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Journal articles on the topic 'Organizational design'

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Published: 4 June 2021
Last updated: 10 March 2023

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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11

Buchanan, Richard. "Introduction: Design and Organizational Change." Design Issues 24, no. 1 (January 2008): 2–9. http://dx.doi.org/10.1162/desi.2008.24.1.2.

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12

Hron, J., and T. Macak. "Adaptive organization design based on system integration." Agricultural Economics (Zemědělská ekonomika) 57, No. 12 (December 22, 2011): 565–72. http://dx.doi.org/10.17221/200/2011-agricecon.

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During the task of projecting an adaptive organizational system whose required output value we know (for instance, a minimized overall loss of a system), we use the method referred to as the integration of subsystems into a control structure. As the suggestion content of this contribution is an application of adaptive system into the area of organizational arrangement of resources, it is primarily necessary to define the elements of this system. The objective of this paper is, consequently, to create, on the basis of system organization of adaptive systems, a methodology for projecting the adaptive organizational systems. Any control and adaptive organizational model could be included into the response of the environment of all situational phenomena or factors which determine or influence the characteristics of an organizational and control system and consequently, in its results, influence an output from the system.  
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13

Aleksic-Miric, Ana. "Inter-organizational design fit in inter-organizational knowledge management." Sociologija 56, no. 3 (2014): 343–63. http://dx.doi.org/10.2298/soc1403343a.

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The purpose of this paper is to analyze existing knowledge on how organizations learn using multilevel comparison perspective of intra- and inter-organizational learning and to offer deeper understanding of the role that organizational design properties have in inter-organizational learning. Using Argote and Ophir (2005) findings on similarity vs complementarity fit developed for intra-organizational learning as an anchor, we analyze the role similarity vs complementarity fit of organizational configuration and coordination properties in inter-organizational settings. Our intention is to explicitly express the role of interorganizational design fit in inter-organizational knowledge management. Framework developed here systematizes and explains how strategic objectives of network creation (exploration or exploitation) should be aligned with learning mechanisms (learning by doing or learning by listening/observing) and organizational design properties. From the point of organization theory, this paper advances knowledge about the influence organizational design as intra-organizational property has on knowledge transfer between organizations and inter-organizational learning. Our framework helps managers understand how inter-organizational design fit can influence inter-organizational learning within the network. With regard to policy making, knowledge networks are becoming increasingly important as a mechanism of industrial development support, economic growth, increase of employment and poverty reduction and this paper points to mechanisms of inter-organizational design that can be used in managing these networks.
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14

Mackenzie, Kenneth D. "The organizational audit and analysis technology for organizational design." Human Systems Management 5, no. 1 (1985): 46–55. http://dx.doi.org/10.3233/hsm-1985-5107.

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15

Baligh, Helmy H., Richard M. Burton, and Børge Obel. "Organizational Consultant: Creating a Useable Theory for Organizational Design." Management Science 42, no. 12 (December 1996): 1648–62. http://dx.doi.org/10.1287/mnsc.42.12.1648.

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16

Leonov, Sergiy Viacheslavovich, Tetyana Anatoliivna Vasilyeva, and Hanna Oleksandrivna Shvindina. "METHODOLOGICAL APPROACH TO DESIGN THE ORGANIZATIONAL DEVELOPMENT EVALUATION SYSTEM." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 3(11) (2017): 51–56. http://dx.doi.org/10.25140/2410-9576-2017-2-3(11)-51-56.

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17

Strand, Robert. "Theory of Empathic Organizational Design." Academy of Management Proceedings 2015, no. 1 (January 2015): 18427. http://dx.doi.org/10.5465/ambpp.2015.18427abstract.

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18

MS, Sridhar. "Medical Institution building-organizational design." Journal of Clinical and Scientific Research 4, no. 2 (April 1, 2015): 116–18. http://dx.doi.org/10.15380/2277-5706.jcsr.14.076.

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19

Efimochkina, Natalya Borisovna. "Organizational design: meaning, essential characteristic." Interactive science, no. 5 (15) (May 18, 2017): 107–12. http://dx.doi.org/10.21661/r-119552.

