Organizational Design

Richard M. Burton is Professor Emeritus at Duke University. In addition, he has an Honorary Doctorate from Aarhus University. He has served as associate editor of Organization Science, Strategic Management Journal, and Journal of Organization Design. He has written numerous books and articles on organization design and strategy. He is a co-author of Organizational Design: A Step-By-Step Approach (2020). Børge Obel is professor emeritus at Aarhus University and professor at EIASM, Brussels. He has held visiting positions at Duke, Stanford, the University of Ljubljana, and LUISS Business School. He is former rector of Aarhus School of Business and former dean at Aarhus University and Odense University. Obel chairs Zeal Aps, which he founded in 1980. He holds a Ph.D. and Dr. Oecon. from Aarhus University. He has published extensively in leading academic journals and co-authored Organizational Design: A Step-by-Step Approach (Cambridge University Press, 4th ed., 2020), translated into Italian, Chinese, and Vietnamese. He is a founding board member of the Organizational Design Community and was the founding editor of the Journal of Organization Design. Dorthe Døjbak Håkonsson is a Professor of Management within the Department of Management, Aarhus University, where she also serves as Center Leader for the ICOA (Interdisciplinary Center for Organizational Architecture). She is a founding member and current board member of the Organization Design Community (ODC) and serves as Associate Editor of the Journal of Organization Design. She teaches Organizational Design and Organizational Behavior across undergraduate, postgraduate, Ph.D., MBA, and executive levels, and delivers executive education both in Denmark and internationally. Her research has been published in leading international journals, including Organization Science, Strategic Management Journal, and California Management Review.

• Part I. Getting Started: 1. The Multi-Contingency Model; 2. Scope and Goals of the Organization; Part II. Strategic Positioning: 3. Strategy; 4. Environment; Part III. The Structure: 5. Traditional Configurations of the Firm; 6. New Ways of Organizing; Part IV. Agents, Workflow and Leadership Dynamics: 7. Work, Task Design and Agents; 8. Leadership and Organizational Climate; Part V. Coordination, Control, and Incentives: 9. Coordination and Control; 10. Incentives; Part VI. Getting the Architecture Right: 11. Designing the Structure and Coordination; 12. Designing the Change Process; Part VII. Implementing the Architecture: 13. Implementing the Change: Who Should Do What When?; 14. Designing for the Future.

'Whenever I tackle organization design, I consult this book. Its diagnostic framework pinpoints the elements that must change to align capabilities with enterprise strategy. It belongs on every organization design practitioner's curriculum.' Jesper Sylvest Sørensen, Region Copenhagen