Professor Richard Burton, Duke University, Professor Børge Obel, Aarhus University and Associate Professor Dorthe Døjbak Håkonsson, have published a new edition of their book Organisational Design: A step-by-step approach. Written specifically for executives and MBA students, the third edition of this successful textbook provides a step-by-step guide to designing an organization, from diagnosis, to design and implementation. It provides comprehensive coverage of the key aspects of organizational design, including goals, strategy, process, people, coordination, control, and incentives. Following a new diamond model, fully tested in practice, the book guides readers through an integrated methodology for organizational assessment and planning. It includes a new chapter on project managing organizational change on a practical level, new case study, extended discussions of new organizational forms, architecture design and knowledge systems, and new practical steps for implementation and change.
Visit the Website for free access to a selection of organizational diagnosis, design and implementation models in Excel, as well as additional case studies, figures and tables from the book.
As a paying member of The Organizational Design Community, you will get a 20% discount on the book. Find it on the ODC Website.
ODC and The Conference Board (TCB) have agreed to collaborate to the benefit of the members of both organizations.
A central part of the collaboration is mutual marketing of events, so please take a look at the Conference Board event 11th Annual Organization Design and Diagnostics, and get a ODC member discount of USD 300 here.
The conference will take place in NYC on December 10-11., 2015.
It is a great pleasure to announce that the Organizational Design Community (www.orgdesigncomm.com) has published volume 4, issue number 2, 2015, of the Journal of Organization Design (www.jorgdesign.net). Please enjoy the papers appearing in our second issue of the year.
We are introducing a new series called Organization Zoo. Organization Zoo is intended to analyze new or unusual organizational forms. The objective of the series is to examine organizations that have recently appeared, or which would be considered as outliers compared to traditional organizations, in order to learn more about what particular organizational forms can do as well as their drawbacks.
Each edition of Organization Zoo will be built on a case. The organization zoo already has many animals, but sometimes a new or unusual animal appears. We want to describe this new animal and how it behaves, and we want to analyze rare animals to make certain that we fully understand them. First, the case will be presented, and then several commentators will offer their thoughts and opinions about the organization.
The first case in our series is on Valve Corporation, an American video game development and digital distribution company headquartered in Bellevue, Washington. Our case commentators are Carliss Baldwin, Julian Birkinshaw, Teppo Felin, Nicolai Foss & Magdalena Dobrajska, Lars Kolind, Georg von Krogh & Nina Geilinger, and Todd Zenger. We hope that the case and its commentators’ observations will provide you with a rich understanding of a new or unusual form of organizing.
The issue also includes one research article, one translational article, and one point of view article. We are very excited about this new publication and hope you find the content interesting.
TABLE OF CONTENTS
There are a number of vacant positions as assistant professors within the field of management at Department of Management at Aarhus University. The department would in particular like applicants within the field of organization design.
Deadline: 13. September 2015.
If you have questions please contact Head of Department, Professor Jacob Kjær Eskildsen, Tel.: +45 2429 3238, E-mail: firstname.lastname@example.org
It is a great pleasure to announce that the Organizational Design Community (www.orgdesigncomm.com) has published volume 4, issue number 1, 2015, of the Journal of Organization Design (www.jorgdesign.net). Please enjoy the papers appearing in our first issue of the year. This is a special issue on Organizing for Performance with special issue editors Andy Neely, Rick Edgeman, and Jacob Kjær Eskildsen. There are several great pieces in this issue, which include three research articles, one point of view article, and two interview resumes in our new journal section JOD Live. We are very excited about this new publication and hope you find the content interesting.
Journal of Organization Design
Submission deadline, January 15, 2016
Guest editors: Zeger van Der Wal (LKY-NUS) & Kannan Srikanth (SMU)
The Journal of Organization Design invites submissions for a special issue on the topic of “Design issues in Public-Private Partnerships (PPP’s)”.
This special issue invites empirical papers using any methodology (cases, archival data or survey data analysis, experiments) that investigate design issues in PPP – contrasting them with the challenges in traditional buyer-supplier relations or alliances found between private companies- private sector partnerships ( or “PSP’s”). The question we focus on is how the “public” nature of one party to the partnership changes the design of such relationships. Papers from either a public administration and/or organization science perspective are very welcome.
