Absorptive capacity

, 62, 69–70, 311

Access structure

, 196

Accuracy

, 279, 281

Action propensities

, 33

Active participation by members

, 260–261

Aggregation function

, 230, 235

allocated tasks

, 236–237

and competitive heterogeneity

, 238

task structure

, 236

timing adaptation

, 240–241

transformation

, 237

Aggregation method

, 279

Allocated tasks

, 236–237

Allocation of attention

, 239–240

Ambidexterity

, 116, 118–119

Ambidextrous organization

, 118

Ambiguity in performance feedback

, 153

Aspirations, level of

, 157–159

Asymmetric changes to adjustment rates and priors

, 46–47

Authority

, 59–60, 68

and other devices

, 71–72

Autonomous component innovations

, 307

Autonomous innovations

, 301–302

Average skill levels effects

, 265–266

Balanced control

, 14, 116, 118, 125

analysis and results

, 126–133

balancing innovation for superior performance

, 117–118

as enabler of ambidexterity

, 122

exploitative and exploratory innovation

, 117

measurement and validation of constructs

, 124–126

organizational ambidexterity

, 118–121

Balancing/balanced innovation

, 121

for superior performance

, 117–118

Bandit model

, 166

Bargaining

, 32

Baseline psychological processes

, 150

EoC and persistence-enhancing mechanisms

, 152–153

reinforcement learning and persistence-decreasing mechanisms

, 151–152

Baseline psychological processes

, 155–163

Battle of the Sexes

, 32

Bayesian technique

, 6

Behavior control

, 92

Behavioral

biases

, 240

factors

, 235, 239

integration

, 56

Behavioral learning

, 166–167

models of responses to negative feedback

, 150

perspective

, 148

theory

, 149

Behavioral realism

, 277

Behavioral theory

, 241–242

Behavioral theory of firm

, 157

Belief revision, interventions shaping process of

, 36–38

Belief

, 49

Best group size determinants

, 285–288

Bilateral broker

collaborative community

, 259

community

, 268

Bilateral dependence

, 70

Bottom-up process

, 12

Brainwashing

, 29

Brokering community

, 258

Building construction

, 303–305

Business ecosystems

, 9

Cannibalization

, 215

Carnegie tradition

, 276, 278–279

Centralization

centralized management

, 311

of decision making

, 143

Challenge providers

, 256–257

exit behavior of challenge solvers and

, 260–261

Challenge solvers

, 256–257

exit behavior of challenge providers and

, 260–261

Challenge-solving process

, 260

Cheap talk

, 42

Chief Executive Officer (CEO)

, 103, 104

Chief Financial Officer (CFO)

