Relevant bibliographies by topics / Organizational design

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Organizational design'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 March 2023

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Journal articles on the topic "Organizational design"

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Mackenzie, Kenneth D. "Achieving organizational congruency through organizational design." Technovation 8, no. 1-3 (January 1988): 179–99. http://dx.doi.org/10.1016/0166-4972(88)90060-0.

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Keidel, Robert W. "Rethinking organizational design." Academy of Management Perspectives 8, no. 4 (November 1994): 12–28. http://dx.doi.org/10.5465/ame.1994.9412071698.

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MacLean, Richard. "Organizational Design: Benchmarking." Environmental Quality Management 22, no. 3 (March 2013): 95–108. http://dx.doi.org/10.1002/tqem.21339.

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Halachmi, Arie, and Geert Bouckaert. "Performance Measurement, Organizational Technology and Organizational Design." Work Study 43, no. 3 (May 1994): 19–25. http://dx.doi.org/10.1108/00438029410058484.

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Mastenbroek, Willem FG. "Information management, organizational design, and organizational theory." European Management Journal 8, no. 1 (March 1990): 130–36. http://dx.doi.org/10.1016/0263-2373(90)90075-h.

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Kolaric, Borislav, and Snezana Petrovic. "Relationship between organizational design and organizational learning." Journal of Process Management. New Technologies 1, no. 4 (2013): 96–100. http://dx.doi.org/10.5937/jpmnt1304096k.

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Hage, Jerald, and Kurt Finsterbusch. "Three Strategies of Organizational Change: Organizational Development, Organizational Theory and Organizational Design." International Review of Administrative Sciences 55, no. 1 (March 1989): 29–57. http://dx.doi.org/10.1177/002085238905500105.

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Junginger, Sabine. "Organizational Design Legacies and Service Design." Design Journal 18, no. 2 (May 7, 2015): 209–26. http://dx.doi.org/10.2752/175630615x14212498964277.

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French, J. Lawrence. "Simulating Organizational Design Issues." Journal of Management Education 17, no. 1 (February 1993): 110–13. http://dx.doi.org/10.1177/105256299301700111.

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Jelen, Jonatan, Matthew Robb, and Kaleem Kamboj. "Putting the “Design” Back into Organizational Design." International Journal of Information Systems in the Service Sector 5, no. 2 (April 2013): 80–93. http://dx.doi.org/10.4018/jisss.2013040106.

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Currently there is no veritable role for design, designers, or design methodology associated with ‘organizational design’. Rather, the design of an organization is a byproduct of tactics and management bureaucracy. In postmodern, post-industrial, and post-capitalist organizational entities the role of design is subordinate and residual at best. In this concept paper the authors demonstrate that (a) an entrepreneurial and organic perspective on design is challenged by the paradigmatic and transformational effects of information and information technology on firm; and (b) that the apparent problematic absence of a design theory and the existence of the firm can be reconciled via the involvement of design managers with their presumed design-methodological grounding. They advocate substituting the anachronistic evolutionary speciation of organizational design with a perspective based on ‘intelligent design’.
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Dissertations / Theses on the topic "Organizational design"

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Lowe, Harrison T. "Analyzing the design of terrorist organizations : using the Organizational Consultant /." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2004. http://library.nps.navy.mil/uhtbin/hyperion/04Sep%5FLowe.pdf.

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Thesis (M.S. in Information Systems and Operations)--Naval Postgraduate School, Sept. 2004.
Thesis Advisor(s): Carl Jones, Ray Buettner. Includes bibliographical references (p. 93). Also available online.
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Batokova, Barbara. "Design for Organizational Intelligence in Non-Profits." Research Showcase @ CMU, 2011. http://repository.cmu.edu/theses/5.