At a fundamental level, inter-firm partnerships can be seen as a particular instance of temporary (because they have a finite life) and lateral (because there is no formal authority hierarchy) organizations. We know a fair amount about this particular form of organizing, and how the basic design choices such as task divisions and allocation between partners, coordination, incentives and dispute resolution mechanisms (including reliance on equity ownership and consequent voting rights) affect their structure and performance. The benefits of synergies between partners, common pathologies such as “learning races”, as well as the advantages conferred by specialized organizational units responsible for managing a portfolio of partnerships, have all been well documented in the literature on PSP’s.
In this special issue we are interested in understanding, with reference to the traditional “best practices” in the design of PSP’s if, why and how they need to change in public-private partnerships. In particular we would like to learn how design decisions can aid in the process of value creation and private capture, while also safeguarding the public interest. This contrast based approach is likely to generate insight about both public-private partnerships as well as the design of inter-organizational partnerships in general.
Papers tackling questions such as (but not limited to) these would be welcome to be reviewed for the special issue:
Keeping with JOD’s aims, we wish to publish concise, clear and compelling articles (with the scope for putting supplementary materials in online appendices); short articles (4500-5000 words) are encouraged, though the shortening can also occur through the editorial process. All submissions are processed through double blind peer review.
Journal of Organization Design (JOD) seeks to advance both the theory and practice of organization design. It is self-published by the Organizational Design Community, an international community of scholars, executives, and organizations who have a collective interest in improving how organizations are designed and managed. JOD is an open access journal available online to all interested parties free of charge.
JOD will consider publishing a paper on any organization design topic as long as the author provides valid theoretical arguments, high-quality data, and/or practical implications. JOD is especially interested in papers that employ abductive logic – the logic of “what might be”. JOD wants to be the preeminent journal for knowledge that helps designers and managers create organizations that are agile, innovative, and continuously able to adapt to their environments. Papers that are based on simulations, scenario development, Delphi studies, thought experiments, and other speculative methodologies are invited and will be reviewed with appropriate evaluation criteria. Traditional research topics and methodologies are also welcome at JOD provided that arguments and findings have important design implications.
Journal of Organization Design covers all aspects of both the theory and practice of Organization Design and has published 58 articles in the first nine issues, and with more than 200,000 combined abstract, article, and video views in the first three years (index statistics excluded).
Take a look at our most read articles: The Evolution of Enterprise Organization Designs by Jay Galbraith, Design of Industrial and Supra-Firm Architectures: Growth and Sustainability by John Mathews, Open Innovation and Organization Design by Michael Tushman, and Designing the Organization for User Innovation by Peter Keinz, Christoph Hienerth, and Christopher Lettl. You are welcome to dig deeper into our online archives.
You are cordially invited to submit or recommend papers to the Journal of Organization Design. The website can be accessed here: http://www.orgdesigncomm.com/Journal-of-Organization-Design.
About Journal of Organization Design
JOD has an editorial structure composed of (a) Co-Editors Børge Obel (ICOA, Aarhus University) and Charles C. Snow (Penn State University); (b) Associate Editors Richard M. Burton (Duke University), Dorthe Døjbak Håkonsson (ICOA, Aarhus University), Samina Karim (Boston University), Peter Klaas (WTT A/S), Phanish Puranam (INSEAD), and Metin Sengul (Boston College); and (c) a distinguished Editorial Board. Manuscripts are reviewed in a double-blind review process by at least two reviewers. A short but meticulous review process is of great importance to JOD.
About Open Access
There are no article processing charges for papers published in JOD. JOD provides immediate open access to its content on the principle that making research freely available to the public supports a greater global exchange of knowledge. Furthermore, an open access article stands a greater chance to be used and cited than does one published behind the subscription barriers of a traditional academic journal. Therefore, your research impact is likely to be improved once you become an open access author.
Manuscripts should be submitted to the journal at www.jorgdesign.net. Once a manuscript is accepted for publication, it will undergo copyediting, formatting, and reference validation in order to provide the highest publication quality possible. JOD is listed in all of the major indexing services.
JOD offers authors of an accepted paper the opportunity to include a short video presentation (approximately one minute in length) with their published article. This video can include the author in his or her natural setting, slides, photos, and so on, and will accompany the online article in JOD. A video enables readers to get a personal, insightful overview of the article and the reasons for writing it. For more information, please see our video gallery for actual examples.
In the current globalized competitive arena, breakthrough innovations, defined as new products or services that create entirely new markets or radically change existing ones (like the Ipad), are a crucial (potential) source of competitive advantage for firms. They also are a fundamental mechanism to restore sustainable growth in advanced economies, which were severely hit by the global crisis.
