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Written specifically for executives and MBA students, the third edition of this successful textbook provides a step-by-step guide to designing an organization, from diagnosis, to design and implementation. It provides comprehensive coverage of the key aspects of organizational design, including goals, strategy, process, people, coordination, control, and incentives. Following a new diamond model, fully tested in practice, the book guides readers through an integrated methodology for organizational assessment and planning. It includes a new chapter on project managing organizational change on a practical level, new case studies, extended discussions of new organizational forms, architecture design and knowledge systems, and new practical steps for implementation and change. Visit www.cambridge.org/burton3 for free access to a selection of organizational diagnosis, design and implementation models in Excel, as well as additional case studies, figures and tables from the book.

Organisaties.

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The design of organizations has been an ongoing concern of management theory and practice over the past several decades. Over this time, there has been little change in the fundamental theory, principles and concepts of Organization Design (OD). Recently organizational life has changed dramatically with the advent of: new communication systems, adaptive mechanisms, information technology, knowledge management systems, innovation processes and more. This book systemically examines these developments and their impact on OD with contributions from leading scholars in the area. Also featured in the book are the practical issues with implementing OD in organizations. The individual chapters are organized into five sections: (1) Putting Contingency Theory in its Place, (2) Focus on Individuals Who Make up the Organization, (3) Innovation Processes and Organization Design, (4) Adaptation and Technology, and (5) Design for Performance. Each chapter examines aspects of the book’s threefold theme: (1) core issues in organization design, (2) emerging theoretical perspectives in OD, and (3) new developments and directions in OD. A special feature of each chapter is: 1) implications for theory, and 2) implications for practice. DESIGNING ORGANIZATIONS: 21st Century Approaches is a benchmark publication in the field of organization design. By focusing on recent developments in organization design, this book will help to create more thoughtful research and stronger empirical analyses in this important area of management and organization. .

Organization. --- Corporate culture. --- Organisation --- Management --- Culture, Corporate --- Institutional culture --- Organizational culture --- Corporations --- Organizational behavior --- Business anthropology --- Sociological aspects --- Operations research. --- Management. --- Information technology. --- Operations Research/Decision Theory. --- e-Commerce/e-business. --- Information Systems Applications (incl. Internet). --- IT in Business. --- IT (Information technology) --- Technology --- Telematics --- Information superhighway --- Knowledge management --- Administration --- Industrial relations --- Organization --- Operational analysis --- Operational research --- Industrial engineering --- Management science --- Research --- System theory --- Planning. --- Decision making. --- E-commerce. --- Application software. --- Business—Data processing. --- Application computer programs --- Application computer software --- Applications software --- Apps (Computer software) --- Computer software --- Cybercommerce --- E-business --- E-commerce --- E-tailing --- eBusiness --- eCommerce --- Electronic business --- Internet commerce --- Internet retailing --- Online commerce --- Web retailing --- Commerce --- Deciding --- Decision (Psychology) --- Decision analysis --- Decision processes --- Making decisions --- Management decisions --- Choice (Psychology) --- Problem solving --- Creation (Literary, artistic, etc.) --- Executive ability --- Decision making

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Faced with the ever-accelerating pace of technological change and the restructuring of markets, many firms have been questioning the appropriateness of their own organizational structure and effectiveness. Consequently, we have witnessed much organizational experimentation and the development of new forms of organizing over the last decade.  Firms are more dependent than ever on the need for continuous and radical innovations – and often innovations that go beyond their existing businesses. This challenges firms in terms of knowledge and idea sharing, and often necessitates the need to expand beyond the boundaries of the single firm for multi-party collaboration to meet serious challenges and develop creative solutions.   Drawing from the Fourth International Workshop on Organization Design, and featuring contributions from an international array of specialists, this volume focuses on the expansion beyond the boundaries of the single firm and multi-firm networks, to include, for example, community-based organization designs. A community is a connected set of firms; the connections can take on many different dimensions. For organization design theory, community-based organizations have many implications. For one, organization design theory has to identify and describe designs that enhance collaborative behavior among firms without restricting the ability of the individual firm to continue to compete within its own marketplace. Moreover, organization design theory also has to identify and describe information processing strategies and designs that allow the continuous generation, sharing, and application of existing information and knowledge.    The development of effective collaborative community designs is critically important to the global economy because, increasingly, our future depends on pursuing shared goals and sustainably developing our global commons. Ideally, the ideas and findings in this book will contribute to increased attention to new organization designs capable of meeting 21st-century opportunities and challenges.

Business enterprises. --- Cooperation. --- Joint ventures. --- Organizational sociology. --- Organizational sociology --- Business enterprises --- Joint ventures --- Cooperation --- Management --- Sociology & Social History --- Business & Economics --- Social Sciences --- Management Styles & Communication --- Social Change --- Management Theory --- Industrial Management --- Collaborative economy --- Cooperative distribution --- Cooperative movement --- Distribution, Cooperative --- Peer-to-peer economy --- Sharing economy --- Organization (Sociology) --- Organization theory --- Sociology of organizations --- Industrial organization. --- Economics. --- Industrial Organization. --- Economics --- Profit-sharing --- Sociology --- Bureaucracy --- Industries --- Organization --- Industrial concentration --- Industrial management --- Industrial sociology

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Organization design (OD) is a key feature of management theory and practice. It addresses the challenges of constructing and maintaining effective organizations. Essential to its application is the assumption that it can improve organizations and their performance. Faced with the ever-accelerating pace of technological change and the restructuring of markets, many firms have questioned their own organizational structures and processes. Consequently, we have witnessed much organizational experimentation and the development of new forms of organizing over the last decade. How does organization design inform such experimentation? And how can organization design help managers gain insights and advance the current understanding of how organizations can meet environmental challenges and constraints in the future? This book is the third volume to emerge from a series of workshops on organization design, featuring new empirical research and theoretical insights. The chapters are organized around three central themes: (1) Towards New Organizational Forms; (2) Dynamics of Adaption and Change; and (3) Fit and Performance. The chapters cover such timely issues as organizational networks, virtuality, learning, dynamic capabilities, and adaptation. Common to all contributions is a focus on the core theories of OD and emerging perspectives. Collectively, the chapters reflect the state of the art of OD and provide a further step toward the evolution of this important field of research.

Didactic strategies --- Personnel management --- Production management --- Business management --- bedrijfsplanning --- bedrijfsorganisatie --- management --- coaching --- bedrijfskunde --- handelswetenschappen

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Operational research. Game theory --- Engineering sciences. Technology --- Production management --- Business management --- Information systems --- ICT (informatie- en communicatietechnieken) --- technologiebeleid --- bedrijfsplanning --- bedrijfsorganisatie --- management --- bedrijfskunde --- informatiesystemen --- speltheorie --- operationeel onderzoek --- handelswetenschappen