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In many small to mid-size nonprofits, a large amount of knowledge and information is confined to local folders, hard copy formats or even specific people, making it inaccessible to those who could benefit from it. This informal practice causes duplication of efforts and prevents the organization from maintaining critical knowledge and learning from past experience. Partnering with The Center for Victims of Violence and Crime (CVVC), a Pittsburgh-based human services nonprofit organization, I applied human-centered design methods to identify their specific informal knowledge and information processes and structures. Using the research findings, I developed a sustainable and systematic knowledge management practice that also takes into account the constraints of funding and time, which many nonprofits face. To support this practice, I created a system with a hierarchical information architecture that is able to expand overtime to accommodate the growth of the organization and its programs. It enables clear organization, storage and retrieval of explicit knowledge documents as well as the related tacit knowledge, creating the necessary basis for sharing and collaboration. By simplifying and formalizing major administrative tasks, the system also streamlines organizational processes, allowing the staff to work more effectively. Implemented with Microsoft SharePoint 2010, the system creates a trustworthy environment that is necessary to facilitate organizational learning and maintain critical knowledge, leading to sustainability and innovation.
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Rydesky, Mary M. "Improving Organizational Performance in Mixed Design Organizations Through Cultures of Trust." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7735.

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The effect of trust on employees’ business processes and work outcomes is an important focus for managers because more businesses have combined centralized and remote work environments in mixed-design organizations (MDOs). A multiple case study was conducted to explore successful strategies that 9 business leaders and managers in 5 service sector MDOs in Alaska and the Pacific Northwest region of the United States used to improve organizational performance by successfully building organizational cultures of trust. Leader–member exchange served as the conceptual framework for this study. Data were collected using semistructured interviews and documents as secondary sources. Thematic analysis was used to examine participant content, evaluated in chronological and random order, as well as secondary data. Four themes emerged from data analysis: value of ongoing multidirectional communications, valuing mistakes as learning moments, observing trust responses regardless of leader/follower proximity, and relying on Internet communications technology to enable managers and leaders to create teams and build trust. Findings of this study may be used by leaders and managers in service sector MDOs to nurture and sustain trust among stakeholders regardless of location, including colocated and remote work environments. The implications of this study for positive social change include the potential of trust between leaders and stakeholders to strengthen employee engagement and productivity, improving quality of work life for personnel and sustainability for residents who might seek career opportunities and contributing to community viability.
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Costa, Cristiano Machado. "Organizational design and incentive provision." reponame:Repositório Institucional do FGV, 2004. http://hdl.handle.net/10438/71.

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Made available in DSpace on 2008-05-13T13:16:11Z (GMT). No. of bitstreams: 1 1847.pdf: 405094 bytes, checksum: 02d7abfa691a8d69c5022e083e4e3a83 (MD5) Previous issue date: 2004-06-30
We model the trade-off between the balance and the strength of incentives implicit in the choice between hierarchical and matrix or- ganizational structures. We show that managerial biases determine which structure is optimal: hierarchical forms are preferred when biases are low, while matrix structures are preferred when biases are high. Moreover, the results show that there is always a level of bias for which matrix design can achieve the expected profit obtained by shareholders if they could directly control the firm. We also show that the main trade-off, i.e., hierarchical versus matrix structure is preserved under asymmetric levels of bias among managers and when low-level workers perceive activities with complementary efforts.
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Ehteshami, Sheba. "The Happiness Design| An Innovation Study." Thesis, University of Southern California, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10748221.

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This study investigated the knowledge, motivation, and organizational elements necessary for understanding the implications of happiness on performance in the workplace. Using the Clark and Estes (2008) gap analysis, a set of knowledge, motivation, and organizational assumed influences were documented based on the support of literature and generated hypotheses. Subsequently, data was collected through interviews and surveys and triangulated via observations. A subset of the assumed influences were validated based on collected data, indicating that while happiness is not a clear indicator of performance, it does have a direct correlation with an individual’s desire to go above and beyond expected responsibilities, particularly as it relates to embedding creativity in assignments.

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Olguín, Olguín Daniel. "Sensor-based organizational design and engineering." Thesis, Massachusetts Institute of Technology, 2011. http://hdl.handle.net/1721.1/67756.

