Hostname: page-component-78c5997874-g7gxr Total loading time: 0 Render date: 2024-11-10T15:32:46.114Z Has data issue: false hasContentIssue false
  • English
  • Français

Organisation Design Seen through Systematic Design

Part of: Design Methods and Tools

Published online by Cambridge University Press:  26 July 2019

Thomas Cornelis ,
Patrice Dubois ,
Jean-François Omhover  and
Alain Fercoq
Thomas Cornelis*
Affiliation:
Arts et Métiers ParisTech; Proconseil
Patrice Dubois
Affiliation:
Arts et Métiers ParisTech;
Jean-François Omhover
Affiliation:
Arts et Métiers ParisTech;
Alain Fercoq
Affiliation:
Proconseil
*
Contact: Cornelis, Thomas, Arts et Métiers ParisTech, LCPI, France, thomas.cornelis@outlook.com

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

Organizations seeking to improve their performance, like Corporate Social Responsibility targets, face a key organisational design challenge. Designing the key components of the organization and their layout will have major impact on performances, and needs thus a robust design process. Organisation theory provides several models and methods to answer that need. Yet this design process has not been confronted to design methods literature, such as systematic design. The aim of this paper is to provide a synthesis of multiple theoretical elements coming from organization sciences, confronted with a classical engineering design model, to reveal similarities, differences and lacks of current literature on organization design. Our analysis of the available literature on organisation theory, organisation design and change management showed that this design process is close to systematic design, but we also highlighted several breaks in the design process, such as the lack of functional approach.

Keywords

Organisation designDesign methodsDesign processOrganizational processes
Type
Article
Information
Proceedings of the Design Society: International Conference on Engineering Design , Volume 1 , Issue 1 , July 2019 , pp. 1553 - 1562
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
© The Author(s) 2019

