Organization Design

John Joseph is an Associate Professor of Strategy at the University of California Irvine’sPaul Merage School of Business, USA. John’s researchexamines organization designs for better strategic planning, innovation, and growth.Oliver Baumann is a Professor with special responsibilities in Strategic OrganizationDesign at the University of Southern Denmark, Denmark. His research focuses on theimplications of organization design for organizational learning.Richard M. Burton is Professor Emeritus of Organization and Strategy at The FuquaSchool of Business, Duke University, USA. His research focuses on organization design, particularly its relationship to strategy for the firm.Kannan Srikanth isan Associate Professor of Strategy at the Fisher College of Business, OhioState University, USA. His research investigates how to designorganizations and inter-organizational relationships to be more effective andmore innovative.

Scholars in various areas of business survey emerging trends and research in organization design, focusing on mechanisms and on topics that mainstream journals might consider too exploratory, risky, or unusual. They cover fit and coordination, configuration and control, division of labor and organizational learning, structure and strategy, and new organizational forms and problem solving. Among their topics are designing a culture of collaboration: when changing beliefs is (not) enough, balanced control as an enabler of organizational ambidexterity, differentiation and integration in organizational learning: a garbage can model, organization design and firm heterogeneity: towards an integrated research agenda for strategy, and limits to the wisdom of the crown in idea selection.

• Introduction; John Joseph, Oliver Baumann, Richard Burton, and Kannan SrikanthFit and CoordinationDesigning a Culture of Collaboration: When Changing Beliefs is (Not) Enough; Ozgecan Kocak and Phanish PuranamToward a Theory of Organizational Integration; Xavier Castañer and Mikko Ketokivi Configuration and ControlThe Genesis of Control Configurations During Organizational Founding; Laura Cardinal, Sim Sitkin, Chris Long, and C. Chet MillerBalanced Control as an Enabler of Organizational Ambidexterity; Karl Aschenbrücker and Tobias KretschmerDivision of Labor and Organizational LearningExploration and Negative Feedback – Behavioral Learning, Escalation of Commitment, and Organizational Design; Thomas Keil, Pasi Kuusela, and Nils StieglitzDifferentiation and Integration in Organizational Learning: A Garbage Can Model; Sangyoon Yi, Nils Steiglitz, and Thorbjørn KnudsenStructure and StrategyOrganization Design and Competitive Strategy: An Application to the Case of Divisionalization; Metin SengulOrganization Design and Firm Heterogeneity: Towards an Integrated Research Agenda for Strategy; Florian Englmaier, Nicolai Foss, Thorbjørn Knudsen, and Tobias KretschmerNew Organizational Forms and AdaptationDesigning a Collaborative Community: An Agent-Based Simulation Model; Børge Obel, Dorthe Døjbak Håkonsson, Lars Bach, and Charles SnowLimits to the Wisdom of the Crowd in Idea Selection; Felipe CsaszarSystemic Innovation of Complex One-Off Products: The Case of Green Buildings; Raymond E. Levitt, Riitta Katila and Dana A. Sheffer