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Thesis (Ph. D.)--Massachusetts Institute of Technology, School of Architecture and Planning, Program in Media Arts and Sciences, 2011.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 117-127).
We propose a sensor-based organizational design and engineering approach that combines behavioral sensor data with other sources of information such as e-mail, surveys, and performance data in order to design interventions aimed at improving organizational outcomes. The proposed system combines sensor measurements, pattern recognition algorithms, simulation and optimization techniques, social network analysis, and feedback mechanisms that aim at continuously monitoring and improving individual and group performance. We describe the system's general specifications and discuss several studies that we conducted in different organizations using the sociometric badge experimental sensing platform. We have deployed such system under naturalistic settings in more than ten organizations up to this date. We show that it is possible to automatically capture group dynamics, and analyze the relationship between organizational behaviors and both subjective and objective outcomes (such as job satisfaction, quality of group interaction, stress, productivity, and group performance). We propose the use of static and dynamic simulation models of group behavior captured by sensors, in order to optimize group configurations that maximize individual and group outcomes, both in terms of job quality characteristics and organizational performance.
by Daniel Olguín Olguín.
Ph.D.
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Teichert, Broer. "Organisational self-renewal : process design." Thesis, University of St Andrews, 2004. http://hdl.handle.net/10023/14064.

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Firms compete based on their relative ability to renew as much as they do on their ability to extract profits from product-markets. Drawing from literature and case studies the research explores how renewal is affected in organisations. The main dynamics of the renewal process, and the issues and skills involved in its management, therefore, receive detailed treatment. Relevant data is gathered from a variety of primary and secondary sources. The research begins with an effort to understand the forces that trigger and processes that act to sustain decline in organisations. These findings are contrasted with a number of case studies that serve the identification of underlying characteristics and dynamics common to successful organizations. This comparison serves to uncover principles of successful organisation and that hold the key to renewal and sustained growth. The main objective of this research is to increase the understanding and awareness of the processes, problems and successful means of organisational renewal. Underlying is the concern to develop more formalised models and translate these findings into a useful conceptual framework as a basis and stimulus for further research and as a helpful guideline for management practitioners to handle successfully the problems of entropy and organisational ossification of their business.
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Stone, Brenda. "Efficacy of Collaborative Consulting Training Module." Thesis, Pepperdine University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10270148.

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Code for America Fellowships pair technologists with local city governments to develop digital tools that support how governments provide service to their communities. The lack of project sustainability following these Fellowships has been a source of dissatisfaction for both Fellows and clients. Code for America supports each Fellow with technical training, but provides no training on consulting techniques that help clients sustain the changes or new technology being introduced. The purpose of this action research study was to determine the efficacy of a collaborative consultation module for the Fellows at Code for America. To gather data, surveys, interviews and analysis of Fellow and client project satisfaction were conducted. Findings will inform improvements to future consultation skills training and identify activities or approaches that can enhance project sustainability.

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Finn, Connell Shannon Erin. "Exploring Operational Practices and Archetypes of Design Thinking." Thesis, Benedictine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3569135.

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This study empirically explores operational practices and archetypes of design thinking in various organizational constructs. The emphasis is on examining the common operational practices applied in design thinking initiatives, to determine whether there are variations in the patterns of applications of these operational practices across different design thinking initiatives, and to identify what may explain such variations if they indeed do exist. The extant literature on design thinking distributed across many disciplines was assessed to determine the common operational practices underlying design thinking initiatives. These practices were then tested in the real-work context of 41 design thinking initiatives.

Two hypotheses were central to this study. First, the many operational practices of design thinking can be reduced to certain core elements or factors that are consistent across various contexts of design thinking initiatives. This hypothesis is tested through factor analysis of 32 operational practices of design thinking across 41 design thinking initiatives. Second, there will be specific archetypes or clusters of design thinking across various contexts where emphasis on core operational practices will vary depending on the context of the design thinking initiative. This hypothesis is tested through cluster analysis of the results of the factor analysis of the 32 operational practices of design thinking derived from the data cross the 41 design thinking initiatives. The cluster analysis assesses whether there are, indeed, archetypal differences in terms of these core operational practices. Then, using qualitative data derived from interviews of 10 design thinking initiatives, case exemplars highlight each of the four archetypes of design thinking initiatives and further speculate on the assumptive domain or the guiding principles that undergird these different archetypes of design thinking operational practices.

