https://hdl.handle.net/10419/217426 2026-10-24T02:44:36Z 2026-10-24T02:44:36Z Mosca, Luigi Gianecchini, Martina Campagnolo, Diego https://hdl.handle.net/10419/307517 2024-12-12T02:26:49Z 2021-01-01T00:00:00Z

Title: Organizational life cycle models: A design perspective Authors: Mosca, Luigi; Gianecchini, Martina; Campagnolo, Diego Abstract: New competitive and environmental challenges have fostered renewed attention towards organizational design. This scenario calls for a significant return to organizational design studies that embrace a holistic approach, especially those focusing on the simultaneous interaction of multiple design elements. Organizational life cycle (OLC) models provide a fitting response to this call. In this paper, we review the organizational design characteristics of five seminal OLC models. We show that according to these OLC models, growth in size - which is described as unavoidable - generates business issues that firms are forced to solve by adopting only one possible organizational configuration, here following a deterministic organizational approach. We challenge this approach and propose conceiving of OLC as an evolutionary process, which calls for a variety of equifinal organizational solutions. We conclude by proposing future research avenues.

2021-01-01T00:00:00Z Puranam, Phanish https://hdl.handle.net/10419/307520 2024-12-12T02:16:37Z 2021-01-01T00:00:00Z

Title: Human-AI collaborative decision-making as an organization design problem Authors: Puranam, Phanish Abstract: The promise of collaboration between humans and algorithms in producing good decisions is stimulating much experimentation. Drawing on research in organization design can help us to approach this experimentation systematically. I propose typologies for considering different forms of division of labor between human and algorithm as well as the learning configurations they are arranged in, as basic building blocks for this endeavor.

2021-01-01T00:00:00Z Lupova-Henry, Evgeniya Blili, Samir Dal Zotto, Cinzia https://hdl.handle.net/10419/307519 2024-12-12T02:12:21Z 2021-01-01T00:00:00Z

Title: Designing organised clusters as social actors: A meta-organisational approach Authors: Lupova-Henry, Evgeniya; Blili, Samir; Dal Zotto, Cinzia Abstract: In this paper, we aim at exploring whether and how "organised" clusters can be conceived of as deliberate actors within their contexts. Seeing such clusters as meta-organisations, we suggest that these can make "organisationality" design choices, or decisions regarding full or partial implementation of the five elements constitutive of formal organisations: membership, hierarchy, rules, monitoring, and sanctions. To explore the relationship between clusters' organisationality and actorhood, we conduct two qualitative case studies of organised clusters in Australia. Our findings suggest that clusters can deliberately "construct" themselves both as organisations and social actors. Furthermore, drawing upon the institutional work perspective, we propose that clusters can engage in deliberate identity, boundary, and practice work. However, in doing so, they address both internal and external legitimating audiences. Finally, our findings suggest that clusters' organisationality design choices may influence the locus of their actorhood resulting in more or less collaborative approaches to institutional work.

2021-01-01T00:00:00Z Schumacher, Christian https://hdl.handle.net/10419/307518 2024-12-12T02:28:20Z 2021-01-01T00:00:00Z

Title: Organizational structure and CEO dominance Authors: Schumacher, Christian Abstract: We explore the effects of chief executive officers' (CEOs') personal dominance - an idiosyncratic character trait strongly associated with a desire for influence and control - on two fundamental organizational design decisions: the CEO's span of control (1) and her delegation of responsibilities as reflected in the appointment of a chief operating officer (COO) (2). Linking three original measures of CEO dominance based on quarterly earnings calls with manually collected data on span of control and COO positions for a sample of CEOs presiding over large US corporations, we demonstrate that CEOs who are high in dominance have a significantly larger personal span of control and delegate fewer decision rights than less-dominant CEOs. We discuss implications of our findings and future questions from an organizational design perspective.

2021-01-01T00:00:00Z