References

Al-Haddad, S. and Kotnour, T. (2015), “Integrating the organizational change literature: a model for successful change”. Journal of Organizational Change Management, Vol. 28 No. 2, pp. 234–262.Google Scholar
ASTM E1699-14 (2014), “Standard Practice for Performing Value Engineering (VE)/Value Analysis (VA) of Projects, Products and Processes”, ASTM International, West Conshohocken, PA, https://doi.org/10.1520/E1699-14Google Scholar
Burns, T. and Stalker, G. (1961), The Management of Innovation. Tavistock, London.Google Scholar
Burton, R. M. and Obel, B. (2004), Strategic organizational diagnosis and design: developing theory for application, 2nd edn. Kluwer Academic Publishers, Boston.Google Scholar
Burton, R. M. and Obel, B. (2018), “The science of organizational design: fit between structure and coordination”, Journal of Organization Design, Vol. 7 No. 1, p. 5.Google Scholar
Burton, R. M., Obel, B. and Lauridsen, J. (2002), “Return on assets loss from situational and contingency misfits”. Manag Sci, Vol. 48 No. 11, pp. 1461–1485 Burton et al. 2015Google Scholar
Cyert and March (1963), A Behavioral Theory of the Firm, Wiley-Blackwell, Oxford.Google Scholar
Daft, R. (2016), Organization theory and design, 12th edition, Cengage LearningGoogle Scholar
Denison, D. and Mishra, A. (1995), “Toward a Theory of Organizational Culture and Effectiveness”, Organization Science, Vol. 6 No. 2, pp. 204–223.Google Scholar
Desreumaux, A. (2015), Théorie des organizations, 3ème édition, Editions EMS, Les essentiels de la gestionGoogle Scholar
Donaldson (2001), The contingency theory of organizations, Sage Publications, Thousand Oaks.Google Scholar
Donaldson, L. (2008), “The Conflict Between Contingency and Institutional Theories of Organizational Design”, In: Burton, R., Eriksen, B., Håkonsson, D., Knudsen, T., Snow, C. (eds) Designing Organizations. Information and Organization Design Series, Vol. 7. Springer, Boston, MA.Google Scholar
Duncan, R. (1979), “What Is the Right Organization Structure? Decision Tree Analysis Provides the Answer”, Organizational Dynamics, Vol. 429.Google Scholar
Galbraith, J. (1974). “Organization Design: An Information Processing View”, Interfaces, Vol. 4 No. 3, pp. 28–36.Google Scholar
Gilbert, P., Raulet Crozet, N. and Teglborg, A. (2013), “Work organization and innovation - Case study: FAVI, France”, Dublin: European Foundation for the Improvement of Living and Working Conditions.Google Scholar
Greiner, L. (1972), “Evolution and Revolution as Organizations Grow”, Harvard Business Review, Vol. 50 No. 4, pp. 37–46.Google Scholar
Hansen, M. (1999). “The search-transfer problem: The role of weak ties in sharing knowledge across organizational subunits”. Admin. Sci. Quart. Vol. 44 No. 83–111Google Scholar
Harigopal, K. (2006), Management of organizational change: Leveraging transformation (2nd ed.). Response Books, New Delhi, India.Google Scholar
Jarrel, T. (2017), Success factors for implementing change at scale, McKinsey & Co Presentation, Behavioral Science & Policy Association, New York.Google Scholar
Kaplan, R., et al. (1996), “Using the Balanced Scorecard as a Strategic Management System”, Harvard Business Review, pp. 75–85.Google Scholar
Lawrence, P. and Lorsch, J. (1969), “Organization and Environment”. Managing Differentiation and Integration, Richard D. Irwin Inc., Homewood.Google Scholar
Le Masson, P., Weil, B. and Hatchuel, A. (2017) Designing in a Rule-Based Regime—Systematic Design Theory and Project Management, Design Theory. Springer, https://doi.org/10.1007/978-3-319-50277-9_2Google Scholar
Lewin, A. (1994), “CEO Attributes as Determinants of Organization Design: An Integrated Model”, Organization Studies Vol. 15 No. 2, (1994), pp. 183–212.Google Scholar
Lewin, K. (1948), Resolving social conflicts: Selected papers on group dynamics, Harper, New York.Google Scholar
March, J. G. and Simon, H. A. (1958), Organizations, Wiley, New York, NY.Google Scholar
Meyer (1993)Google Scholar
Miles, R. and Snow, C. (1978) “Organizational Strategy, Structure, and Process”, Academy of Management Review Vol. 3 No. 1978, pp. 546–562.Google Scholar
Miller, D. and Friesen, P. H. (1983), “Strategy-making and environment: The third link”. Strat. Mgmt. J., Vol. 4, pp. 221–235. https://doi.org/10.1002/smj.4250040304Google Scholar
Miller, D., Greenwood, R. and Prakash, R. (2009). “What Happened to Organization Theory?”, Journal of Management Inquiry, Vol. 18 No. 4, pp. 273–279. https://doi.org/10.1177/1056492609344672Google Scholar
Mintzberg, H. (1989), “Mintzberg on Management: Inside Our Strange World of Organizations”, Simon and Schuster.Google Scholar
Nadler, D. and Tushman, M. (1986), “Organizing for Innovation”, California Management Review, Vol. 28 No. 3.Google Scholar
Naman, J. L. and Slevin, D. P. (1993), “Entrepreneurship and the concept of fit: A model and empirical tests”. Strategic Management J, Vol. 14 No. 2, pp. 137–153.Google Scholar
Obel, B. and Snow, C. (2012), “The Future of Organization Design - Editorial (May 1, 2012)”, Journal of Organization Design, Vol. 1 No. 1Google Scholar
Pahl, G. and Beitz, W. (2007), Engineering Design: A Systematic Approach, Springer, London.Google Scholar
Pfeffer, J. (1997), New Directions for Organization Theory: Problems and Prospects. Oxford University Press.Porter, New York 1985.Google Scholar
Rojot, J. (2005), Théorie des organizations, 2ème édition, Eska, Paris.Google Scholar
Schein, E. (1985), Organizational Culture and Leader- ship. Jossey Bass, San Francisco, CA.Google Scholar
Simon, H.A. (1969), The Sciences of the artificial, MIT Press.Google Scholar
Stouten, , et al. (2018), “Successful Organizational Change: Integrating the Management Practice and Scholarly Literatures”. Academy of Management AnnalsGoogle Scholar
Suh, N. P. (1990), The Principles of Design. Oxford University Press, New York.Google Scholar
Suh, N. P. (2005), Complexity: Theory and applications. Oxford University Press, New York.Google Scholar
Thompson, J. D. (1967), Organizations in Action; Social Science Bases of Administrative Theory. McGraw-Hill, New York. Weaver et al. 2005Google Scholar
Woodward, J. (1965), Industrial Organization: Theory and Practice, Oxford University Press, London, New York.Google Scholar
Worren, N. (2014), “Exploring the potential of the Axiomatic Approach for Organization Design”, In: Magalhaes, R. (Ed.), Organization design and engineering: coexistence, cooperation or integration, Palgrave Macmillan, KuwaitGoogle Scholar
Worren, N. (2016), “Functional analysis of organizational designs”, International Journal of Organizational Analysis, Vol. 24 No. 5, pp. - https://doi.org/10.1108/IJOA-03-2015-0846Google Scholar
Worren, N. (2018). Organization Design: Simplifying complex systems (2nd ed.). Routledge, Abingdon, UK.Google Scholar