This study shows seven factors of operational practices of design thinking emerging from the data, identifying empirical categories that are present across various contexts of design thinking initiatives. These empirical categories highlight the consistency and importance of concepts in design thinking, including cooperative understanding; aspirational visioning; truth seeking; comprehensive solutioning; optimistic collaborating; analytical prototyping; and personal reflecting. Further analysis of the data revealed four archetypes of design thinking initiatives that differed by operational practices of design thinking as well as other key organizational characteristics. A metaphorical construct was applied to the archetypes to symbolize the similarities of the design thinking initiatives to four sports races: training, emphasizing learning by doing and more novice design thinking initiatives; marathons, capturing personal reflection in long timeframe change initiatives; relays, highlighting team collaboration and codesign in complex initiatives; and sprints, emphasizing fast-paced product innovation initiatives. Case studies of the four archetypes were used to provide context to the archetypes. Speculation on the underlying assumptive domains of the archetypes is captured in a model differentiating designer-led versus team-driven design thinking initiatives and low versus high sense of urgency.

Ideally, the results of this study may provide diagnostic insight into the patterns of design thinking initiatives, thus helping managers recognize aspects of design thinking that may already be present in their organization. The archetypes may also be used predictively, aiding organizations pursuing design thinking by utilizing the model as a way of identifying characteristics similar to their own design thinking considerations and goals.

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Press, B. Joseph 1966. "Building community : design in the organizational mind." Thesis, Massachusetts Institute of Technology, 1999. http://hdl.handle.net/1721.1/9511.

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Thesis (Ph.D.)--Massachusetts Institute of Technology, Dept. of Architecture, 1999.
Includes bibliographical references (leaves 121-127).
In the search for meaning, the architectural profession legitimately seeks culture to sanction its products. However, in business organizations, culture is complex and tacit- richer and deeper than any of its external manifestations, including architecture. To compensate for culture's incoherence, the profession assumes facile access to culture through existing artifacts and spatial usage. I contend this response limits the profession's ability to engage social complexity, imbue architecture with cultural relevancy, and establish competitive advantage. This dissertation aims to provide insights into architectural form and process in relation to organizational culture. Schon contends tacit frames revealed in design activity circumscribe organizational culture. Further, the institutional and cultural status of these frames requires engaging in a collaborative design process. 'Appearances of form' in design activity demonstrate the presence of frames and simultaneously enable speculating about their tacit nature. Similar to the construction of frames, the design of an evolving physical object reveals how prior knowledge is assembled to facilitate sense-making. Design in a social setting- characterized by negotiation, conflict, and agreement- sparks the frame restructuring required to coordinate disparate agendas through organizational learning. Designing within the 'collective memory' and supplemented by the theory of type, design can leverage its potential to enlighten and improve organizational culture. Beginning with what designers share, the practices of Louis Kahn demonstrate cultivating an 'archi-type'- form containing both cultural and architectural knowledge. To imbue each with 'good' form, the architects collaboratively creating organizational space to direct architectural form and redirect cultural action. By seeking shared understanding through form, architectural design stimulates organizational reflection, learning, and agreement. Implanting these virtues occurs by an architectural design process stimulating the emergence of culture though 'bricolage' - the synthesis of current and future concerns with an omnipresent past to guide daily interaction. As form emerges, the architect encourages an organization to reassess the frames circumscribing its cultural activity. Heightening the appreciation and awareness of culture instills communal practices of cooperation, respect, and learning. To achieve such acumen and influence, however, requires 'reframing' our professional agenda to reinvigorate the cultural significance of architecture and the design process.
by B. Joseph Press.
Ph.D.
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Books on the topic "Organizational design"

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Weiss, Marco. Efficient Organizational Design. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230287952.

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Greenwood, Royston. Organizational design theory. Birmingham: University of Birmingham, INLOGOV, 1986.