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20

Dierkes, Stefan, and Marta Michaelis. "ORGANIZATIONAL DESIGN OF RISK MANAGEMENT." International Journal of Strategic Management 22, no. 1 (March 1, 2022): 39–66. http://dx.doi.org/10.18374/ijsm-22-1.4.

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21

Baiman, Stanley, David F. Larcker, and Madhav V. Rajan. "Organizational Design for Business Units." Journal of Accounting Research 33, no. 2 (1995): 205. http://dx.doi.org/10.2307/2491486.

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22

Tushman, Michael, Karim R. Lakhani, and Hila Lifshitz-Assaf. "Open Innovation and Organizational Design." Journal of Organization Design 1, no. 1 (May 31, 2012): 24–27. http://dx.doi.org/10.7146/jod.2012.1.8.

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23

Brickley, James, Clifford W. Smith, and Jerold L. Zimmerman. "ETHICS, INCENTIVES, AND ORGANIZATIONAL DESIGN." Journal of Applied Corporate Finance 7, no. 2 (June 1994): 20–30. http://dx.doi.org/10.1111/j.1745-6622.1994.tb00402.x.

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24

Bormann, Sara. "Strategic Priorities and Organizational Design." Journal of Management Accounting Research 32, no. 3 (December 18, 2019): 7–26. http://dx.doi.org/10.2308/jmar-16-137.

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ABSTRACT This paper examines how relations among organizational design choices (subjective performance evaluation, delegation, incentive intensity) vary with strategic priorities. In particular, I examine firms' organizational designs when multiple strategies are followed and managers need to be incentivized to make strategy-consistent decisions balancing different, partially opposing objectives. Analyzing survey data from 151 firms, I find support for my predictions: subjective performance measurement and incentive intensity are complements for firms following a low cost and a differentiation strategy simultaneously. In contrast, and in line with prior literature, incentive intensity has a substitutive relation with both subjective weighting and discretion for firms following a one-dimensional strategy. The relation between delegation and subjectivity or incentive intensity does not vary systematically across strategic priorities. My findings suggest that firms couple subjective performance measurement and incentive intensity to address the challenge of incentivizing balanced actions when a low cost and a differentiation strategy are followed simultaneously.
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25

Hensey, Melville. "Organizational Design: Some Helpful Notions." Journal of Management in Engineering 6, no. 3 (July 1990): 262–69. http://dx.doi.org/10.1061/(asce)9742-597x(1990)6:3(262).

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26

Connor, Adam. "Organizational Design that Really Works." Design Management Review 26, no. 3 (September 2015): 23–29. http://dx.doi.org/10.1111/drev.10329.

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27

Wuertz, Hal, Scott Eshbaugh, and Sarah B. Nelson. "Design Thinking For Organizational Change." Design Management Review 31, no. 4 (November 20, 2020): 34–48. http://dx.doi.org/10.1111/drev.12246.

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28

Smollan, Roy K., and Rachel L. Morrison. "Office design and organizational change." Journal of Organizational Change Management 32, no. 4 (July 1, 2019): 426–40. http://dx.doi.org/10.1108/jocm-03-2018-0076.

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PurposeThe purpose of this paper is to compare different employee perceptions of the success of one change: a move to new offices and an open-plan design.Design/methodology/approachIn sum, 25 interviews were carried out in a New Zealand law firm that six months earlier had moved to new premises.FindingsContrary to academic and practitioner reports that open-plan offices are disliked, participants appreciated the new office space. A well-planned and highly participative program of change management led to positive perceptions of aesthetic design, open communication, collegiality, egalitarianism and inclusiveness.Research limitations/implicationsGiven the small sample used in one organization, the study highlights the need for more research into the processes and outcomes of office space changes.Originality/valueThe roles of communication and culture, in particular, collegiality and egalitarianism, were salient factors in a complex web of causes and consequences in this context of change.
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29

Rantakari, H. "Organizational Design and Environmental Volatility." Journal of Law, Economics, and Organization 29, no. 3 (September 15, 2011): 569–607. http://dx.doi.org/10.1093/jleo/ewr015.

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30

Nikolenko, Alexander, and Brian H. Kleiner. "Global trends in organizational design." Work Study 45, no. 7 (December 1996): 23–26. http://dx.doi.org/10.1108/00438029610150966.

