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 9, issue 1, 2020

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

Starling David Hunter, Henrik Bentzen and Jan Taug

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

Sven Kunisch, Markus Menz and David Collis

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

Fernando Anjos and Ray Reagans

Why crowdsourcing fails pp. 1-9

Linus Dahlander and Henning Piezunka

Editorial Vol. 9 pp. 1-3

John Joseph and Metin Sengul

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

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

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

The design of emergence in organizations pp. 1-6

M. Eisenman, S. Paruchuri and P. Puranam

Design as an interactive boundary object pp. 1-34

Thinley Tharchen, Raghu Garud and Rebecca L. Henn

New trends in organization design pp. 1-2

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

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

Matthew M. Mars and Judith L. Bronstein

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

Özgecan Koçak and Massimo Warglien

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

Rogerio S. Victer

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

Kazuhiro Asakawa

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

Performance of trust-based governance pp. 1-28

Bart S. Vanneste and Onesun Steve Yoo

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

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

Volume 8, issue 1, 2019

Extending the role of headquarters beyond the firm boundary: entrepreneurial alliance innovation pp. 1-35

Jaeho Kim and Andy Wu

Setting the stage for corporate headquarters: a technological explanation for the rise of modern industrial corporations pp. 1-16

Carliss Y. Baldwin

Dealing with headquarters in the multinational corporation: a subsidiary perspective on organizing costs pp. 1-24

Randi Lunnan, Sverre Tomassen, Ulf Andersson and Gabriel Benito

Editorial Vol. 8 pp. 1-3

John Joseph and Metin Sengul

Headquarters as hardware and software pp. 1-3

Kevin Sharer

How corporate headquarters add value in the digital age pp. 1-10

Jan Schmitt, Benoit Decreton and Phillip C. Nell

Primer on artificial intelligence and robotics pp. 1-14

Manav Raj and Robert Seamans

Climbing up and down the hierarchy of accountability: implications for organization design pp. 1-14

A. Georges L. Romme

The organizational implications of Brexit pp. 1-9

Caterina Moschieri and Daniel J. Blake

The corporate headquarters in organization design theory: an organizational economics perspective pp. 1-9

Nicolai J. Foss

Organization design as a competitive choice: an application to the study of innovation pp. 1-9

Metin Sengul

Curating creative communities of practice: the role of ambiguity pp. 1-17

Michael Kaethler

The Platform Review Alliance Board: designing an organizational model to bring together producers and consumers in the review and commissioning of platform software pp. 1-11

Justin Larner and Åke Walldius

Correction to: Bitcoin and the rise of decentralized autonomous organizations pp. 1-1

Ying-Ying Hsieh, Jean-Philippe Vergne, Philip Anderson, Karim Lakhani and Markus Reitzig

Additive manufacturing (“3D printing”) and the future of organizational design: some early notes from the field pp. 1-7

John M. Jordan

Use hierarchy for “liberating servant leadership” instead of controlling employees pp. 1-7

Bill Nobles

Dynamic attention-based view of corporate headquarters in MNCs pp. 1-15

Tomi Laamanen

Exploring reasons for the weekend effect in a hospital emergency department: an information processing perspective pp. 1-27

Iben Duvald

Navigating in a Hierarchy: How Middle Managers Adapt Macro Design pp. 1-27

Marianne Livijn

Organization design challenges: results from a practitioner survey pp. 1-18

Nicolay Worren, Jeroen Bree and William Zybach

Designing the microstructure of routines pp. 1-18

Tom Steinberger and Ju Yeon Jung

What makes self-managing organizations novel? Comparing how Weberian bureaucracy, Mintzberg’s adhocracy, and self-organizing solve six fundamental problems of organizing pp. 1-23

Frank Martela

Fading hierarchies and the emergence of new forms of organization pp. 1-6

Stephan Billinger and Maciej Workiewicz

Volume 7, issue 1, 2018

Rocket Internet: organizing a startup factory pp. 1-15

Oliver Baumann, Carsten Bergenholtz, Lars Frederiksen, Robert M. Grant, Rebecca Köhler, David L. Preston and Scott Shane

When firms learn from prior acquisition experience pp. 1-7

Kalin D. Kolev and Jerayr (John) Haleblian

The science of organizational design: fit between structure and coordination pp. 1-13

Richard M. Burton and Børge Obel

A note on how NK landscapes work pp. 1-6

Felipe A. Csaszar

Constructing M&A valuation: how do merger evaluation methods differ as uncertainty and controversy vary? pp. 1-46

Hyoung-Goo Kang, Wonseok Woo, Richard M. Burton and Will Mitchell

Editorial Vol. 7 pp. 1-2

Børge Obel, Charles Snow, John Joseph and Metin Sengul

Collaborative organizational forms: on communities, crowds, and new hybrids pp. 1-21

Vegard Kolbjørnsrud

Research in Journal Of Organization Design, 2012–2018 pp. 1-10

Charles C. Snow

Analyzing competing demands in organizations: a systematic comparison pp. 1-16

Medhanie Gaim, Nils Wåhlin, Miguel Pina e Cunha and Stewart Clegg

Ecosystems: broadening the locus of value creation pp. 1-16

Rahul Kapoor

Bitcoin and the rise of decentralized autonomous organizations pp. 1-16

Ying-Ying Hsieh, Jean-Philippe Vergne, Philip Anderson, Karim Lakhani and Markus Reitzig

Implementing design thinking in organizations: an exploratory study pp. 1-16

David Dunne

Post-merger integration pp. 1-20

Julia Bodner and Laurence Capron

Evolution of the Journal and the Field of Organization Design pp. 1-5

John Joseph

Field study of complements to supervisory leadership in more and less flexible work settings pp. 1-26

Terri L. Griffith, Emma S. Nordbäck, John E. Sawyer and Ronald E. Rice

Transitioning from a hierarchical product organization to an open platform organization: a Chinese case study pp. 1-14

Jiao Luo, Andrew H. Van de Ven, Runtian Jing and Yuan Jiang