Organizational design: A step-by-step approach

Organizational Design: A Step-by-Step Approach

Volumn , Issue , 2006, Pages 1-235

  Burton, Richard M ^a   Desanctis, Gerardine ^c   Obel, Børge ^b  

^a DUKE UNIVERSITY   (United States)

^b AARHUS SCHOOL OF BUSINESS   (Denmark)

^c NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84925190036     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.1017/CBO9780511812415     Document Type: Book

References (92)

1. Arrow, Kenneth (1974): The Limits of Organization, New York: W. W. Norton.
2. Ashby, W. R. (1956): Introduction to Cybernetics, London: Methuen.
3. Bartlett, C. A., & Ghoshal, S. (1998): Managing Across Borders: The Transnational Solution, 2nd edn, Harvard Business School Press.
4. Bartol Kathryn M. & Locke, Edwin (2000): “Incentives and Motivation,” in Sara L. Rynes and Barry Gerhart (eds.), Compensation in Organizations: Current Research and Practice, San Francisco: Jossey-Bass, pp. 104–50.
5. Boudreau, M.-C., Loch, K. D., Robey, D., & Straub, D. (1998): “Going Global: Using Information Technology to Advance the Competitiveness of the Virtual Transnational Organization,” Academy of Management Executive 12(4), pp. 120–128.
6. Bourgeois, L. J., III (1980): “Strategy and Environment: A Conceptual Integration,” Academy of Management Review, 5, pp. 25–39.
7. Bourgeois, L. J., & Eisenhardt K. (1988): “Strategic Decision Processes in High Velocity Environments: Four Cases in the Minicomputer Industry,” Management Science, 34, pp. 816–35.
8. Bower, J. L. (2001): Merloni Elettrodomestici: Building for a New Century (HBA 9–301–112), Cambridge, MA: Trustees of Harvard College.
9. Burns, T., & Stalker, G. M. (1961): The Management of Innovation, London: Tavistock.
10. Burton, R. M., & Obel, B. (1984): Designing Efficient Organizations: Modelling and Experimentation, Amsterdam: North Holland.
11. Burton, R. M., & Obel, B (1988): “Opportunism, Incentives, and the M-form Hypothesis: A Laboratory Study,” Journal of Economic Behavior and Organization, 10, pp. 99–119.
12. Burton, R. M., & Obel, B (2004): Strategic Organizational Diagnosis and Design: The Dynamics of Fit, Dordrecht: Kluwer Academic Publishers.
13. Burton, R. M., Lauridsen, J., & Obel, B. (2002): “Return on Assets Loss from Situational and Contingency Misfits,” Management Science, 48 (11), pp. 1461–85.
14. Burton, R. M., Lauridsen, J., & Obel, B. (2004): “The Impact of Organizational Climate and Strategic Fit on Firm Performance,” Human Resource Management, 43(1), pp. 67–82.
15. Carey, D. C., Ogden, D., & Roland J. A. (2004): The Human Side of M & A: Leveraging the Most Important Factor in Deal Making, Oxford: Oxford University Press.
16. Carroll, T. N., Burton, R. M., Levitt, R. E., & Kiviniemi, A. (2005): “Fallacies of Fast Track Heuristics: Implications for Organization Theory and Project Management,” submitted to Management Science.
17. Chandler, A. D. (1962): Strategy and Structure: Chapters in the History of the Industrial Enterprises, Cambridge, MA: MIT Press.
18. Choo, C. (1998): The Knowing Organization, New York: Oxford University Press.
19. Cullen, J. B. (2002): Multinational Management: A Strategic Approach, New York: Southwestern-Thompson Learning.
20. Cyert, R. M., & March, J. G. (1963): A Behavioral Theory of the Firm, Englewood Cliffs, NJ: Prentice Hall.
21. Davidow, W. H., & Malone, M. S. (1992): The Virtual Corporation, New York: Edward Burlingame Books/Harper Business.
22. Denison, D. R. (1996): “What is the Difference between Organizational Culture and Organizational Climate? A Native’s Point of View on a Decade of Paradigm Wars,” Academy of Management Review, 21(3), pp. 619–54.
23. DeSanctis, G., & Fulk, J. (eds.) (1999): Shaping Organization Form: Communication, Connection, and Community, Newbury Park, CA: Sage.
24. Donaldson, L. (2001): The Contingency Theory of Organizations, Thousand Oaks, CA: Sage.
25. Doty, D., Glick, H. W. H., & Huber, G. P. (1993): “Fit, Equifinality, and Organizational Effectiveness: A Test of Two Configurational Theories,” Academy of Management Journal, 38(6), pp. 1196–250.
26. Duncan, R. B. (1972): “Characteristics of Organizational Environments and Perceived Environmental Uncertainty,” Administrative Science Quarterly, 17(3), pp. 313–27.
27. Eisenhardt, K. M., & Brown, S. L. (1998): “Time Pacing: Competing in Markets that Won’t Stand Still,” Harvard Business Review, 76(2), pp. 59–69.
