and Its Information Processing Consequences
118
6.1 Introduction
118
6.2 Theoretical Background
120
6.2.1 Dimensions of Virtual Organizations and Their Consequences for Coordination
121
6.2.2 Toward a Deeper Understanding of the Coordination Needs of Virtual Organizations
125
6.3 Virtualness in an Information Processing Perspective
126
6.3.1 Locational Differentiation and Its Information Processing Impacts
129
6.3.2 Relational Differentiation and Its Information Processing Impacts
131
6.4 Discussion
131
6.5 Conclusion
134
6.5.1 Implications for Practice
134
6.5.2 Implications for Organizational Design
135
References
136
Part III Fit and Performance
139
7 Learning-Before-Doing and Learning-in-Action: Bridging the Gap Between Innovation Adoption, Implementation, and Performance
140
7.1 Introduction
140
7.2 Implementation: A Conceptual Model
141
7.2.1 The Adoption--Implementation Gap
142
7.2.2 The Implementation--Performance Gap
143
7.2.2.1 Adaptation-in-Use, Implementation, and Performance
144
7.2.2.2 Change Catalysis, Implementation, and Performance
145
7.3 Methods
147
7.3.1 The Context: ISO 9000 Quality Standard
147
7.3.2 Data Collection
148
7.3.3 Measures
149
7.3.3.1 Independent Variables
149
7.3.3.2 Dependent Variable -- Performance
150
7.3.3.3 Control Variables
151
7.3.4 Analysis
152
7.4 Results
152
7.5 Discussion, Limitations, and Implications
157
7.6 Conclusion
159
References
160
8 Underfits Versus Overfits in the Contingency Theory of Organizational Design: Asymmetric Effects of Misfits on Performance
164
8.1 Introduction
164
8.2 Symmetric Effect of Misfits on Performance
166
8.3 Asymmetric Effect of Misfits on Performance
168
8.4 Information-Processing Theory
172
8.5 Benefits and Costs in Underfits and Overfits
173
8.6 Differences in Degree of Misfit Between Underfits and Overfits
177
8.7 Implications for Organization Theory and Practice
178
8.7.1 Means
179
8.7.2 Slope Coefficients
179
8.7.3 Correlation Coefficients
180
8.7.4 Managerial Design
181
8.8 Conclusions
183
References
184
Index
186
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