Open Innovation and Organization Design
Harvard University - Organizational Behavior Unit
Harvard Business School - Technology and Operations Management Group; Harvard University - Berkman Center for Internet & Society; Harvard Institute for Quantitative Social Science
Hila Lifshitz - Assaf
Harvard Business School
Journal of Organization Design, Vol. 1, No. 1, 2012
Abernathy's (1978) empirical work on the automotive industry investigated relationships among an organization’s boundary (all manufacturing plants), its organizational design (fluid vs. specific), and its ability to execute product and/or process innovations. Abernathy's ideas of dominant designs and the locus of innovation have been central to scholars of innovation, R&D, and strategic management. Similarly, building on March and Simon's (1958) concept of organizations as decision making systems, Woodward (1965), Burns and Stalker (1966), and Lawrence and Lorsch (1967) examined relationships among organizational boundaries, organization structure, and innovation in a set of industries that varied by technology and environmental uncertainty. These and other early empirical works have led a diverse group of scholars to develop theories about firm boundaries, organization design, and the ability to innovate.
Number of Pages in PDF File: 4
Keywords: Organization design, Open innovationAccepted Paper Series
Date posted: December 1, 2012 ; Last revised: December 4, 2012
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