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31

Lockwood, Thomas. "Integrating design into organizational culture." Design Management Review 15, no. 2 (June 10, 2010): 32–39. http://dx.doi.org/10.1111/j.1948-7169.2004.tb00159.x.

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32

Crowston, Kevin, Thomas W. Malone, and Felix Lin. "Cognitive Science and Organizational Design." ACM SIGCHI Bulletin 20, no. 1 (July 1988): 80. http://dx.doi.org/10.1145/49103.1046492.

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33

Kurtmollaiev, Seidali, Annita Fjuk, Per Egil Pedersen, Simon Clatworthy, and Knut Kvale. "Organizational Transformation Through Service Design." Journal of Service Research 21, no. 1 (October 31, 2017): 59–74. http://dx.doi.org/10.1177/1094670517738371.

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In this article, we provide in-depth insight into the process of adopting service design (SD) by a large service organization. We use an inductive interpretive approach and draw on rich longitudinal data collected in one of the world’s major telecommunication companies that undertook a series of SD initiatives to improve its innovation capability. We find that instead of merely bringing new services, SD has far-reaching consequences for organizations, prompting significant changes in the organizational mindset and routines. Building on the institutional logics perspective and acknowledging the role of individuals’ institutional work, we identify the macro-level and micro-level mechanisms of the organizational logic transformation that SD induces. Interestingly, the effects are bidirectional, as the organizational context has a considerable impact on SD as an innovation practice. As this study shows, managers and other practitioners can effectively overcome organizational hindrances to the adoption of SD by creating an SD-based corporate language, realigning key performance indicators, and facilitating learning and experimentation.
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34

Tohidi, Hamid, and Mohammad Mehdi Jabbari. "CRM in Organizational Structure Design." Procedia Technology 1 (2012): 579–82. http://dx.doi.org/10.1016/j.protcy.2012.02.126.

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35

Hult, Karen M., and Charles Walcott. "ORGANIZATIONAL DESIGN AS PUBLIC POLICY." Policy Studies Journal 17, no. 3 (March 1989): 469–94. http://dx.doi.org/10.1111/j.1541-0072.1989.tb00795.x.

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36

Morley, Michael J., and Thomas N. Garavan. "Current themes in organizational design." Journal of European Industrial Training 19, no. 11 (December 1995): 3–13. http://dx.doi.org/10.1108/03090599510100035.

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37

Davis, Gerald F. "Job design meets organizational sociology." Journal of Organizational Behavior 31, no. 2-3 (January 22, 2010): 302–8. http://dx.doi.org/10.1002/job.604.

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38

Loveridge, Denis. "Company strategy and organizational design." Futures 19, no. 5 (October 1987): 594–96. http://dx.doi.org/10.1016/0016-3287(87)90070-x.

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39

Stiglitz, Joseph E. "Incentives, information, and organizational design." Empirica 16, no. 1 (1989): 3–29. http://dx.doi.org/10.1007/bf00924938.

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40

Nesheim, Torstein. "Service management and organizational design." Scandinavian Journal of Management 6, no. 3 (January 1990): 181–95. http://dx.doi.org/10.1016/0956-5221(90)90011-5.

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41

Ivanov, Maxim. "Informational control and organizational design." Journal of Economic Theory 145, no. 2 (March 2010): 721–51. http://dx.doi.org/10.1016/j.jet.2009.11.002.

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42

Str�mpfer, Johan P. "Ensuring delivery through organizational design." Systems Research and Behavioral Science 17, no. 4 (2000): 327–32. http://dx.doi.org/10.1002/1099-1743(200007/08)17:4<327::aid-sres307>3.0.co;2-#.

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43

Saad, Germaine H., and Ahmad W. Salam. "Fitting organizational design to JIT." National Productivity Review 11, no. 1 (1991): 97–104. http://dx.doi.org/10.1002/npr.4040110111.

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44

MacLean, Richard. "Organizational Design: Business Literature Insights." Environmental Quality Management 22, no. 2 (December 2012): 103–15. http://dx.doi.org/10.1002/tqem.21330.

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45

Auernhammer, Jan Michel Kurt, and Larry Leifer. "Is Organizational Design a Human-Centered Design Practice?" Proceedings of the Design Society: International Conference on Engineering Design 1, no. 1 (July 2019): 1205–14. http://dx.doi.org/10.1017/dsi.2019.126.

