Expertise in designing organizations is an important construct for scholars interested in studying the micro-foundations of organizational performance. We investigate the existence and nature of this expertise in this chapter. Conceptualizing the designing of organizations as a problem-solving process, we describe the underlying structure of this problem space. Further, we propose that this process of problem solving should look different for “greenfield” design problems and for “brownfield” redesign problems. We test our arguments through a comparison of the think-aloud verbal protocols of 16 subjects with greater experience with organization design problems (experts) and 16 subjects with significantly lower experience with organization design problems (novices). The results suggest that the parts of the problem that experts focus on are different from those that novices focus on, and expertise matters differently for design and redesign problems.
Lee, E. and Puranam, P. (2015), "The Nature of Expertise in Organization Design: Evidence from an Expert–Novice Comparison", Cognition and Strategy (Advances in Strategic Management, Vol. 32), Emerald Group Publishing Limited, pp. 181-209. https://doi.org/10.1108/S0742-332220150000032006Download as .RIS
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