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Organizational traps: Leadership, culture, organizational design. Oxford: Oxford University Press, 2010.

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Companystrategy and organizational design. London: Croom Helm, 1986.

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Organization theory: Research and design. New York: Macmillan, 1993.

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Farmer, Neil. Total business design. Chichester: Wiley, 1996.

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Daft, Richard L. Organization theory & design. Mason, OH: South-Western Cengage Learning, 2013.

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Organization theory & design. Mason, OH: South-Western Cengage Learning, 2013.

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Organizational design: The organizational audit and analysis technology. Norwood, N.J: Ablex Pub. Corp., 1986.

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Kikulis, Lisa Margaret. Strategic change in organizational design of national sport organizations. Ann Arbor, Mich: UMI Dissertation Services, 1994.

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Book chapters on the topic "Organizational design"

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Champoux, Joseph E. "Organizational Design." In Organizational Behavior, 436–60. Sixth edition. | New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003000587-26.

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Schneeweiss, Christoph. "Organizational Design." In Distributed Decision Making, 205–19. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-540-24724-1_7.

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Spenley, Paul. "Organizational design." In World Class Performance Through Total Quality, 128–36. Boston, MA: Springer US, 1992. http://dx.doi.org/10.1007/978-1-4615-3484-6_13.

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Joyce, William. "Organizational Design." In The Palgrave Encyclopedia of Strategic Management, 1202–8. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_729.

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Joyce, William. "Organizational Design." In The Palgrave Encyclopedia of Strategic Management, 1–7. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_729-1.

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Thyssen, Ole. "Organizational Design." In Aesthetic Communication, 178–212. London: Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230304017_5.

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Hoye, Russell, Katie Misener, Michael L. Naraine, and Catherine Ordway. "Organizational design." In Sport Management, 166–88. 6th ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003217947-10.

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Bratton, John, Peter Sawchuk, Carolyn Forshaw, Militza Callinan, and Martin Corbett. "Organizational design." In Work and Organizational Behaviour, 277–306. London: Macmillan Education UK, 2010. http://dx.doi.org/10.1007/978-0-230-36602-2_10.

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Ross, Stanley C. "Organizational Design." In Organizational Behavior Today, 112–40. 1 Edition. | New York: Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003142119-9.

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Hoye, Russell, Aaron C. T. Smith, Matthew Nicholson, and Bob Stewart. "Organizational design." In Sport Management, 120–39. Fifth Edition. | New York : Routledge, 2018. |: Routledge, 2018. http://dx.doi.org/10.4324/9781351202190-6.

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Conference papers on the topic "Organizational design"

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Daniels, Julia, John R. Wagner, Cameron J. Turner, David Gorsich, Denise Rizzo, Greg Hartman, Rachel Agusti, Annette Skowronska, Matt Castanier, and Stephen H. Rapp. "Tradespace Organizational Practices: A Case Study." In ASME 2022 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2022. http://dx.doi.org/10.1115/detc2022-91091.

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Abstract Tradespace analysis capabilities are critical for organizations either selecting large programmatic efforts or those engaged in providing solutions to major program opportunities. The ability of an organization to effectively use the tradespace in their decision-making process had a substantial impact upon programmatic success. Poorly bounded tradespaces may lead to prototype vehicles (or any other system to be designed) that are ultimately unacceptable due to performance, cost, or technical risk issues. Tradespaces that are over-constrained can unduly limit design options and lead to stagnant designs that are unable to incorporate technical innovations. Most organizations find that tradespace analysis presents numerous challenges, so this research aims to address the evaluation of strengths, weaknesses, and opportunities for improvement within an organization. In this study, we explain how an interview-based process was used to perform this analysis and make recommendations for opportunities for process improvement within an organization (Ground Vehicle Systems Center or GVSC). Similar approaches could be applied to other organizations to facilitate the development of an organizational self-assessment that can aid in the identification of internal strengths, weaknesses, and opportunities for improvement within organizations performing tradespace activities.
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Aleksić Mirić, Ana. "Digital Transformation and Organizational Design: Organizational Fit Approach." In 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_2.

