Organization Design

By Milton Harris, Artur Raviv. Management Sciences, 2002

1,019 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7d8f52c9d98b45548cf5d871a209c5b8f0f4296f

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

New Product Development as a Complex Adaptive System of Decisions (2006, background): “As a group, they provide rich and holistic interpretations of the NPD processes and facilitate a contingency theory approach (Galbraith, 1977; Lawrence and Lorsch, 1967; Scott, 1987).”
Choice and performance of governance mechanisms: matching alliance governance to asset type (2009, background): “Such prior arrangements enable coordination by enhancing the predictability of each party’s actions and structuring communication flows (Galbraith, 1977; Gulati and Sytch, 2005).”
An Investigation of Visibility and Flexibility as Complements to Supply Chain Analytics: An Organizational Information Processing Theory Perspective (2018, methodology): “Firms must organize and use information effectively, especially when they execute tasks that involve high levels of uncertainty (Galbraith 1973, 1977).”
Job design, opportunities for skill utilization, and intrinsic job satisfaction (2005, background): “, attentional and problem solving) as a job characteristic can be seen as reflecting uncertainty in the work process—there is a gap between those characteristics of work system functioning that can be readily predicted ahead of time, and those that need to be discovered and dealt with during the per”
Influences on Strategic Planning Processes among Irish SMEs (2005, background): “Taking an information processing perspective (Galbraith 1977), Rogers, Miller, and Judge (1999) point out that different strategies impose different information processing requirements on the firm, thus influencing the type of strategy development approach used.”
Understanding the local-level costs and benefits of ERP through organizational information processing theory (2004, background): “The theory conceptualizes uncertainty as a lack of information about statuses of tasks, the environment, and so on [10,12].”
Coordination in Fast-Response Organizations (2006, background): “This long-dominant view is based on the informationprocessing model wherein increasing task demands must be matched to structures capable of higher information processing (Daft and Lengel 1986, Galbraith 1977, Thompson 1967).”
From strategic goals to business model innovation paths: an exploratory study (2017, methodology): “Following strategic management reasoning (see e.g. Galbraith, 1977), Demil and Lecocq (2010), in their conceptual paper on BM evolution, argued that the role of management is to monitor and act on uncertainties, and to ensure that the BM components are adjusted to meet changing requirements.”
Impact of spiritual leadership on unit performance (2011, background): “The challenge for organizational leaders is how to develop this same sense of calling in its workers through task involvement and goal identification (Galbraith, 1977).”
When Preference Is Not Satisfied but the Individual Is (2014, neutral): “literature (Galbraith, 1977; Wally & Baum, 1994).”
Formative versus Reflective Indicators in Organizational Measure Development: A Comparison and Empirical Illustration (2006, neutral): “Both intra- and interorganizational coordination have been of interest to management academicians and practitioners for decades (e.g. Al-Dosary and Garba, 1998; Cheng, 1984; Faraj and Sproull, 2000; Grandori, 1997; Gittell, 2002; Harris and Raviv, 2002; Montoya-Weiss, Massey and Song, 2001; Sahin an”
Leveraging Information Technology Infrastructure to Facilitate a Firm's Customer Agility and Competitive Activity: An Empirical Investigation (2012, background): “…objectives, and incentives; and (3) greater understanding by manufacturing of customer preferences, marketing plans, and competitive activity [34]. by enhancing information flow, reducing task uncertainty, and developing shared understanding, firms with high interfunctional coordination are…”
Information Production and Capital Allocation: Decentralized vs. Hierarchical Firms (2000, neutral): “(See, e.g., Sah and Stiglitz (1986), Radner (1993), Bolton and Dewatripont (1994), Harris and Raviv (1999)).”
Special Issue: Frontiers of Organization Science, Part 1 of 2: Designing Work Within and Between Organizations (2005, background): “The study of work and organization design was largely triggered by Lawrence and Lorsch (1967), Thompson (1967), and Galbraith (1977) at the organizational level and by Hackman and Oldham (1975) at the job design level.”
Integrating Acquired Capabilities: When Structural Integration Is (Un)necessary (2009, background): “It is a core proposition of design theory that the degree of interdependence determines the necessary extent of coordination (Galbraith, 1974; Galbraith, 1977).”
RECONCEPTUALIZING THE EFFECTS OF LEAN ON PRODUCTION COSTS WITH EVIDENCE FROM THE F-22 PROGRAM (2009, background): “(1999) and Shah and Ward (2003) showed that context matters, although it is not surprising that lean practices and their implementation would require some customization to circumstances: organizational contingency theory long ago recognized the importance of contextual factors and the implausibility”
Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations (2000, background): “…perspectives on technology have developed in parallel with research perspectives on organizations—for example, contingency theory (Woodward 1965, Galbraith 1977, Carter 1984, Daft and Lengel 1986), strategic choice models (Child 1972, Buchanan and Boddy 1983, Davis and Taylor 1986, Zuboff…”