Introduction: Use of Theory in Organization Design Research Part 1: Towards New Organizational Forms 1. Blade.org: A Collaborative Community of Firms 2. Network-level Task and the Design of Whole Networks: Is There a Relationship? Part 2: Dynamics of Adaptation and Change 3. Organizational Tradeoffs and the Dynamics of Adaptation in Permeable Structures 4. Unpacking Dynamic Capability: A Design Perspective 5. Predicting Organizational Reconfiguration 6. Embedding Virtuality into Organization Design Theory: Virtuality and Its Information Processing Consequences Part 3: Fit and Performance 7. Learning-before-doing and Learning-in-action: Bridging the Gap Between Innovation Adoption, Implementation, and Performance 8. Underfits versus Overfits in the Contingency Theory of Organizational Design: Asymmetric Effects of Misfits on Performance Index
Introduction: Use of Theory in Organization Design Research Part 1: Towards New Organizational Forms 1. Blade.org: A Collaborative Community of Firms 2. Network-level Task and the Design of Whole Networks: Is There a Relationship? Part 2: Dynamics of Adaptation and Change 3. Organizational Tradeoffs and the Dynamics of Adaptation in Permeable Structures 4. Unpacking Dynamic Capability: A Design Perspective 5. Predicting Organizational Reconfiguration 6. Embedding Virtuality into Organization Design Theory: Virtuality and Its Information Processing Consequences Part 3: Fit and Performance 7. Learning-before-doing and Learning-in-action: Bridging the Gap Between Innovation Adoption, Implementation, and Performance 8. Underfits versus Overfits in the Contingency Theory of Organizational Design: Asymmetric Effects of Misfits on Performance Index
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