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Terabe, Masahiro, Naohiro Yabuta, Jun Kawai, Takeo Ohashi, and Masayuki Nakao. "Organizational Applications of Failure Knowledge Management." In ASME 2005 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2005. http://dx.doi.org/10.1115/detc2005-84543.

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In and after about the year 2000, organizations have started to build databases of workers’ accidents, troubles in the production processes, and customer complaints to make positive use of such failure information. For quantifying such organizational applications and clarifying their problems, we developed a new worksheet, “Failure Knowledge Application Evaluation Sheet (FKAES)”, and conducted a survey by having members of the Association for the Study of Failure fill out the worksheet. Our research disclosed the following facts with organizations. They properly feedback failures that require action in the production and inspection processes, however, do not identify those that require action in the planning or development processes as failures because they have organizational causes rather than technical. Large corporations with 1,000 or more employees practice more applications than smaller ones, and some even publicize their failure applications to customers and stockowners.
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Crowston, Kevin, Thomas W. Malone, and Felix Lin. "Cognitive science and organizational design." In the 1986 ACM conference. New York, New York, USA: ACM Press, 1986. http://dx.doi.org/10.1145/637069.637076.

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Bîtca, Lucia. "Design of Experimental Research on the Formation of Nonverbal Communication Skills and Impression Management of Police Officers." In World Lumen Congress 2021, May 26-30, 2021, Iasi, Romania. LUMEN Publishing House, 2022. http://dx.doi.org/10.18662/wlc2021/06.

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Increasing competition in the organizational environment and strengthening human capital can greatly contribute to the ability to close existing gaps in the development process and ensure a more competitive level, and the professional development process includes not only setting career goals and training agreements, but also evaluations and the feedback needed to assess progress. By optimizing nonverbal skills and forming impression management strategies promoted by psychological training in enhancing the knowledge and skills of police employees, they serve as a basis for organizational projects designed to facilitate self-realization of internal potential and stimulate their involvement in the organization. Organizational behavior is the study of the behaviors of individuals, which involves understanding, predicting and controlling human behavior, models and structures, in order to improve the environment, performance and efficiency of the organization. The original of this paper is that the research results led to the identification of components and mechanisms for producing change at the macro-, meso- and microsocial level, which uses a perpetual mobilization of social actors in organizations. Another novelty, for a wider geographical area of ​​scientific research, is the application of an intervention methodology in the training impression management strategies through nonverbal communication, with the purpose and purpose in developing relational skills and optimizing professional activity. The information obtained in research on nonverbal communication and impression management tactics on the organizational environment, can be applied for the development of programs for organizational counseling activities, business coaching and large-scale developmental training, promoted through managerial and corporate profile.
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Hagerer, Ilse, and Uwe Hoppe. "German Universities as Actors in Organizational Design – A Qualitative Study." In Fifth International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2019. http://dx.doi.org/10.4995/head19.2019.9333.

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After the latest reforms in higher education according to the NPM (New Public Management), the autonomy of universities and the organizational perspective have been strengthened. According to predominantly used neo-institutional research in higher education, organizations adapt their structure by the pressure of legitimacy from outside. So the research question arises, if universities are actors and if so, what are the influencing factors on organizational structure. The goal is to point out the reasons for organizational design and if they act on their own or only adapt changes by pressure from outside. For this, interviews with 16 experts in faculty management are conducted and interpreted using qualitative content analysis according to Mayring and Grounded Theory. The results show that it is possible for faculties to change and design their organizational structures. There is staff responsible for this task. They work in the faculty between management and administration. Reasons to change the organizational structure are not caused by legitimacy. Much more, the new tasks cause a real need for new positions. This argumentation is not in line with neo-institutionalism. So the results strengthen the thesis that neo-institutionalism is not sufficient anymore to explain the organizational change of universities.
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Janssen, Marijn, Giovanni simonini, Giovanni simonini, Giovanni simonini, Giovanni simonini, Giovanni simonini, Giovanni simonini, and Barbara Pernici. "Architectural Governance and Organizational Performance." In Fifth International Symposium on Business Modeling and Software Design. SCITEPRESS - Science and and Technology Publications, 2015. http://dx.doi.org/10.5220/0005884900050005.