28. Fenton, E. M., & Pettigrew A. M. (2000): “Theoretical Perspectives on New Forms of Organizing,” in Andrew M. Pettigrew and Evelyn M. Fenton (eds.), The Innovating Organization, London: Sage.
29. Galbraith, Jay R. (1973): Designing Complex Organizations, Reading, MA: Addison-Wesley.
30. Galbraith, Jay R. (1974): “Organization Design: An Information Processing View,” Interfaces, 4(3), pp. 28–36.
31. Gibbons, R. (1998): “Incentives in Organizations”, Journal of Economic Perspectives, 12(4), pp. 115–32.
32. Gibson, C. B., & Birkinshaw, J. (2004): “The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity,” Academy of Management Journal, 47(2), pp. 2009–226.
33. Gittell, J. H. (2003): The Southwest Airlines Way, New York: McGraw-Hill. Gresov, C. (1989): “Exploring Fit and Misfit with Multiple Contingencies,” Administrative Science Quarterly, 34(3), pp. 431–54.
34. Gresov, C., & Drazin, R. (1997): “Equifinality: Functional Equivalence in Organization Design,” Academy of Management Review, 22(2), pp. 403–28.
35. Hahn, G. J. (1999): “The Impact of Six Sigma Improvement – A Glimpse into the Future of Statistics,” The American Statistician, 53(3), pp. 208–16.
36. Håkonsson, D. D., Lauridsen, J., Obel, B., & Burton, R. (2005): “How Misfits between Strategy and Leadership affect Organizational Performance,” presented at the AOM Conference, Hawaii (submitted for publication).
37. Hambrick, D. C. (2003): “On the Staying Power of Defenders, Analyzers, and Prospectors,” Academy of Management Executive, 17(4), pp. 115–19.
38. Hansen, M. T., & Nohria, N. Fall (2004): “How to Build Collaborative Advantage,” MIT Sloan Management Review, 46(1,) pp. 22–30.
39. Heneman, R. L., Fisher, M. M., & Dixon, K. E. (2001): “Reward and Organizational Systems Alignment: An Expert System,” Compensation and Benefits Review, 33(6), pp. 18–29.
40. Hennart, J. F. (1993): “Explaining the Swollen Middle: Why Most Transactions Are a Mix of Market and Hierarchy,” Organization Science, 4, pp. 529–547.
41. Heydebrand, W. V. (1989): “New Organizational Forms,” Work and Occupations, 16(3), pp. 323–57.
42. INSEAD (1994): “The 3M Company: Integrating Europe (A) and (B),” ECCH case collection 494–023–1 and 494–023–2.
43. Keen, Peter G. W., & McDonald, M. (2000): The Eprocess Edge, Berkeley, CA: McGraw-Hill.
44. Kerr, S. (1975): “On the Folly of Rewarding A while Hoping B,” Academy of Management Journal, 18(4), pp. 769–83.
45. Kotter, J. P. (1988): The Leadership Factor, New York: Free Press.
46. Kottler, P. (2000): Marketing Management: The Millennium Edition, Upper Saddle River, NJ: Prentice Hall.
47. Kowtha, N. R. (1997): “Skills, Incentives, and Control: An Integration of Agency and Transaction Cost Approaches,” Group and Organization Management, 22(1), pp. 53–86.
48. Lawrence, P. R. (1981): “Organization and Environment Perspective,” in A. H. Van de Ven and W. F. Joyce (eds.), Perspectives on Organization Design and Behavior, New York: Wiley, pp. 311–27.
49. Lawrence, P. R., & Lorsch, J. W. (1967): Organization and Environment, Boston: Harvard Business Press.
50. Likert, R. (1967): The Human Organizations, New York: McGraw-Hill.
51. Makadok, R. (2001): “Toward a Synthesis of the Resource-based and Dynamic-capability View of Rent Creation,” Strategic Management Journal, 22, pp. 387–401.
52. March, J. G. (1991): “Exploration and Exploitation in Organizational Learning,” Organization Science, 2, pp. 71–87.
53. March, J. G., & Simon, H. A. (1991): Organizations, New York: John Wiley & Sons.
54. McCall, M. W. Jr., & Hollenbeck, G. P. (2002): Developing Global Executives, Cambridge, MA: Harvard Business School Press.
55. McGregor, D. (1969): The Human Side of Enterprise, New York: McGraw-Hill.
56. Milakovich, M. E., & Gordon, G. J. (2001): Public Administration in America, Thorofare, NJ: Thompson Learning Incorporated.
57. Miles, R. E., & Snow, C. C. (1978): Organizational Strategy, Structure, and Process, New York: McGraw-Hill.
58. Milakovich, M. E., & Gordon, G. J. (1986): “Network Organizations: New Concepts for New Forms,” California Management Review, 28, pp. 62–75.
59. Miles, R., Snow, C. C., Mathews, J. A., Miles, G., & Coleman, Jr., H. H. (1997): “Organizing in the Knowledge Age: Anticipating the Cellular Form,” Academy of Management Executive, 11(4), pp. 7–20.
