• 14 Dec 2015 1:01 PM | Deleted user
    Beginning in January 2016, the operations of Journal of Organization Design (JOD) will be outsourced to Springer Open Access, the largest publisher of open access journals in the world. By having Springer’s marketing power, we expect JOD to rapidly become more visible and attractive to authors.

    JOD will continue to be owned by the Organizational Design Community .

    New members of the editorial team
    In anticipation of this growth, we are increasing the size of our editorial team and board. We are happy to welcome Nils Stieglitz (Frankfurt School of Finance & Management) and John Joseph (University of California Irvine) as new associate editors.

    A Journal for both academics and practitioners
    At JOD, we publish five different types of articles (Research, Translational, Point of View, Urgent Issue, Case Study) as well as the Organizational Zoo and ODC live. In this way, the journal seeks to be both theoretically sound, practically relevant and use the fact that JOD is electronic only.

    Sponsorship means no APCs in 2016-2017
    Our objective is to have JOD become the most comprehensive and highest-quality journal devoted to the topic of organization design. JOD will continue to be an open access journal and due to support from Department of Management, Aarhus University there will be no APCs in 2016 and 2017.

    We invite you to submit a paper to JOD.
    Please submit here Journal of Organization Design

    Or contact us at

  • 10 Nov 2015 12:13 PM | Deleted user
    The Journal of Organization Design (JOD) is a peer-reviewed, open access journal devoted solely to advancing the theory and practice of organization design. We seek high-quality papers on any design-related topic for publication in Volume 5 (2016) and Volume 6 (2017). There are numerous benefits of having your paper published in JOD:
    • Your article is freely available to all who wish to read it. This allows you to present your organization design ideas and research findings to a worldwide audience.
    • JOD has a respectable impact factor, so your article has visibility in the scholarly community.
    • The editorial team and board members are internationally known academics in the field.
    • JOD has five different article formats, so you have a variety of choices about how to present your ideas.
    • The submission and review process is smooth and timely.
    • Article processing charges (fees paid by the author) will be waived for 2016 and 2017.

    Please visit the journal’s website to learn more about all aspects of JOD.

    We look forward to receiving your paper!

    Børge Obel (Aarhus University) and Charles Snow (Penn State University) Co-editors

  • 28 Sep 2015 4:10 PM | Deleted user

    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.

  • 28 Sep 2015 3:55 PM | Deleted user

    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.

  • 28 Aug 2015 9:37 AM | Deleted user

    It is a great pleasure to announce that the Organizational Design Community ( has published volume 4, issue number 2, 2015, of the Journal of Organization Design ( 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.


  • 27 Aug 2015 10:47 AM | Deleted user

    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:

    Read more

  • 30 Apr 2015 6:30 PM | Deleted user

    It is a great pleasure to announce that the Organizational Design Community ( has published volume 4, issue number 1, 2015, of the Journal of Organization Design ( 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.


  • 14 Apr 2015 2:00 PM | Deleted user

    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:

    • How does the involvement of public interest influence partner selection, and the profitability of the private sector player in PPP’s?
    • To what extent is there flexibility in the distribution of tasks between partners in PPP’s?
    • How are multi-party PPP’s organized and managed? How do they differ from meta-organizations in the private sector? How does the existence of multiple stake-holders within the “public” side influence the design and performance of PPP’s?
    • What are the distinctive mechanisms of organizing and governance in PPP’s? By mechanisms, we mean contracts, incentives, task assignment, information exchange and communication interfaces, private and public audits, dispute resolution etc. For instance:
      • What are innovative contract design elements that seem to enhance the performance of PPP’s? What are the limits and possibilities of the use of pay-for-performance arrangements in PPP’s?
      • How does the organizational interface between partner’s look different in PPP’s and other private sector partnerships (PSP’s)?
      • How does the dispute resolution process in PPP’s differ from that in PSP’s?
      • Are there particular managerial skills needed to manage the interface in PPP’s? Are there particular incentive mechanisms that allow entrepreneurial decision making (i.e. avoiding omission errors) within the public partner, while preserving safeguards against improprieties and mistakes (i.e. commission errors)?

