http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
This book synthesizes a decade of research by the author into fundamental issues in organization design. The result is a novel micro-structural perspective on organizations, which aims to both expand and narrow current thinking. The new perspective takes an expansive view on the kinds of phenomena that can be studied in terms of organization design- such as cross-functional teams, strategic partnerships, buyer-supplier relations, alliance networks, mega-projects, post-merger integration, business groups, open source communities, and crowdsourcing, besides traditional concerns with bureaucratic organizations. At the same time, this approach narrows focus by abstracting away from the variety and complexity of organizations to a few fundamental and universal problems of organizing (that relate to how they aggregate their members' efforts), as well as a few reusable building blocks microstructures (which capture common patterns of interaction between members of an organization). The microstructural approach to organizations will be of interest to researchers and PhD students in management, organization science, and strategy.
Cover; The Microstructure of Organizations; Copyright; Dedication; PREFACE; ACKNOWLEDGMENTS; CONTENTS; LIST OF FIGURES; LIST OF TABLES; 1: An introduction to the microstructural approach to organization design; The microstructural approach in historical context; What defines an organization?; Universal problems of organizing; Microstructures as theoretical building blocks; The case for the microstructural approach; IMPLICATIONS FOR THEORY; IMPLICATIONS FOR PRACTICE; RELATED APPROACHES; Conclusion; THE REST OF THIS BOOK IS ORGANIZED AS FOLLOWS; 2: Behavioral foundations; Elements of behavior
GOALSREPRESENTATIONS; CHOICE PROCESS; Multiple rationalities; GLOBAL RATIONALITY; ADAPTIVE RATIONALITY; THE LOGIC OF APPROPRIATENESS; Organization design and its influence on individual behavior; SORTING; FRAMING; STRUCTURING; Conclusion; APPENDIX TO CHAPTER 2: HUMAN UNIVERSALS (BROWN, 1991; PINKER, 2002); 3: Division of labor; Division of labor as task division and task allocation; Representing task structures; Alternative forms of division of labor; DECOMPOSABILITY AND ALTERNATIVES FOR DIVISION OF LABOR; Case 1: Decomposable Tasks; Case 2: Non-Decomposable Tasks and Products
Case 3: Non-Decomposable Task, Decomposable ProductSPECIALIZATION VS. CUSTOMIZATION AS CRITERIA FOR CHOOSING A DIVISION OF LABOR; OTHER CRITERIA THAT SHAPE DIVISION OF LABOR; Division of labor and interdependence between agents; Conclusion; 4: Integration of effort; Impediments to the integration of effort and solutions; INTEGRATION FAILURE THROUGH KNOWLEDGE GAPS; Skill Problems; Coordination Problems; Solutions to Skill and Coordination Problems; Environmental Change as Change to Interdependence Structure; INTEGRATION FAILURES THROUGH MOTIVATION GAPS; Agency Problems; Cooperation Problems
Solutions to Agency and Cooperation ProblemsAn "integrated" approach to the integration of effort; INTERACTIONS BETWEEN KNOWLEDGE AND MOTIVATION-RELATED PROBLEMS (AND THEIR SOLUTIONS); ARCHITECTURAL KNOWLEDGE AND INTEGRATION OF EFFORTS; Integration of effort: execution vs. search problems; UNINTELLIGENT DESIGN AND SECOND-ORDER COORDINATION PROBLEMS; Conclusion; APPENDIX TO CHAPTER 4: THE FOLK THEOREM IN MATRIX NOTATION; 5: The exercise of authority; The delegation of authority; What authority does: direction, dispute resolution and design; THE AUTHORITY TO DIRECT
THE AUTHORITY TO RESOLVE DISPUTESTHE AUTHORITY TO DESIGN; Why delegate?; Authority beyond the firm; Conclusion; 6: Hierarchies of authority; What hierarchies are (and what they are not); The emergence of authority hierarchies; GROWTH OF THE TASK HIERARCHY; Control and information loss in authority hierarchies; CONTROL AND INFORMATION LOSSES AS LIMITS TO GROWTH; HIERARCHIES AS FILTERS: DESIGNED INFORMATION LOSS; Hierarchies as Instruments of Search: Control Loss and Exploration; Re-shaping hierarchies: grouping and re-grouping; THREE LEVELS OF RE-ORGANIZATION
Includes bibliographical references and index.
Oxford : Oxford University Press USA - OSO, ©2018