60. Miller, D. (1992): “Environmental Fit Versus Internal Fit,” Organizational Science, 3(2), pp. 159–78.
61. Mintzberg, H. (1983): Structures in Fives, Englewood Cliffs, NJ: Prentice Hall.
62. Nagar, Venky (2002): “Delegation and Incentive Compensation,” The Accounting Review, 77(2), pp. 379–95.
63. Naman, J. L., & Slevin, D. P. (1993): “Entrepreneurship and the Concept of Fit: A Model and Empirical Tests,” Strategic Management Journal, 14(2), pp. 137–53.
64. Nokia (2003): “Fostering Innovation,” ECCH case collection 403–040–1.
65. Nonaka, I., & Takeuchi, H. (1995): The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation, New York: Oxford University Press.
66. Obel, B. (1993): “Strategi og Ledelse – Er der en sammenhæng?” in Steen Hildebrandt (ed.), Strategi og Ledelse, Veje og Visioner mod år 2000, Herning: Systime, pp. 396–408.
67. Ouchi, W. G. (1980): “Markets, Bureaucracies, and Clans,” Administrative Science Quarterly, 25, pp. 129–41.
68. PHP Institute (1994): Matsushita Konosuke: His Life and His Legacy, Tokyo: PHP Institute.
69. Polanyi, M. (1996): The Tacit Dimension, London: Routledge & Kegan Paul.
70. Porter, M. E. (1985): Competitive Advantage: Creating and Sustaining Superior Performance, New York: The Free Press.
71. Powley, E. H., Fry, R. E., Barrett, F. J., & Bright, D. S. (2004): “Dialogic Democracy Meets Command and Control: Transformation through the Appreciative Inquiry Summit,” Academy of Management Executive, 18(3), pp. 67–81.
72. Quinn, R. E., & Kimberly, J. R. (1984): “Paradox, Planning, and Perseverance: Guidelines for Managerial Practice,” in J. R. Kimberly, & R. E. Quinn, (eds.), Managing Organizational Transitions, New York: Dow-Jones-Irwin, pp. 295–314.
73. Richard, M. (2001): “Toward a Synthesis of the Resource-based and Dynamic-capability Views of Rent Creation,” Strategic Management Journal, 22(5), pp. 387–401.
74. Rivkin, J., & Fleming, L. (2004): “Complexity, Networks, and Knowledge Flow,” Research Policy, 33(10), pp. 1615–34.
75. Robbins, S. P. (1990): Organization Theory: Structure, Design and Applications, Englewood Cliffs, NJ: Prentice-Hall.
76. Roberts, J. (2004): The Modern Firm: Organizational Design for Performance and Growth, New York: Oxford University Press.
77. Rynes, S. L., & Gerhart, B. (2000): Compensation in Organizations: Current Research and Practice, San Francisco: Jossey-Bass.
78. Scott, W. R. (1998): Organizations, Rational, Natural and Open Systems, Englewood Cliffs, NJ: Prentice-Hall.
79. Siggelkow, N., & Rivkin, J. (2005): “Speed and Search: Designing Organizations for Turbulence and Complexity,” Organization Science, 16(2), pp. 101–22.
80. Sinha K. K., & Van de Ven, A. (2005): “Design of Work Within and Between Organizations,” Organization Science, 16(4), pp. 389–408.
81. Smith, A. (1904): An Inquiry into the Nature and Causes of the Wealth of Nations, London: Oxford University Press.
82. Sorenson, O., Rivkin, J., & Fleming, L. (2004): “Complexity, Networks, and Knowledge Flow,” Research Policy, 33(10), pp. 1615–34.
83. Stinchcome, A. L. (1965): “Social Structure and Organizations,” in James D. March (ed.), Handbook of Organizations, Chicago: Rand McNally, pp. 142–93.
84. Tagiuri, R., & Litwin, G. H. (1968): Organizational Climate, Cambridge, MA: Harvard University Press.
85. Thompson, J. D. (1967): Organizations in Action, Oxford: Oxford University Press.
86. Tushman, M. L., & Romanelli, E. (1985): “Organizational Evolution: A Metamorphosis Model of Convergence and Reorientation,” in L. L. Cunnings, & B. M. Stacer, (eds.), Research in Organizational Behavior, San Francisco: SAI Press, pp. 171–222.
87. Velstring, T., Rouse, T., & Rovit, S. (2004): “Integrate Where It Matters,” MIT Sloan Management Review, 46(1), pp. 15–18.
88. Venkatraman, N. (1989): “The Concept of Fit in Strategy Research: Towards a Verbal and Statistical Correspondence,” Academy of Management Review, 14(3), pp. 423–44.
89. Williamson, O. E. (1975): Markets and Hierarchies: Analysis and Antitrust Implications, New York: Free Press.
90. Woodward, J. (1965): Industrial Organization, Theory and Practice, Oxford: Oxford University Press.
91. Zammuto, R. F., & Krakower, J. Y. (1991): “Quantitative and Qualitative Studies in Organizational Culture,” Research in Organizational Change and Development, 5, pp. 83–114.
92. Zuboff, S. (1988): In the Age of the Smart Machine: The Future of Work and Power, Oxford: Oxford University Press.