, 103, 104

Cock and bull sessions

, 98

Coercive bureaucracies

, 72

Cognitive integration

, 57

Coherence

, 85

Coherent theory of organization design

, 12

Collaboration

, 27, 256

battle of sexes payoff matrix

, 32

cultural design interventions

, 33–34

efficacy of cultural design interventions shaping beliefs

, 38–47

failures

, 27

using games to representing interdependence structures

, 30–32

interventions shaping priors

, 35–36

interventions shaping process of belief revision

, 36–38

matching payoff matrix

, 31

modeling culture design as development of beliefs

, 34–38

public goods payoff matrix

, 31

stag-hunt payoff matrix

, 31

Collaborative community

, 256

base scenario

, 263–264

community adaptation

, 268

effects of average skill levels

, 265–266

effects of number of skill types

, 268, 269

effects of skill heterogeneity

, 266–267

exit behavior of challenge providers and challenge solvers

, 260–261

model parameters

, 262–263

model specification

, 259–260

recruitment of new agents

, 261

Collective incentives

, 61, 70

Collective socialization efforts

, 35–36

Commitment device

, 16

Communication

, 42, 61–62, 69

Community adaptation

, 268, 269

Competitive dynamics

, 220

Competitive heterogeneity

, 238

Competitive strategy

, 207–208, 209–213

Competitively aggressive behavior

, 208

Competitor analysis

, 212

Complex products

, 300

Complex systems

, 7

Complexity

, 305

Computational models

, 29

Concurrent engineering

, 61

Condorcet’s jury theorem

, 276

Condorcetian voting

, 276

models

, 279–280

Configuration of control systems

, 13–14

Configurational attributes

, 93

Configurational theorists

, 85

Consensus level

, 279

Constrained fluid participation

, 187

Construction phase

, 303–304

Context of intervention

, 28, 29, 47

Contextual ambidexterity

, 14

Contingency

, 6

Contract integration

, 310, 323

Contract method

, 314

Contractual integration

, 302–303

Control

forms

, 86

mechanisms

, 120, 121

systems

, 13–14, 84

targets

, 92

variables

, 126, 314–315

Corporate hierarchy’s role

, 3

Correlation matrix

, 126, 140

Coupled learning

, 29

Craft integration

, 310–311, 314, 323

Craft

, 303–304

Cross-functional communication

, 73

Cross-functional teams

, 62

Cross-subunit participation

, 61

Cross-unit structure

, 60–61

Crowd-based decision making

, 277

Crowdsourcing

, 18, 277

Cultural controls

, 103

Cultural design interventions

, 33–34

asymmetric changes to adjustment rates and priors

, 46–47

changing adjustment rates symmetrically

, 45–46

changing priors symmetrically

, 42–45

cumulative performance vs. adjustment rates

, 43–45

efficacy shaping beliefs

, 38–47

final period beliefs, variation and stability

, 40–41

model parameters for cultural interventions on beliefs

, 39

Cultural integration

, 57, 58

Cultural interventions

, 29

Culture of integration

, 74

Cultures

, 12, 27–28

Decentralization

, 116, 120, 181

Decision makers

, 152–153, 239

Decision opportunities

, 186

Decision structures

, 200

Decision-making

authority

, 149

centralization of

, 143

degree of decentralized

, 120

processes

, 178–179, 278

Decomposability

, 184, 194–195

decreasing decomposability of organizations

, 7–9

Delegation decisions

, 211–212

Departmental overlap

, 70

Dependent variable

, 313

Design for manufacturability

, 69

Design phase

, 303–304

Design-Bid-Build (D-B-B)

, 304

Design-Build (D-B)

, 304

Differentiation

, 4, 181

Dimensions of control, survey items for

, 143–144

Distributed decision making

, 11

Diversity

, 185

and overlap

, 179–180

Divide-and-conquer process

, 192

Division of labor

, 14–15

Divisionalization

implications and research directions

, 219–221

organization design and competitive strategy

, 209–213

and rivalry

, 213–219

Durbin-Wu-Hausman test for endogeneity

, 126

Dynamic division

, 192

Dynamic process

, 210

Ecosystems

, 10

Empty world hypothesis

, 8

Enabling bureaucracies

, 72

Enabling relationships

, 73–74

Energy management systems

, 300

Energy supply contractor (ESCO)

, 321

Energy-efficient radiant floor heating system

, 301–302

Energy-efficient technologies

, 307

Entrapment

, 170

Entrepreneurially experienced decision makers

, 152

Entrepreneurship

, 162

Epistemic interdependence

, 57

Epistemic stalemates

, 42

Equilibrium gap

, 265

Escalation behavior

, 152, 167–168

Escalation of commitment (EoC)

, 148, 150, 152–153, 167–168

Exit behavior of challenge providers and challenge solvers

, 260–261

Experiential learning

, 179

heterogeneous knowledge with

, 191–194

Exploitation

, 116–118, 124

Exploitative innovation

, 117

Exploration

, 116–118, 124

Explorative search

, 153

Exploratory innovation

, 117

projects

, 153

External fits

, 14, 65, 74

External justification

, 152

Feasibility and configuration of integrative devices

, 63–74

Field research

, 91

Financial resource

, 210

Firm

age

, 126

competitive position and objectives

, 209

facing disruptive technologies

, 215–216

firm-level heterogeneity

, 231–232

heterogeneity

, 10, 233–238

performance

, 124

realized strategy

, 123

size

, 126

First-order dependencies

, 236

Flexible adjustments of organization design

, 245–246

Formal behavior control

, 100–101, 105

Formal control

, 86

Formal input control

, 94, 101–102, 105

Formal mechanisms

, 92

Formal organization

, 208

Formal output control

, 94, 99, 102, 104

Formalization

, 60, 67, 72–73, 116, 120

Formalization of processes and goals

, 144

Founding

, 88

Framing, organization design

, 241–242

Free-riding

, 57

Free reports

, 90

Fruit fly-type of settings

, 278

Functional overlap

, 70

Functionally differentiated organizations

, 61

Garbage can model (GCM)

