Sub-theme 72: Challenges and Balancing Acts in Organizing
Call for Papers
Designing organizations which are efficient enough to drive performance and flexible enough to sustain advantage
is a fundamental capability in today's dynamic and competitive environment. In new business models and in highly fast digitized
and globalized general business environment, collective action among organizations needs to take new adaptive forms. Design
issues are addressed in many research fields and at different levels of analysis: individuals, groups, organizations and network.
The aim of this sub-theme is to build a platform for research on design in management that could transform a fragmented debate into an organized and fruitful diversity. We invite papers to investigate the potentiality of organizing, but also more critically assessing how the design in management impacts the organizational practices, social relations and interaction, power, and focus of attention. Empirical, conceptual, and practitioner-oriented contributions utilizing various theoretical perspectives and research designs will be discussed.
In particular, major topics include theory and research on:
- Organizational strategy
- Organizational configurations
- Hybrid organizations
- Performance measurement
- Organizational learning
- Dynamics and processes of collective action organizing
- Knowledge management practices
- Organizational design of project based organizations
- Social relations
- Creative capabilities
- Cooperation and innovation
change and development
- Barley, S.R., & Kunda, G. (2006): "Contracting: A new form of professional practice." Academy of Management Perspectives, 20 (1), 45–66.
- Bruns, H.C. (2013): "Working alone together: Coordination changes expert practice in cross-domain collaboration." Academy of Management Journal, 56, 62–83.
- Cappelli, P., & Keller, J.R. (2013): "Classifying work in the new economy." Academy of Management Review, 38 (4), 575–596.
- Foos, T., Schum, G., & Rothenberg, S. (2006): "Tacit knowledge transfer and the knowledge disconnect." Journal of Knowledge Management, 10 (1), 6–18.
- Gehman, J., Treviño, L. K., & Garud, R. (2013): "Values work: A process study of the emergence and performance of organizational values practices." Academy of Management Journal, 56, 84–112.
- Kane, A.A., Argote, L., & Levine, J.M. (2005): "Knowledge transfer between groups via personnel rotation: Effects of social identity and knowledge quality." Organizational Behavior and Human Decision Processes, 96 (1), 56–71.
- Kunda, G., Barley, S.R., & Evans, J. (2002): "Why do contractors contract? The experience of highly skilled technical professionals in a contingent labor market." Industrial and Labor Relations Review, 55 (2), 234–261.
- Langley, A., & Tsoukas, H. (2010): "Introducing perspectives on process organization studies." In T. Hernes & S. Maitlis (eds.): Process, Sensemaking and Organizing. Oxford: Oxford University Press, pp. 1–26.
- Okhuysen, G.A., & Eisenhardt, K.M. (2002): "Integrating knowledge in groups: How formal interventions enable flexibility." Organization Science, 13 (4), 370–386.
- Pettigrew, A.M., Woodman, R.W., & Cameron, K.S. (2001): "Studying organizational
change and development: Challenges for future research." Academy of Management Journal, 44, 697–713.