Despite the many benefits touted by scholars, consultants, and managers, the accumulated evidence indicates that breakthrough innovations are rare and difficult to achieve. Established firms confront severe obstacles when engaging in the development of breakthrough innovations (Christensen, 1997; Henderson, 1993). In fact, the few available studies suggest that the typical internal organization of incumbents which is designed to assure efficiency in daily operations, is at odds with the pursuit of breakthrough innovation (O'Connor and De Martino, 2006). Consequently, in modern innovation eco-systems, start-ups are often considered the most natural engine of breakthrough innovation (Schneider and Veugelers, 2011), as they are loci of creativity and do not suffer from organizational inertia. Nonetheless, start-ups also encounter serious obstacles in rallying human talent and financial resources for developing breakthrough innovations, and assembling the complementary assets necessary for exploiting them (e.g., Carayannopoulos, 2009). As an alternative option, incumbents may leverage the creativity and flexibility of start-ups to radically innovate by acquiring them, allying with them or even promoting their creation (e.g. Von Krogh et al. 2012). However, alliance and acquisition strategies carry their own risks. Evidence shows that few acquisitions of start-ups are successful, and that post-acquisition integration of the acquired operations often leads to the deterioration of the performance of acquired inventors. Similarly, alliances between large incumbents and start-ups involve high transaction costs and substantial moral hazard and adverse selection problems, when their aim is to develop breakthrough innovations.
The aim of this special issue “Organizing for breakthrough innovation: Taking inspiration from the organization of science” is to examine what organizational arrangements are most conducive to breakthrough innovation. We are especially interested in investigating to what extent and under what conditions principles and guidelines applied in the organization of scientific projects which led to major scientific discoveries (Stephan, 2012) may inform the innovation activity of firms with the purpose of increasing the likelihood of achieving breakthrough innovations. These organizing principles include:
It is thus of great academic and practical relevance to open a new line of inquiry on organizing for breakthrough innovation with the aim of assessing whether and under what conditions organizing principles such as those listed above that have proven successful for the organization of science, can be transposed to a corporate environment, and what are the necessary adaptations.
Massimo G. Colombo, Department of Management, Economics, and Industrial Engineering, Politecnico di Milano (email@example.com)
Cristina Rossi-Lamastra, Department of Management, Economics, and Industrial Engineering, Politecnico di Milano (firstname.lastname@example.org)
Paula E. Stephan, Andrew Young School of Policy Studies, Georgia State University and National Bureau of Economic Research (email@example.com)
Georg von Krogh, Chair of Strategic Management and Innovation, ETH Zurich (firstname.lastname@example.org)
Research questions to be addressed by the special issue could be, but are not limited to, the following:
Submissions to the special issue should be sent electronically through the JPIM ScholarOne system (http://mc.manuscriptcentral.com/jpim) before May 31, 2015. Authors need to clearly indicate in their submission information and letter that their manuscript is for the Special Issue on Organizing for Breakthrough Innovation. All submissions will be subject to the standard double blind review process followed by JPIM. All manuscripts must be original, unpublished works that are not concurrently under review for publication elsewhere. All submissions should conform to the JPIM manuscript submission guidelines available at: http://onlinelibrary.wiley.com/journal/10.1111/%28ISSN%291540-5885.
The publication of the special issue is expected in 2017. Questions about this special issue may be directed to any of the guest editors at their email addresses provided above.
Carayannopoulos S. (2009) How technology-based new firms leverage newness and smallness to commercialize disruptive technologies. Entrepreneurship Theory and Practice, 33(2), 419–438.
Christensen, C.M. (1997) The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail. Boston: Harvard Business School Press.
Henderson R. (1993) Underinvestment and incompetence as responses to radical innovation: Evidence from the photolithographic alignment equipment industry. RAND Journal of Economics, 24(2), 248-270.
O'Connor G.C., De MartinoR. (2006) Organizing for radical innovation: an exploratory study of the structural aspects of RI management systems in large established firms. Journal of Product Innovation Management. Journal of Product Innovation Management, 23(6), 475–497.
Schneider C., Veugelers R. (2010) On young highly innovative companies: why they matter and how (not) to policy support them. Industrial and Corporate Changes, 19(4), 19 (4): 969-1007.
Stephan, P. E. (2012). How economics shapes science. Cambridge, MA, USA: Harvard University Press.
von Krogh G., Battistini B., Pachidou F., Baschera P. (2012) The changing face of corporate venturing in biotechnology. Nature Biotechnology, 30, 911-915.
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