, 15, 178, 259–260

experiential learning, heterogeneous knowledge with

, 191–194

homogeneous knowledge

, 188–189

implications for empirical studies

, 200

interdependence

, 194–196, 197

knowledge accumulation and application

, 182–183

knowledge-based view of competitive advantage

, 180

knowledge-based view of firm

, 198–199

learning, heterogeneous knowledge without

, 189–191

learning rate

, 194

limitations and future research

, 200–201

of organizational learning

, 184–187

organizational structure and learning

, 180–182

participation rights vs. participation restrictions

, 199–200

untapped potential

, 183–184

General Motors (GM)

, 214, 242

Generalists

, 62, 192

Goal ambiguity

, 159–160

Goal frames

, 155–157

Goal framing theory

, 34, 154

Gray water reuse systems

, 300

Green buildings

construction

, 302

as research setting

, 303–305

Group performance

, 282

Handmaiden’s role vis-à-vis strategy

, 230

Heterogeneity

, 231

allocation of attention to organization design task

, 239–240

firm

, 233–235

individual-level

, 234

input

, 233–234

menu costs

, 240–241

motivation to change

, 241–242

organization design and

, 243–246

performance

, 233

and persistence of organization design

, 238

persistent

, 234–235

relational contracts

, 242–243

Heterogeneous knowledge

with experiential learning

, 191–194

without learning

, 189–191

Heuristics for research

, 243

flexible adjustments of organization design

, 245–246

homogenous organizational members

, 243–244

organizations adopt similar designs

, 245

organizations as unitary decision makers

, 244–245

Hierarchic access structure

, 196

Hierarchic structure

, 185–186

Hierarchical participation restriction

, 191, 199

Hierarchy

, 71

elements

, 86–87

levels

, 126

High integration

, 314

Hockey stick dynamic

, 265

Hockey stick effect

, 269–270

Holism

, 85

Holistic forms of control

, 86–87

Holocracies

, 8

Homogeneity–heterogeneity proposition

, 266

Homogeneous knowledge

, 188–189

Homogenizing assumptions

, 235

Homogenous organizational members

, 243–244

Homophily

, 72

Hot stove

effect

, 148, 151, 166

mechanism

, 156

Human capital

, 233–234

Human-resource intensive activities

, 200

Hybrid team process

, 277

Hypothetical efficiency

, 233–234

Ideal-type control typologies

, 107–109

assembling control elements into control configurations

, 107–108

conceptualizations of control configurations

, 108–109

incomplete vs. complete configurations

, 109

Idiosyncrasy

, 61

Imperfect recruiting effect

, 288–290

in extant research

, 231–232

In-group bias

, 72

Incentives

, 73, 161

Independent variables

, 313–314

Individual accuracy

, 280

Individual-level heterogeneity

, 234, 241

Inducements

, 61

Industry/industries

, 301

facing disruptive technologies

, 215–216

industry-wide shared knowledge

, 320

standards

, 304

Informal behavior control

, 95, 98, 105

Informal control

, 86

Informal input control

, 97–98, 105

Informal mechanisms

, 92

Informal output control

, 94, 99, 105

Innovation (see also Systemic innovation)

autonomous component

, 307

balanced

, 121

exploitative and exploratory

, 117

management

, 162

stage-gate model of

, 72

systemic component

, 302, 307

types in complex

, 306–307

value-creating

, 217

Innovation balance

, 124–125, 128, 133

modeling choice and regressions on

, 140–142

Innovative components

, 300

Innovativeness

, 306

Input control

, 92

Institutional knowledge

, 304

Institutionalized knowledge

, 307

Instrumental variables (IV)

, 140

Integrated form of agreement (IFOA)

, 323–324

Integrated Project Delivery (IPD)

, 323

Integrated system

, 232

Integration

, 2, 4, 181

principles of

, 13

Integrative devices

, 54

authority

, 59–60, 71–72

collective incentives

, 61

communication

, 61–62

comprehensive typology

, 59–63

cross-unit structure

, 60–61

enabling relationships

, 73–74

formalization

, 60

formalization and socialization

, 72–73

and internal and external fits

, 74

multi-skilling

, 62

socialization

, 62–63

structures and incentives

, 73

Intel

, 60

Intended strategy

, 123

Intensity

, 185

of rivalry

, 211–213

Interdependence

, 9, 54, 64, 183, 194–196

problem-solving efficiency

, 197

typology

, 63

Interdependent processes

, 209

Internal fits

, 14, 65, 74

Interpersonal agreements

, 100

Intra-organizational competition, constructive

, 222

Intra-organizational structures

, 209

Iowa Gambling experiment

, 166

Job/task design

, 6

Joint myopia

, 11

Joint problem solving

, 186–187

Joint production

, 69

Knowledge

, 126

accumulation and application

, 182–183

accumulation process

, 191

application process

, 191

efficiency and flexibility of knowledge hierarchy

, 198–199

exchange platform

, 257

heterogeneity

, 179, 188

homogeneity

, 179

Knowledge-based view

of competitive advantage

, 180

of firm

, 198–199

Knowledge-intensive industries

, 256

Large corporations

, 116

Latent Dirichlet allocation (LDA)