    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.

  • 19 Feb 2015 1:30 PM | Deleted user

    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:

    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.

    Online Submission

    Manuscripts should be submitted to the journal at 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.

    Video Abstracts

    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.

  • 02 Feb 2015 12:02 PM | Deleted user

    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:

    • the use of small but multi-disciplinary teams of scientists who are granted autonomy in the definition of specific research objectives and in the way they are pursued, compete with each other, and are embedded in a munificent organizational environment, typical of large scientific institutions, which provides them with complementary technological resources, advanced scientific infrastructure, and patient non-competitive funding;
    • the strong leadership of principal investigators, which however is continuously challenged by younger researchers;
    • the adoption of human resource management practices relating to aspects such as recruitment, communication of ideas and socialization among scientists, and provision of suitable incentives, including those aimed at leveraging the intrinsic motivations of scientists to advance scientific knowledge;
    • the design of advanced information technology for storing, analysing, and sharing knowledge, which facilitates coordination of autonomous and geographically dispersed research teams;
    • and finally, an open approach to IPRs, which is intended to favor knowledge sharing and the capturing of new research opportunities.

    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.

    Guest Editors

    Massimo G. Colombo, Department of Management, Economics, and Industrial Engineering, Politecnico di Milano (

    Cristina Rossi-Lamastra, Department of Management, Economics, and Industrial Engineering, Politecnico di Milano (

    Paula E. Stephan, Andrew Young School of Policy Studies, Georgia State University and National Bureau of Economic Research (

    Georg von Krogh, Chair of Strategic Management and Innovation, ETH Zurich (

    Research questions

    Research questions to be addressed by the special issue could be, but are not limited to, the following:

    • How much autonomy needs to be given to R&D employees in creating breakthrough innovations? How can effective incentives be designed for them? Which balance should they give to extrinsic and intrinsic motivations? Under what conditions can the human resource management practices typical of big scientific projects be successfully adopted by large incumbent firms?
    • What coordination mechanisms and models and approaches to assess achievements towards breakthrough innovations are most effective in firms? How do they differ from those that are found in big scientific projects?
    • What approaches to the design and implementation of information technology in big scientific projects can be effectively transposed to firms seeking to support entirely new knowledge creation and radical innovation?
    • What leadership styles are most successful in fostering breakthrough innovation in a firm context?
    • Under what conditions does an open approach to intellectual property rights (IPR) promote radical innovation?
    • Does the recruitment of employees who have previous experience in scientific research, and thus have a mind-set and routines oriented to breakthrough discoveries, favour breakthrough innovation? At which level and in which positions of the corporate hierarchy should firms locate2
    • these employees? What are the drawbacks of these injections? Can temporary leaves of R&D personnel in scientific institutions be a valid alternative option?
    • Does geographical distance and institutional heterogeneity between globally dispersed firms involved in exploratory R&D alliances hinder the successful unfolding of the collaboration? Can lessons from big science projects composed of globally dispersed teams and organizations help overcome such barriers?
    • Can private-public collaborations between firms and universities (and public research organizations) manage to pursue an ambidextrous win-win strategy aimed at both breakthrough scientific discoveries and breakthrough innovations?
    • What lessons can start-ups and small innovative firms draw from networks of collaborations between small scientific teams?
    • Are spin-offs from state-of-the-art scientific projects more genetically oriented towards breakthrough innovation than regular corporate- and university-based spin-offs? What are lessons from scientific projects for corporate venturing that aim to foster radical innovation?
    • Under what conditions can corporate spin-offs combine the advantages of scale and autonomy, thereby contributing to the development of radical new products and services? Which organizational and governance mechanisms allow parent corporations to best benefit from these ventures’ innovation activity?

    Submissions to the special issue should be sent electronically through the JPIM ScholarOne system ( 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:

    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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