Includes index.

Prelims -- Reviewing, revisiting, and renewing the foundations of organization design -- Part I Fit and coordination -- Designing a culture of collaboration: when changing beliefs is (not) enough -- Toward a theory of organizational integration -- Part II Configurations and control -- The genesis of control configurations during organizational founding -- Balanced control as an enabler of organizational ambidexterity -- Part III Division of labor and organizational learning -- Exploration and negative feedback behavioral learning, escalation of commitment, and organizational design -- Differentiation and integration in organizational learning: a garbage can model -- Part IV Structure and strategy -- Organization design and competitive strategy: an application to the case of divisionalization -- Organization design and firm heterogeneity: towards an integrated research agenda for strategy -- Part V New organizational forms and problem solving -- Forming a collaborative community: an agent-based simulation study of the effects of membership composition -- Limits to the wisdom of the crowd in idea selection -- Limits to the wisdom of the crowd in idea selection -- Index.

This volume of 'Advances in Strategic Management'explores emerging trends and contemporary research in the field of organization design. It reflects a renewed focus on the universal problems of organizingthe division of labor and the integration of effort. At the same time, it incorporates new ideas on designs for cooperation in organizations. The studies published here employ a wide variety of theories and research designs to contribute to this renewal of organization design research, considering collaborative ways of working, organizational learning, and strategic innovation.

Print version record