This book outlines the increasing role of organizational design in management theory and practice. The chapters review the main theoretical perspectives of organization design, identify important theoretical and practical issues currently facing the field, and suggest ways for valuable research to be conducted in the future. Coverage includes Theoretical and Practical Issues; Fit, Contingency and Configuration; Design and Performance, and The Dynamics of Adaptation and Change.
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- Introduction.- The contingency theory of organizational design.- The configurational approach to organizational design.- Is strategic human resource management strategic?- Making delegation credible and preserving employee motivation.- Examining the relationship between trust and control in organizational design.- Structural limitations in organization design.- Beyond national culture as an environmental variable.- Organizational design as a constraint on strategy and performance.- How misfits between leadership style and strategy affect performance.- Performance loss from multiple misfits.- Organization design, organizational learning, and the market value of the firm.- Two faces of search: alternative generation and alternative evaluation.- Management and Genghis Khan: lessons for multinational business enterprises.- The design of organizational boundaries for knowledge acquisition.- Models of organizational change and the adoption of Web technologies.- Governance channels and organization design at General Electric, 1950-2001.- Index.
