Journal of Organization Design

2016 - 2026

Current editor(s): Børge Obel and Charles C. Snow

From:
Springer
Organizational Design Community
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Volume 15, issue 3, 2026

An empirical framework for testing theories about complementarity in organizational design pp. 109-132

Susan Athey and Scott Stern

Structural fit and adaptive pressures: five‑year outcomes of centralized allied health governance pp. 133-150

Gemma Turato, John Whiteoak and Florin Oprescu

AI as a cognitive layer in top-level administrative support pp. 151-163

Børge Obel

Strategic leadership and organizational design: a review and research agenda pp. 165-210

Clemens M. Brandstätter and Lorenz Graf-Vlachy

Volume 15, issue 2, 2026

Callisto: justice for survivors of sexual assault through organization design pp. 51-57

Jose Pablo Arrieta and Bianca Crivellini Eger

Digital technologies, organization structure, and coordination by feedback: lessons from information technology adoption pp. 59-81

Todd A. Hall

Where are managers needed? How culture and coordinative complexity predict the evolution of reporting relationships in organizations pp. 83-108

Danyang Li, Julien Clement and Sameer B. Srivastava

Volume 15, issue 1, 2026

Purpose not prediction: the role of managers in the age of AI pp. 1-7

Amir Goldberg and Phanish Puranam

How generative AI is transforming hiring in organizations: key issues and research questions pp. 9-14

Isabel Fernandez-Mateo

Navigating more or less: AI and resource allocation on the intensive and extensive margins pp. 15-18

Daniel A. Levinthal

Replace, augment, disrupt: AI & organizational decision-making pp. 19-26

Scott E. Page and Anusha Kallapur

The promise and peril of generative AI for organizational selection and socialization pp. 27-33

James Y. Chu and Sameer B. Srivastava

When an AI “Agentforce” enters the workforce: generative AI, employment relations, and the changing social contract pp. 35-43

Melissa Valentine

Generative AI and collaboration: opportunities for cultivating collective intelligence pp. 45-50

Anita Williams Woolley

Volume 14, issue 4, 2025

Buurtzorg: scaling up an organization with hundreds of self-managing teams but no middle managers pp. 227-237

Frank Martela and Sharda Nandram

The blind men and the elephant: mapping interdisciplinarity in research on decentralized autonomous organizations pp. 239-263

Giorgia Sampò, Oliver Baumann and Marco Peressotti

A primer on venture builders as a new approach for organizational entrepreneurship pp. 265-281

Flávio Copola Azenha, André Leme Fleury and Artur Tavares Vilas Boas Ribeiro

Toward a design science of corporate venturing modes: diagnosing challenges and outlining a research agenda pp. 283-293

Benedikt Unger

Exploring commonalities in unconventional organization design: evidence from Spanish SME case studies pp. 295-317

Eva María Agruña Barrón, María Jesús Belizón Cebada and Raquel Redondo Palomo

Volume 14, issue 3, 2025

Role grouping experiments: a new method for studying organization re-design decisions pp. 169-187

Nicolay Worren and Federico Cammelli

Bringing the decision-maker back in: using a structural contingency lens to develop a mezzo uncertainty model pp. 189-207

Shmuel Ellis and Oded Shenkar

Linking architectural leadership theory to structuring HRM processes: from leading people to leading organizational processes pp. 209-225

Galy Binyamin and Eldad Kollenscher

Volume 14, issue 2, 2025

Organizational-performance pay and compensation dispersion pp. 61-82

Jiayi Bao, Andy Wu and Miaomiao Zhang

The design of early stage buyer–supplier relationships and its implications for formalized cooperative understanding: a process model pp. 83-106

Raviv Brueller, Nir Brueller, Daphna Brueller and Abraham Carmeli

The impact of network centrality on employee innovation on a digital experimentation platform pp. 107-125

Huiyang Dai, Lun Li and Jizhen Li

DAOs as property owners: a conceptual exploration from the perspective of organizational system theory pp. 127-143

