Journal of Organization Design

2016 - 2025

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

From:
Springer
Organizational Design Community
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Volume 11, issue 4, 2022

Designing chief innovation officer positions: a strategic contingency framework pp. 115-128

Joseph L. C. Cheng and E. Geoffrey Love

Organizational decision-making and the returns to experimentation pp. 129-144

Todd A. Hall and Sharique Hasan

Advice in Crisis: Principles of Organizational and Entrepreneurial Resilience pp. 145-168

Sheen S. Levine, Michael J. Prietula and Ann Majchrzak

Health crisis and the EU’s HERA: amplifying partial organizing with resourcing for stability, agility, and evolvability pp. 169-187

Liisa Välikangas, Marijane Luistro-Jonsson and Sirkka L. Jarvenpaa

Volume 11, issue 3, 2022

Self-reflections on evolutionary processes and organizational adaptation: a Mendelian perspective on strategic management pp. 87-90

Daniel A. Levinthal

Of fruit flies, toads, and other hopeful monsters: thoughts on Levinthal’s Evolutionary Processes and Organizational Adaptation pp. 91-94

Aseem Kaul

A Mendelian perspective on strategic management: path-dependence and artificial selection in a search for sustainable energy pp. 95-105

Gwendolyn Lee and Janarthanan Nythruva

The wisdom of the ignorant: lessons from evolution pp. 107-109

Phanish Puranam

A new perspective on: evolutionary processes and organizational adaptation pp. 111-114

Thorbjørn Knudsen

Volume 11, issue 2, 2022

On the strategic value of equifinal choice pp. 37-45

Jose P. Arrieta and Yash R. Shrestha

Performance-based incentives and innovative activity in small firms: evidence from German manufacturing pp. 47-64

Karl Aschenbrücker and Tobias Kretschmer

Designing a sustainable organization: the four I’s framework pp. 65-76

Børge Obel and Pernille Kallehave

Studying modular design: an interview with Carliss Y. Baldwin pp. 77-85

Navya Pandit, Constantin Prox and Carliss Y. Baldwin

Volume 11, issue 1, 2022

The many dimensions of research on designing flat firms pp. 1-3

Oliver Baumann and Brian Wu

How to get better at flatter designs: considerations for shaping and leading organizations with less hierarchy pp. 5-10

Markus Reitzig

Flat firms, complementary choices, employee effort, and the pyramid principle pp. 11-14

Olav Sorenson

Deflating the rhetoric around “flat firms” pp. 15-17

Phanish Puranam

Boundary conditions for effective delegation in flat structures pp. 19-22

Constantinos Markides

Leveling the “Flatter” playing field pp. 23-25

Ethan S. Bernstein

The role of autonomy and selection at the gate in flat organizations pp. 27-29

Linus Dahlander

How flat can it get? From better at flatter to the promise of the decentralized, boundaryless organization pp. 31-36

Oliver Alexy

Volume 10, issue 3, 2021

Unjani Clinics: meeting the need for scale through social franchising pp. 93-97

Anna Szerb, Ilze Kivleniece and Vikas Aggarwal

Scaling considerations for the social franchising model pp. 99-102

Alicia DeSantola

Putting the horse back before the cart: designing strategic social enterprises pp. 103-108

Aseem Kaul

Unjani Clinic Network: an innovative and scalable hybrid enterprise model that achieves social impact through entrepreneurship pp. 109-113

Ramji Raghavan

The promise and limits of social franchises as hybrid organizations pp. 115-117

Metin Sengul

Franchising for the social sector pp. 119-121

Olav Sorenson

Commentary for Unjani clinics: meeting the need for scale through social franchising pp. 123-125

Anica Zeyen

Measuring organizational resilience as a performance outcome pp. 127-137

Ekin Ilseven and Phanish Puranam

Correction to: Organizational life cycle models: a design perspective pp. 139-139

Luigi Mosca, Martina Gianecchini and Diego Campagnolo

Correction to: Ant colonies: building complex organizations with minuscule brains and no leaders pp. 141-142

Mark W. Moffett, Simon Garnier, Kathleen M. Eisenhardt, Nathan R. Furr, Massimo Warglien, Costanza Sartoris, William Ocasio, Thorbjørn Knudsen, Lars A. Bach and Joachim Offenberg

Volume 10, issue 2, 2021

Human–AI collaborative decision-making as an organization design problem pp. 75-80

Phanish Puranam

Correction to: Human–AI collaborative decision-making as an organization design problem pp. 81-81