, 6

Lateral structural devices

, 61

Lateral structures

, 60, 73

Leadership in Energy and Environmental Design (LEED)

, 302, 311–312

Leaner structures

, 208

Learning

, 187

opportunities

, 179, 191

processes

, 178

rate

, 194

Long-term incentives

, 171

Loss aversion

, 241–242

Loss prevention

, 210

Loss-avoidance

, 149, 153

Low integration

, 314

Low-frequency words

, 6

M-form organization

, 16

Majority voting

, 276, 294

Management and Organizational Practices (MOPS)

, 245

Matching

game

, 30–31

process

, 18

Mature industries

, 303

Mechanical, Electrical, and Plumbing systems (MEP systems)

, 304

Median cutoff criterion

, 125

Medium integration

, 314

Menu costs

, 240–241

Meta-organizations

, 231

Micro-level processes

, 181, 184

Mirroring hypothesis

, 302–303, 308

Modern knowledge economy

, 178

Modular designs

, 33

Modularity

, 33, 181, 184

Monetary incentives

, 61

Motivational factors

, 235

MoveCo

, 88–90, 92–107, 111

bureaucratic control

, 101

control use at

, 106–107

day-to-day activities

, 105

Movers

, 103

Multi-disciplinary nature of organizational control research

, 109–110

Multi-skilling

, 62, 69

Mutual adjustments

, 10, 37

Narrow framing

, 84

Near-optimal performance

, 285

Negative feedback

, 148, 149

avoidance mechanism

, 152

organizational responses to

, 168–169

Noisy feedback

, 153

Non-collaborative actions

, 45

Non-financial resource

, 210

Number effects of skill types

, 268

Object of intervention

, 28

Oligopolistic industries

, 208

On-site formal interviews

, 110

One-off products

, 305–307

Openness

, 126

Operating earnings

, 124

Operations management researchers

, 54

Operations manager (OM)

, 101

Opportunity cost information

, 167–168

Organization(al)

adopt similar designs

, 245

authority

, 59

behavior

, 110

challenges of developing complex one-off products

, 306

culture

, 27, 62–63

decision processes

, 183

design implications

, 291–292

designers

, 29, 43, 158, 160, 162

economics

, 232

efficiency

, 181

forms

, 9, 308

increasing difficulty of organizational adaptation

, 10–11

knowledge

, 199

learning

, 180–182

management

, 3

members

, 56, 179

mitosis

, 215, 221–222

organization-level aspirations

, 158

responses to negative feedback

, 168–169

roles

, 15, 149, 153–157

structures

, 11, 178, 180–182

as unitary decision makers

, 244–245

Organizational ambidexterity

, 118

through balanced control

, 119–121

known pathways to

, 118–119

Organizational contexts

, 169

variables

, 169

Organizational control

, 85

configurational attributes

, 93

elements of control

, 85–86

emphasis of control mechanism use across time periods

, 96

holistic forms of control

, 86–87

ideal-type control typologies to explanatory control configurations

, 107–109

multi-disciplinary nature of organizational control research

, 109–110

research on

, 85–87

Organizational design

, 1, 119, 148–149, 165–166, 207–209, 230

aggregation function approach

, 235–238

central problems

, 1

configuration and control

, 13–14

decreasing decomposability of organizations

, 7–9

division of labor and organizational learning

, 14–15

dynamic process

, 210

elements

, 302

fit and coordination

, 12–13

frequencies

, 7

and heterogeneity

, 243–246

heterogeneity and persistence

, 238–243

implications for theory

, 163–169

increasing difficulty of organizational adaptation, learning, and problem solving