Michael Lustenberger, Florian Spychiger, Lukas Küng and Jens Martignoni

Seeking self-organization in self-governing systems: are we looking in the wrong place? pp. 145-154

Phanish Puranam

(Not) by chance? An application of Assembly Theory to infer non-randomness in organizational design pp. 155-166

Ekin Ilseven and Phanish Puranam

Correction: Principles over practices: introduction to the special issue maverick organization design in practice pp. 167-167

Jeroen Bree and Martin Gonzalez

Volume 14, issue 1, 2025

Principles over practices: introduction to the special issue maverick organization design in practice pp. 1-4

Jeroen Bree and Martin Gonzalez

Reversing the productivity slump: the role of management innovation pp. 5-13

Gary Hamel

Déjà vu all over again: what the past can teach us about the future pp. 15-22

William Mateer, Paul Tolchinsky and Peter Turgoose

Scaling or growing agile? Proposing a manifesto for agile organization development pp. 23-34

Constantin Bremer, Anna Rylander Eklund and Maria Elmquist

Technology-enabled organization designs for tackling the grand challenges: the case of Giga pp. 35-41

Katherine Tatarinov and Tina C. Ambos

Maturing the maverick organization: lessons from W.L. Gore pp. 43-50

Mary Tilley and Amy Kates

Where do maverick organization design ideas come from? Approaches to studying the development of organizational design knowledge pp. 51-60

Stefan Heusinkveld and Armand Smits

Volume 13, issue 4, 2024

The liberated company theoretical concept: current issues and the intimidating complexity of organizational design pp. 125-145

Isaac Getz and Gilles Arnaud

Positive, challenging, or impossible self-managing organizations? Exploring radical decentralization at an addiction rehabilitation center pp. 147-162

Tobias Berggren Jensen and Elisabeth Naima Mikkelsen

Design Thinking and teamwork—measuring impact: a systematic literature review pp. 163-196

Cornelia Kerstin Schlott

The insights of allied health professionals transitioning from a matrix structure to a centralized profession-based structure within a public hospital setting pp. 197-212

Gemma Turato, John Whiteoak and Florin Oprescu

All DAOs are not the same: distinguishing DAOs across various layers pp. 213-216

Ying-Ying Hsieh

Volume 13, issue 3, 2024

Digital twins of organization: implications for organization design pp. 77-93

Kalle Lyytinen, Barbara Weber, Markus C. Becker and Brian T. Pentland

Towards a digital twin of a holacratic organization: a point of view on Lyytinen et al. (2023) pp. 95-99

Johannes Winkler and Waldemar Kremser

How the map becomes the territory: prediction, performativity and the process of taking digital twins for granted pp. 101-112

Paul M. Leonardi and Virginia Leavell

When the God Ka acts for us: digital management as twinning our selves pp. 113-121

François-Xavier Vaujany

Correction: Towards a digital twin of a holacratic organization: a point of view on Lyytinen et al. (2023) pp. 123-123

Johannes Winkler and Waldemar Kremser

Volume 13, issue 2, 2024

The effect of social network structure on group anchoring bias pp. 33-44

Giulia Palombi, Fabio Nonino and Stephen P. Borgatti

The impact of governance practices on firm outcomes: a machine-learning exploration pp. 45-64

Andrew Shipilov, Yeonsin Ahn, Henrich Greve and Tim Rowley

Moving beyond human-centric organizational designs pp. 65-75

David Mortimore

Volume 13, issue 1, 2024

What do you mean by organizational structure? Acknowledging and harmonizing differences and commonalities in three prominent perspectives pp. 1-11

Daniel Albert

Expanding the organizational design space: the emergence of AI robot bosses pp. 13-22

Richard M. Burton, Børge Obel and Dorthe Døjbak Håkonsson

NFT-enabled organization design: prospects, promises and hurdles pp. 23-31

Patrick Nicolas Tinguely and Yash Raj Shrestha