This article is based on several years of empirically and practically based research into the internal organization of leading companies. We have studied and consulted with companies in the medical devices, toy, manufacturing and financial services industries and concluded that organizational design — decision authority, incentive structures, monitoring systems and the like — is often more important than culture, tacit capabilities and other “softer” elements of organizational structure and behavior, not only for mature companies but for emerging businesses and industries as well. Our research includes case studies of single companies and statistical analysis of large data sets. We offer a general, theoretical explanation for how entrepreneurial initiative, innovation and responsibility should be distributed within companies in our recent book, Organizing Entrepreneurial Judgment.i In addition, Foss has published several quantitative, survey-based articles on delegation within companiesii and has coauthored Innovating Organization and Management,iii which includes case studies about the changing internal organization of Danish companies. With Tina Saebi, Foss is editing a forthcoming book on business model innovation, Business Model Innovation: The Organizational Dimension (Oxford University Press, in press) that focuses on how managerial authority and organizational design support business model innovation. Klein has published empirical studies on how large companies organize themselves to balance authority and empowerment in financial services and manufacturing and how technology, market conditions and organizational.
|Tidsskrift||MIT Sloan Management Review|
|Status||Udgivet - 2014|