Advertisement

The Emergence of New Organization Designs. Evidences from Self-Managed Team-Based Organizations

  • Maria Carmela Annosi
  • Luca Giustiniano
  • Federica Brunetta
  • Mats Magnusson
Chapter

Abstract

New organization designs emerge continuously in highly dynamic innovation context to improve readiness to change. The adoption of self-managing teams operating cross-functionally on a bulk of products, together with the reduction of vertical layers in the organization, seems to be a common strategy for many organizations aiming to achieve higher level of efficacy and shorter lead times. Authors explore the extent to which new micro-and meso-level organizational forms contribute to the achievement of organizational efficiency, and produce secondary effects on long-term innovation goals.

References

  1. Annosi, M. C., Khanagha, S., & Magnusson, M. (2015). A multi-level study of managerial control influence on self-managed team innovativeness. In Proceedings of Academy of Management conference, 2015.Google Scholar
  2. Barker, J. R. (1993). Tightening the iron cage: Concertive control in self-managing teams. Administrative Science Quarterly, 38, 408–437. Google Scholar
  3. Blau, P. M. (1964). Exchange and power in social life. New York: John Wiley and Sons, IncGoogle Scholar
  4. Bredin, K., & Söderlund, J. (2007). Reconceptualising line management in project-based organisations: The case of competence coaches at Tetra Pak. Personnel Review, 36(5), 815–833.CrossRefGoogle Scholar
  5. Dingsøyr, T., Nerur, S., Balijepally, V., & Moe, N. B. (2012). A decade of agile methodologies: Towards explaining agile software development. Journal of Systems and Software, 85(6), 1213–1221.CrossRefGoogle Scholar
  6. Dybå, T., & Dingsøyr, T. (2008). Empirical studies of agile software development: A systematic review. Information and Software Technology, 50(9), 833–859.CrossRefGoogle Scholar
  7. Foss, N. J. (2003). Bounded rationality in the economics of organization: Much cited and little used. Journal of Economic Psychology, 24(2), 245–264.CrossRefGoogle Scholar
  8. Gulati, R., & Sytch, M. (2007). Dependence asymmetry and joint dependence in interorganizational relationships: Effects of embeddedness on a manufacturer’s performance in procurement relationships. Administrative Science Quarterly, 52(1), 32–69.CrossRefGoogle Scholar
  9. Jick, T. D. (1979). Mixing qualitative and quantitative methods: Triangulation in action. Administrative Science Quarterly, 24, 602–611. Google Scholar
  10. Kumar, N., Stern, L. W., & Anderson, J. C. (1993). Conducting interorganizational research using key informants. Academy of Management Journal, 36(6), 1633–1651.CrossRefGoogle Scholar
  11. North, D. C. (1990). Institutions, institutional change and economic performance. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
  12. Schwaber, K. (1997). Scrum development process. In Business object design and implementation (pp. 117–134). London: Springer.Google Scholar
  13. Suddaby, R., & Greenwood, R. (2005). Rhetorical strategies of legitimacy. Administrative Science Quarterly, 50(1), 35–67.CrossRefGoogle Scholar
  14. Takeuchi, H., & Nonaka, I. (1986). The new new product development game. Harvard Business Review, 64(1), 137–146.Google Scholar
  15. Tautz, J., & Heilmann, H. R. (2008). The buzz about the bees: Biology of a superorganism. Berlin, Germany: Springer.CrossRefGoogle Scholar
  16. Van Den Hooff, B., & De Ridder, J. A. (2004). Knowledge sharing in context: the influence of organizational commitment, communication climate and CMC use on knowledge sharing. Journal of knowledge management, 8(6), 117–130.Google Scholar
  17. Vlaanderen, K., Jansen, S., Brinkkemper, S., & Jaspers, E. (2011). The agile requirements refinery: Applying SCRUM principles to software product management. Information and Software Technology, 53(1), 58–70.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2018

Authors and Affiliations

  • Maria Carmela Annosi
    • 1
  • Luca Giustiniano
    • 2
  • Federica Brunetta
    • 2
  • Mats Magnusson
    • 3
  1. 1.Department of Social Sciences and Management StudiesWageningen University and ResearchWageningenThe Netherlands
  2. 2.Department of Business and Management and LUISS Business SchoolLUISS Guido Carli UniversityRomeItaly
  3. 3.KTH Royal Institute of TechnologyStockholmSweden

Personalised recommendations