Phanish Puranam

A note on calculating the average span of control pp. 83-84

Felipe A. Csaszar

In luck we trust: Capturing the diversity bonus through random selection pp. 85-91

Chengwei Liu

Volume 10, issue 1, 2021

Editorial Vol. 10 pp. 1-2

Oliver Baumann, John Joseph, Metin Sengul and Brian Wu

Organizational life cycle models: a design perspective pp. 3-18

Luigi Mosca, Martina Gianecchini and Diego Campagnolo

Organizational structure and CEO dominance pp. 19-34

Christian Schumacher

Designing organised clusters as social actors: a meta-organisational approach pp. 35-54

Evgeniya Lupova-Henry, Sam Blili and Cinzia Dal Zotto

Ant colonies: building complex organizations with minuscule brains and no leaders pp. 55-74

Mark W. Moffett, Simon Garnier, Kathleen M. Eisenhardt, Nathan R. Furr, Massimo Warglien, Costanza Sartoris, William Ocasio, Thorbjørn Knudsen, Lars A. Bach and Joachim Offenberg

Volume 9, issue 1, 2020

Digital ecosystems and their implications for competitive strategy pp. 1-10

Mohan Subramaniam

Gaps in the structuring of organizations in the graduate employment context in Uganda pp. 1-10

Peter Dithan Ntale, Jude Ssempebwa, Badiru Musisi, Genza Gyaviira Musoke, Kimoga Joseph, C. B. Mugimu, Ngoma Muhammed and Joseph Ntayi

On innovating: an interview with Gautam Ahuja pp. 1-11

Arzi Adbi, Andrea Contigiani, Gabriel Szulanski and Gautam Ahuja

The tyranny of the head office? Revisiting corporate headquarters’ (CHQs) role in MNE subsidiary initiatives pp. 1-11

Alain Verbeke and Wenlong Yuan

Performance of trust-based governance pp. 1-28

Bart S. Vanneste and Onesun Steve Yoo

Connectivity knowledge and the degree of structural formalization: a contribution to a contingency theory of organizational capability pp. 1-22

Rogerio S. Victer

Reflections on the design of corporate headquarters pp. 1-7

Andrew Campbell

Fit, misfit, and design: JOD studies that touch reality pp. 1-7

Richard M. Burton

Disaggregating the headquarters: implications for overseas R&D subsidiaries’ reporting and the subsidiaries’ knowledge-sharing patterns pp. 1-30

Kazuhiro Asakawa

Headquarter resource allocation strategies and subsidiary competitive or cooperative behavior: achieving a fit for value creation pp. 1-16

Henrik Dellestrand, Philip Kappen and Olof Lindahl

Latent organizing for responding to emergencies: foundations for research pp. 1-16

Paul C. Fenema and A. Georges L. Romme

When three’s a crowd: how relational structure and social history shape organizational codes in triads pp. 1-27

Özgecan Koçak and Massimo Warglien

Designing social networks: joint tasks and the formation and endurance of network ties pp. 1-19

Sharique Hasan and Rembrand Koning

Using an algorithmic approach for grouping roles and sub-units pp. 1-19

Nicolay Worren, Tore Christiansen and Kim Verner Soldal

New trends in organization design pp. 1-2

Richard Burton, Dorthe Døjbak Håkonsson, Erik Reimer Larsen and Børge Obel

Design as an interactive boundary object pp. 1-34

Thinley Tharchen, Raghu Garud and Rebecca L. Henn

On the “missing link” between formal organization and informal social structure pp. 1-20

Starling David Hunter, Henrik Bentzen and Jan Taug

Editorial Vol. 9 pp. 1-3

John Joseph and Metin Sengul

The design of emergence in organizations pp. 1-6

M. Eisenman, S. Paruchuri and P. Puranam

Why crowdsourcing fails pp. 1-9

Linus Dahlander and Henning Piezunka

The population ecology of undesigned systems: an analysis of the Arizona charter school system pp. 1-18

Matthew M. Mars and Judith L. Bronstein

Transforming corporate headquarters: a case study of a collaborative journey pp. 1-17

Stephanie Chasserio and Sophie Botte

GitLab: work where you want, when you want pp. 1-17

Prithwiraj Choudhury, Kevin Crowston, Linus Dahlander, Marco S. Minervini and Sumita Raghuram

Networks in the balance: an agent-based model of optimal exploitation pp. 1-26

Fernando Anjos and Ray Reagans

Corporate headquarters in the twenty-first century: an organization design perspective pp. 1-32

Sven Kunisch, Markus Menz and David Collis