- 444 Downloads
Organizations follow a certain path or track which they have created in accordance with their strategic planning. Like any other organizational process, the continuous innovation of design is required in order to ensure that it is effectively adapted to changes in the environment, organizational behavior, as well as collaborator attitudes and needs. It has become trendy to follow organizational design trends, as they are typically in tune with environmental changes; however, design challenges lie within the organization rather than outside it; that is, while trends are informative, following them is complex. Shifts in competition paradigms are telling of organizational designing efforts, environmental receptiveness, as well as the effectiveness of their test of time; however, it is the organization’s innovativeness that will lead to a design that drives responsiveness and the co-creation of value.
KeywordsCorporate philosophy Redesign Trends Shock damping Layering design
- BBC. (2017, April 18). ‘There is no news’: What a change from 1930 to today. Retrieved May 24, 2018, from Entertainment & Arts: http://www.bbc.com/news/entertainment-arts-39633603.
- Chandler, A. (1962). Strategy and structure: Chapters in the history of American industrial enterprise. Cambridge: MIT Press.Google Scholar
- Clippinger, J. H. (1999). Order from the bottom up: Complex adaptive systems and their management. In J. H. Clippinger (Ed.), Order from the bottom up: Complex adaptive systems and their management. The biology of business: Decoding the natural laws of enterprise (pp. 1–30). San Francisco: Jossey-Bass Publishers.Google Scholar
- Cramer, C. (2005). Why the world is watching CNN. Retrieved May 24, 2018, from CNN’s impact around the world: http://edition.cnn.com/services/opk/cnn25/cnns_impact.htm.
- Daft, R. L., Murphy, J., & Willmott, H. (2010). Organization theory and design. Andover: South-Western.Google Scholar
- Davenport, T. H., & Short, J. E. (1990). The new industrial engineering: Information technology and business process redesign. Sloan Management Review, 31(4), 11–27.Google Scholar
- Desa, S., Nagurka, M. L., & Ghosal, A. (1987, August 17–20). Product redesign for performance, manufacture, and assembly: A rational methodology towards total system design. International Conference on Engineering Design (pp. 1–10). Boston: ICED 87.Google Scholar
- Hammer, M., & Champy, J. (1993). Reengineering the corporation: A manifesto for business transformation. New York: Harper Business.Google Scholar
- MacQueen, K. M., Mclellan-Lemal, E., Bartholow, K., & Milstein, B. (2008). Team-based codebook development: Structure, process, and agreement. In G. Guest & K. M. MacQueen (Eds.), Handbook for team-based qualitative research (pp. 101–135). Lanham: Altamira Press.Google Scholar
- Roberts, D. J. (2004). The modern firm: Organizational design for performance and growth. Oxford: Oxford University Press.Google Scholar
- Stanford, N. (2005). Organization design. The collaborative approach. Oxford: Elsevier Butterworth-Heinemann.Google Scholar
- Walker, B., Holling, C. S., Carpenter, S. R., & Kinzig, A. (2004, December). Resilience, adaptability and transformability in social-ecological systems. Ecology and Society, 9(2). Retrieved August 15, 2018, from http://www.ecologyandsociety.org/vol9/iss2/art5/.
- Yang, L., FitzPatrick, M., Varey, R., & Costley, C. (2015, June 10–13). Towards a holistic ‘sustainability’ for the mutual enhancement of humans and nature. 2nd International Social Business Conference. Anadolu: Anadolu University.Google Scholar