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AbstractIn recent years design has had a renaissance in business and management research and practice. Several authors have discussed if management is a design practice and how far design ought to go to design behaviors. This article discusses, evaluates and explores organizational design as a human-centered design practice. Relevant theoretical concepts of organizational theory, design approaches and practices are discussed to evaluate gaps in management practices and potential opportunities for design practice. The study collected and analyzed data from two organizations. The researched revealed several propositions, which provide insights of the usefulness, appropriateness and value of a human-centered design practice to organizational design.
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46

Marjanis, Marjanis, Hendri Yazid, Rasdinal Rasdinal, and Nurhizrah Gistituati. "Penerapan Diagnosing Organisasi Melalui Intervensi Technostruktural: Studi Literatur." Jurnal Ilmiah Universitas Batanghari Jambi 21, no. 2 (July 4, 2021): 743. http://dx.doi.org/10.33087/jiubj.v21i2.1525.

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Organizational diagnosis is one of the main components in planning change. Organizational diagnosis is fundamental to school development. This can be seen from the organization's diagnosis through technostructural intervention, because it is related to organizational design, employees/employees, and work design. Technostructural intervention method focuses on changes in organizational structure and design, so it tends to be more focused on organizational infrastructure aspects. This method will produce the output of increasing attention to productivity and organizational effectiveness in schools, such as the quality of work culture and methods for designing all components in schools. Schools need to know and strive to meet existing indicators or criteria in order to become a growing organization with high integrity.
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47

Rojas, Ronald R., Oriana Susana Martínez Palomino, Jorge Luis Villalba Acevedo, and Alberto Emilio Gómez Torres. "Design of an Instrument to Evaluate Organizational Design Characteristics Based on the Organizational Configuration Model." International Journal of Interdisciplinary Organizational Studies 17, no. 1 (2022): 83–101. http://dx.doi.org/10.18848/2324-7649/cgp/v17i01/83-101.

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48

Worren, Nicolay. "Functional analysis of organizational designs." International Journal of Organizational Analysis 24, no. 5 (November 7, 2016): 774–91. http://dx.doi.org/10.1108/ijoa-03-2015-0846.

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Purpose The purpose of this paper is to describe an analytical approach – functional analysis – that can be used to evaluate the current design of an organization and identify alternative designs that may increase the ability to realize strategic and operational goals. Design/methodology/approach The approach described in this paper is based on key concepts in systems theory and axiomatic design theory (Suh, 1990, 2001). A brief case example is used to illustrate the practical application of the approach. Findings It is shown that functional analysis can be used to map the design of an organization and identify key design challenges (e.g. related to overlapping or conflicting functions). Research limitations/implications The case study that is described is considered to be a pilot application of the approach as it is based on a limited number of interviews. Practical implications This paper should be relevant for applied researchers, management consultants, project managers and others who are analyzing the current structure of an organization and/or are involved in re-designing an organization. Social implications Application of the functional approach may improve design processes and thereby enhance the effectiveness of social systems, including public and private sector organizations. Originality/value This paper describes how key concepts in systems theory and axiomatic design theory can provide the basis for a new framework for analyzing organization designs.
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49

Evans, Amber. "The Impact of Organizational Design and Leadership on Strategic Communications." Connections: The Quarterly Journal 21, no. 1 (2022): 73–87. http://dx.doi.org/10.11610/connections.21.1.05.

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50

Evans, Susan M., and Don B. Chaffin. "Organizational and Process Differences Influencing Ergonomic Design." Proceedings of the Human Factors Society Annual Meeting 30, no. 8 (September 1986): 734–38. http://dx.doi.org/10.1177/154193128603000801.

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A study of current design practices was conducted to identify organizational and design process differences influencing the use of ergonomic information in manual workspace design. Significant differences regarding the design information sources and objectives existed between preliminary, or division-level, and detailed, or plant-level, design activities. Ergonomic concerns, e.g., health and safety factors and operator feedback, were most clearly present in plant-level design; unfortunately, plant designers also had the least flexibility, in terms of design parameters to vary, and dollars to spend, to retrofit inadequate designs. Results indicate specific factors, (such as designer temporal and geographic proximity to the design implementation), to consider during the development of an effective industrial ergonomics training program.
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