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Arantes, Flávia Linhalis. "Organizational Semiotics and Participatory Design to Requirements Elicitation - A Case Study." In VII Simpósio Brasileiro de Sistemas de Informação. Sociedade Brasileira de Computação, 2011. http://dx.doi.org/10.5753/sbsi.2011.14587.

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It is already agreed that requirements have a critical impact on the quality and users satisfaction of the resulting software. In this work, web information systems are reviewed from the perspective of organizational semiotics as being part of an organization, which comprises work practices, rules and views of the same system by different stakeholders. This paper presents a case study, where artifacts of the organizational semiotics are exploited in a collaborative and participatory way to requirements elicitation of a web information system.
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Tully, Patrick, Edward Goddard, Andrew Hale, and Elliott Parsons. "Engineering the organization: Providing new insights into organizational design using systems principles." In 2014 8th Annual IEEE Systems Conference (SysCon). IEEE, 2014. http://dx.doi.org/10.1109/syscon.2014.6819294.

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Schuh, Gunther, Jan-Philipp Prote, Stefan Dany, and Pia Walendzik. "Organizational design for producing start-ups." In 2018 IEEE Technology and Engineering Management Conference (TEMSCON). IEEE, 2018. http://dx.doi.org/10.1109/temscon.2018.8488421.

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Reports on the topic "Organizational design"

1

Stiglitz, Joseph. Incentives, Information, and Organizational Design. Cambridge, MA: National Bureau of Economic Research, May 1989. http://dx.doi.org/10.3386/w2979.

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Christ, Richard E., Joseph A. Conroy, and Aubry L. Briggs. Systematic Organizational Design (SORD) Methodology: A Primer. Fort Belvoir, VA: Defense Technical Information Center, September 1990. http://dx.doi.org/10.21236/ada230103.

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Kellner, Arthur J., Joseph A. Conroy, and Richard E. Christ. User's Manual for the Systematic Organizational Design Methodology. Fort Belvoir, VA: Defense Technical Information Center, May 1992. http://dx.doi.org/10.21236/ada255352.

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Carley, Kathleen M., and Natalia Y. Kamneva. A Network Optimization Approach for Improving Organizational Design. Fort Belvoir, VA: Defense Technical Information Center, January 2004. http://dx.doi.org/10.21236/ada460030.

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Price, Jr, and John F. Strategic Distraction: The Consequence of Neglecting Organizational Design. Fort Belvoir, VA: Defense Technical Information Center, August 2013. http://dx.doi.org/10.21236/ada624692.

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Osborn, Richard N., and Christopher C. Baughn. Principles of Design for High Performing Organizations: An Assessment of the State of the Field of Organizational Design Research. Fort Belvoir, VA: Defense Technical Information Center, March 1994. http://dx.doi.org/10.21236/ada286184.

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Lin, Zhiang, and Kathleen Carley. Maydays and Murphies: A Study of the Effect of Organizational Design, Task, and Stress on Organizational Performance. Fort Belvoir, VA: Defense Technical Information Center, July 1992. http://dx.doi.org/10.21236/ada261901.

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Tomlin, Harry A. Organizational Design of Light Forces: A Structure for all Seasons. Fort Belvoir, VA: Defense Technical Information Center, November 1988. http://dx.doi.org/10.21236/ada211014.

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Montes, Jose F. Organizational Design Analysis of Fleet Readiness Center Southwest Components Department. Fort Belvoir, VA: Defense Technical Information Center, December 2007. http://dx.doi.org/10.21236/ada475973.

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Larrabee, Christopher L. Inefficient by Design: A Model for Leader Assessment of Organizational Efficiency. Fort Belvoir, VA: Defense Technical Information Center, May 2008. http://dx.doi.org/10.21236/ada485321.

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