Topic outline

  • ALL THE READINGS OF THE MODULES IN ONE LIST

    Module 1 - Basics of Organization design

    Burton, R. M., Obel, B., & Håkonsson, D. D. (2021). Organizational design. Cambridge University Press. 4th edition – Chapter 1 

    Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman Jr, H. J. (1978). Organizational strategy, structure, and process. Academy of management review, 3(3), 546-562. 

    Optional: Reeves, M., Levin, S., & Ueda, D. (2016). The biology of corporate survival. Harvard business review94(1), 2.

    Module 2 - Strategy and organization design

    Fjeldstad, Ø. D., Snow, C. C., Miles, R. E., & Lettl, C. (2012). The architecture of collaboration. Strategic management journal, 33(6), 734-750. 

    Fjeldstad, Ø. D., & Snow, C. C. (2018). Business models and organization design. Long range planning, 51(1), 32-39. 

    Martela, F. (2019). What makes self-managing organizations novel? Comparing how Weberian bureaucracy, Mintzberg’s adhocracy, and self-organizing solve six fundamental problems of organizing. Journal of Organization Design, 8(1), 1-23. 

    Optional: https://hbr.org/2022/06/design-your-organization-to-match-your-strategy 
    Optional: Vaara, E., Harju, A., Leppälä, M., & Buffart, M. (2021). How to successfully scale a flat organization. Harvard Business Review.

    Module 3 - People and culture in organization design

    Burton, R. M., Obel, B., & Håkonsson, D. D. (2021). Organizational design. Cambridge University Press. 4th edition - Chapter 6 

    Burton, R. M., Obel, B., & Håkonsson, D. D. (2021). Organizational design. Cambridge University Press. 4th edition – Chapter 7 

    Optional: Catmull, E. (2008). How Pixar fosters collective creativity. Boston, MA: Harvard Business School Publishing.
    Optional: 
    Pisano, G. P. (2019). The hard truth about innovative cultures. Harvard Business Review, 97(1), 62-71.

    Module 4 - Historical embeddedness of organization forms

    Šmite, D., Moe, N. B., Floryan, M., Gonzalez-Huerta, J., Dorner, M., & Sablis, A. (2023). Decentralized decision-making and scaled autonomy at Spotify. Journal of Systems and Software, 111649.

    Sackmann, S. (1989). The role of metaphors in organization transformation. Human relations, 42(6), 463-485. 

    Optional:
    Boje, D. M. (1995). Stories of the storytelling organization: A postmodern analysis of Disney as “Tamara-Land”. Academy of Management journal, 38(4), 997-1035.

    Module 5 - Initiating and "doing” the change

    Garud, R., Jain, S., & Tuertscher, P. (2008). Incomplete by design and designing for incompleteness. Organization studies, 29(3), 351-371. 

    Dunbar, R. L., & Starbuck, W. H. (2006). Learning to design organizations and learning from designing them. Organization Science, 17(2), 171-178. 

    Madsen, P., Desai, V., Roberts, K., & Wong, D. (2006). Mitigating hazards through continuing design: The birth and evolution of a pediatric intensive care unit. Organization Science, 17(2), 239-248. 

    Optional: Suarez, F. F., & Montes, J. S. (2020). Building organizational resilience. Harvard Business Review98(6), 47-52.

    Module 6 - New perspectives and overview

    Option 1: Forcadell, F. J. (2005). Democracy, cooperation and business success: The case of Mondragón Corporación Cooperativa. Journal of Business Ethics, 56(3), 255-274.  

    Option 2: Battilana, J., Fuerstein, M., & Lee, M. Y. (2018). New prospects for organizational democracy? How the joint pursuit of social and financial goals challenges traditional organizational designs. 

    Schildt, H. (2020). The data imperative: How digitalization is reshaping management, organizing, and work. Oxford University Press, USA. - Chapter 7

    Optional: Bernstein, E., Bunch, J., Canner, N., & Lee, M. (2016). Beyond the holacracy hype. Harvard business review94(7), 8.
    Optional: Hamel, G. (2011). First, let’s fire all the managers. Harvard Business Review89(12), 48-60.
    Optional: Foss, N. J., & Klein, P. G. (2014). Why managers still matter. MIT Sloan Management Review.

    ADDITIONAL / OPTIONAL READINGS

    The course is based on the book Burton, R. M., Obel, B., & Håkonsson, D. D. (2021). Organizational design. Cambridge University Press. 4th edition so reading that is highly recommended if you are interested in learning more.

    More relevant academic publications:
    Puranam, P., Alexy, O., & Reitzig, M. (2014). What's “new” about new forms of organizing?. Academy of management Review39(2), 162-180.
    Bate, P., Khan, R., & Pye, A. (2000). Towards a culturally sensitive approach to organization structuring: Where organization design meets organization development. Organization Science11(2), 197-211.
    Lee, M. Y., & Edmondson, A. C. (2017). Self-managing organizations: Exploring the limits of less-hierarchical organizing. Research in organizational behavior37, 35-58.
    Andriopoulos, C., & Lewis, M. W. (2009). Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organization science20(4), 696-717.
    Kolbjørnsrud, V. (2018). Collaborative organizational forms: on communities, crowds, and new hybrids. Journal of Organization Design7(1), 11.

    DuPont, Q. (2017). Experiments in algorithmic governance: A history and ethnography of “The DAO,” a failed decentralized autonomous organization. In Bitcoin and beyond (pp. 157-177). Routledge.
    Sanchez, R., & Mahoney, J. T. (1996). Modularity, flexibility, and knowledge management in product and organization design. Strategic management journal, 17(S2), 63-76.