Organisational Design: A Step by Step Approach

Burton, Richard M.; DeSanctis, Gerardine; Obel, Børge

doi:10.1177/0974173920120217

Cited by 82 publications

(183 citation statements)

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“…To complete the configuration of executive style, strategy, and climate, we examined the third legdstrategy and climatedusing the same Danish SMEs . All of these studies lend significant empirical support for the multi-contingency theory developed in and Burton et al (2011). Each paper has added specific insights that, in our view, make the multi-contingency model more theoretically sound, and they provide a basis for managerial insights that have not been available so far.…”

Section: Introductionmentioning

confidence: 85%

Strategy Implementation Requires the Right Executive Style: Evidence from Danish SMEs

Håkonsson¹,

Burton²,

Obel³

et al. 2012

Long Range Planning

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Section: Introductionmentioning

confidence: 85%

Strategy Implementation Requires the Right Executive Style: Evidence from Danish SMEs

Håkonsson¹,

Burton²,

Obel³

et al. 2012

Long Range Planning

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“…Organizations increase their information processing capacity by implementing integration mechanisms, which differ in their capacity to facilitate information processing (Burton, DeSanctis, & Obel, 2006;Galbraith, 1973;Lawrence & Lorsch, 1967;Martinez & Jarillo, 1989 across units by job rotation, events, co-location, and conferences. In addition, integration can also be managed to some degree with various types of information systems, but their role is more in complementing vertical and lateral mechanisms (Daft & Lengel, 1986;Ghoshal & Gratton, 2002).…”

Section: Managing Integration In the Context Of Global Project-based mentioning

confidence: 99%

Organizing in the context of global project-based firm—The case of sales–operations interface

Turkulainen

Kujala

Artto

et al. 2013

Industrial Marketing Management

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Dr. Jaakko Kujala is professor of project and quality management at the University of Oulu, Finland, and adjunct professor at the Aalto University. His current research interests include contextual variables in project business, business models of project-based firms, and project stakeholder management. He has published over 100 reviewed research papers, books or book chapters for example in International Journal of Project Management, Scandinavian Journal of Management and Industrial Marketing Management. Dr. Karlos Artto is a professor of project business at the Aalto University, Finland and the leader of the Project Business research group (PB). His current research interests include project business, business models of global project-based firms, governance of large and networked projects, project strategy and risk management, and new paradigms in project risk management. He has published more than 100 academic papers, book chapters and books on project business and management of project-based firms. Research highlights:-We address integration of the sales and operations interface in global project-based firms.-We elaborate the information processing model for this integration in the context of global project based firm.-We provide empirical illustrations for this integration by presenting data from three case projects.-We conclude that integration of these functions in the firm's organization is managed differently depending on the project phase.-We conclude that the differing use of integration mechanisms across project phases is associated with contextual variables. AbstractIn this paper we study the cross-functional integration of project sales and project operationstwo crucial functions when conducting business in global project-based firms. In particular we address contextual factors that are associated with integration needs among project sales and operations functions across project phases and report on how integration is managed across phases in three global projects with different contextual conditions. Using Galbraith's (1973) and Tushman & Nadler's (1978) model of the organization as an information processing system as our theoretical lens, we develop a set of propositions drawn from the general arguments of the theory and illustrated by these observations. The proposed theory underlying these propositions begins to explain how the contextual variables drive the use of different cross-functional integration mechanisms for sales and operations across project phases in global project-based firms.Subsequent research focusing on these and other key functions that require integration in different project phases can begin to validate and further elaborate this contingent framework for crossfunctional integration in global project-based firms.

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“…For example, drawing on the organizational design literature, administers can make tradeoffs based on whether functional structures (e.g., organization with disciplinary departments), divisional structures (e.g., organization with interdisciplinary centers focused on different phenomena), or matrix structures (e.g., organization with institutes that cross disciplines by phenomena) provide the right mix of coordination and control [47].…”

Section: And Meyermentioning

confidence: 99%

Organization theory and new ways of working in science

Cummings

Kiesler

2011

2011 Atlanta Conference on Science and Innovation Policy

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Dramatic changes in the practice of science over the past half a century, including trends towards working in teams and on large projects, and geographically distributed and interdisciplinary collaboration, have created opportunities and challenges for scientists. We argue that these changes in science represent new organizational forms and ways of working that also create opportunities and challenges for organization theory.We describe how applying organization theory to science can push our knowledge of research organizations further and also raise questions for a range of organization theories, including coordination, social identity, the knowledge-based view, social networks, organizational learning, and absorptive capacity. We suggest that organization theory is critical for better understanding the sources of technological innovation, making effective policy around R&D investment, and developing successful managers in 21't century research organizations.

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Organisational Design: A Step by Step Approach

Cited by 82 publications

References 0 publications

Strategy Implementation Requires the Right Executive Style: Evidence from Danish SMEs

Strategy Implementation Requires the Right Executive Style: Evidence from Danish SMEs

Organizing in the context of global project-based firm—The case of sales–operations interface

Organization theory and new ways of working in science

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