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This book synthesizes a decade of research by the author into fundamental issues in organization design. The result is a novel micro-structural perspective on organizations, which aims to both expand and narrow current thinking. The new perspective takes an expansive view on the kinds of phenomena that can be studied in terms of organization design- such as cross-functional teams, strategic partnerships, buyer-supplier relations, alliance networks, mega-projects, post-merger integration, business groups, open source communities, and crowdsourcing, besides traditional concerns with bureaucratic organizations. At the same time, this approach narrows focus by abstracting away from the variety and complexity of organizations to a few fundamental and universal problems of organizing (that relate to how they aggregate their members' efforts), as well as a few reusable building blocks microstructures (which capture common patterns of interaction between members of an organization). The microstructural approach to organizations will be of interest to researchers and PhD students in management, organization science, and strategy.
Research on organization design is central to the field of management, and closely allied to the sub-field of strategic management. This book synthesizes a decade of research by the author into the fundamental issues in organization design, and presents it in the form of a new perspective (known as the micro-structural perspective).
When should organizations think about adopting a flat structure? And what does it take to make it work? Is it even the silver bullet that we’ve been told it is? Often we have heard about how businesses should organize in non-traditional ways to succeed in today’s world: be ‘agile’, or adopt approaches such as ‘holacracy,’ ‘RenDanHeYi’ or ‘scrum’. But what do these concepts actually mean? Are they even helping us to custom-tailor flat structures to our needs? Leading expert, Markus Reitzig, provides a no-holds barred account of flat organizational structures, taking the good with the bad and asking the reader to balance the opportunities and challenges that come with less hierarchical structures. He explains that there are many types of flat organizations, and that they may only be better than traditional companies in some instances, and only when the company picks the right structure given its goal and its people. Taking an evidence-based approach to the advantages and disadvantages of decentralizing, this book offers a unique, practical guide for managers. You’ll learn how to formulate realistic goals with fewer hierarchical layers, where to decentralize, whom to recruit and how to treat your staff. This is an indispensable guide for anyone who wants to figure out how to work with flat organizational structures, and whether ‘flat’ may even be right for them.
How do firms adapt? There are two basic starting points from which to answer that question. One is premised on ideas of rational choice and intentionality, while the other is a process of evolutionary dynamics. Both are well-defined and operate as powerful intellectual attractors. Using the ideas of Gregor Mendel as a useful touchstone, this book aims to construct a middle-ground between these two conceptions. The image of the "Mendelian" executive shows how we might effectively balance the ideas of godlike rational design on the one hand and evolutionary dynamics on the other. The perspective developed in this book is anchored on the two key primitives of path-dependence and artificial selection. The intentionality of the Mendelian executive allows for the conscious exploration of opportunities, rather than the happenstance of random variants, yet the constraining forces of path-dependence may lead these moves to adjacent spaces. This perspective also highlights the role of intentionality with respect to the selection and culling of strategic initiatives. The organization operates an “artificial selection” environment, as firms receive profits and losses and, in turn, mediate how these environmental outcomes are projected onto underlying elements and actors within the organization. In this spirit, exploration can be considered not merely as the distance in the underlying behavior from current action, but also as changes in the dimensions of merit by which initiatives are judged. The Mendelian executive is a catalyst and cultivator of promising pathways to unknown futures.
Professor Spulber demonstrates how the intermediation theory of the firm explains firm formation by showing why firms arise in a market equilibrium with costly transactions. In addition, the theory helps explain how markets work by.
In an era in which leadership and change management models, tools and development schemes based on soft skills constitute mainstream thought, it has become ever more necessary to develop a scientific and rigorous approach to the life of an organization that can overcome the challenges of different cultural approaches and socio-environmental limitations. In this ground-breaking new book, the author puts forward a universal model for designing an organization. The model is based upon first principles, theoretical properties as well as empirical approaches to organizational development so as to form a new model under the name of “Organizational Structuralism”. By deploying this new model, the author argues that organizations will be able to design a new organization from its foundations, improve and change fundamental organizational structures, define and fine-tune key performance indicators and enhance their competitive advantages. Additionally, the model proposed in this book will allow practitioners to be able to respond effectively and efficiently to every disruptive or non-continuous evolutionary change caused either by the digital transformation or by geopolitical of organizations.
Focuses on the constructive nature of conflict and stresses conflict management as opposed to conflict resolution. Presents a comprehensive view of organizational conflict.
In this book the author lays the foundations for a new political economy of information. The information space, or I-Space is the conceptual framework in which organizations, institutions and cultures are being transformed by new information and communication technologies. In the penultimate chapter, the I-Space’s usefulness as an explanatory framework is illustrated with an application: a case study of China’s modernization. Information Space proposes a radical shift in the way that we approach the emerging information age and the implications it holds for societies, organizations and individuals.
Re-issuing volumes originally published between 1949 and 1995 this 31 volume set examines the theory and behaviour of organizations. Topics covered include: the sociology of work leadership and organizations politics at work theory and practice of company organization patterns of business organization company strategy and organizational design.
Advances in Strategic Management is dedicated to communicating innovative, new research that advances theory and practice in Strategic Management. This volume focuses on organization design and collaborative ways of working.