, 10–11

increasing relevance of alternative units of analysis

, 9–10

and intensity of rivalry

, 211–213

new organizational forms and problem solving

, 17–19

organizational roles, goal frames, and baseline psychological processes

, 155–157

percentage growth in articles

, 8

perspective

, 150

renewing foundations

, 11–19

reviewing foundations

, 3–5

revisiting foundations

, 5–11

reward systems and baseline psychological processes

, 157–163

of roles and reward systems

, 153–163

sources of change in

, 6–11

in strategy

, 231–235

structure and strategy

, 15–17

Organizational integration

, 54, 62

comprehensive typology of integrative devices

, 59–63

feasibility and configuration

, 63–74

key concepts and definitions

, 56–58

Organizational learning

, 14–15

GCM of

, 184

increasing difficulty of

, 10–11

joint problem solving

, 186–187

learning and specialization

, 187

organizational structure

, 185–186

task environment and organization

, 185

Output control

, 92

Paces, the

, 97

Participation

, 182–183

restrictions

, 199–200

rights

, 199–200

Participatory decision making

, 120

Payoffs

, 166

Performance

determinants

, 282–285

feedback

, 166

heterogeneity

, 17, 233

Perreault and Leigh’s index

, 93

Persistent/persistence

heterogeneity

, 234–235

limiting biased belief updating

, 156

persistence-decreasing mechanisms

, 151–152

persistence-enhancing mechanisms

, 152–153

persistence-enhancing psychological processes

, 156

in presence of negative feedback

, 150

Plug-and play fashion

, 306

Pooled interdependence

, 54, 63, 65–67

Population

, 280–281

Portfolio manager role

, 155, 156

Power law of practice

, 36

Primary integrative devices

, 56

Priors

, 33

asymmetric changes to adjustment rates and

, 46–47

interventions shaping

, 35–36

Prisoner’s Dilemma

, 30

Problem allocation

, 15

Problem solving

, 17–19

efficiency

, 201

increasing difficulty of

, 10–11

process

, 184

Process-oriented organization theorists

, 54

Product development

, 300

Production managers

, 125

Professional Operations Manager (POM)

, 105

Program Coordinators

, 71

Project integration

, 314

as solution to developing innovative products

, 309–310

as strategic tool

, 320–323

Project manager role

, 155, 156

Project-level aspirations

, 158

Psychological environment

, 28

Psychological processes

, 148, 154, 168

Public Goods game

, 30

Purging process

, 265

Reciprocal interdependence

, 54, 64, 69–70

Reinforcement learning

, 36, 150–152

Replicable configurations

, 88

Resource dependence/stakeholders

, 6

Rewards

, 61

systems

, 153–154, 157–163

Risk aversion

, 241–242

Rivalry

, 213

divisionalization revisited

, 213–214

intensity

, 211–213

stock

, 218–219

structural cannibalization

, 214–218

Role descriptions

, 200

Sampling bias in reinforcement learning

, 151

Search behavior

, 125

Self-identity

, 152

Self-justification

, 149, 150

explanations of persistence

, 152

mechanism

, 153

psychological process of

, 156

Sense making

, 29, 37

Sequential interdependence

, 54, 63, 67–68

Shaping

beliefs

, 33–34

payoffs

, 33–34

Skill heterogeneity effects

, 266–267

Skill types, number effects of

, 268

Social bonds

, 73

Social relationships

, 239

Socialization

, 29, 35, 49, 62–63, 68, 72–73

Solvency ratio

, 126

Sorting

, 29, 34

Span of control

, 126

Specialization

, 14, 181, 187

Specialized structure

, 185–186

Specific organizational context

, 239

Stability

, 65–66, 72, 157, 240

Stable organization

, 65

Stag-Hunt game

, 30–32, 34

Stage-Gate Model

of innovation

, 72

of new product development

, 68

Standard

and institutional knowledge

, 320

Stock of accumulated effort

, 187

Stock–Wright least mean square statistic

, 142

Strategic/strategy

, 15–17

decision making

, 60

management

, 230

organization design in

, 231–235

project integration as strategic tool

, 320–323

Strategy–structure–performance paradigm

, 17

Structural/structure

, 15–17, 73

ambidexterity

, 14

cannibalization

, 214–218

complexity

, 220

conditions

, 150

contingency theory

, 59

devices

, 60

differentiation with fluid participation

, 196

Subjective payoffs

, 33

Subunit interdependencies

, 55

Supra-organizational unit of analysis

, 9

Survey items for dimensions of control

, 143–144

Systemic component innovations

, 302, 307

Systemic innovation

, 301–302

building construction and green buildings as research setting

, 303–305

complex, one-off products

, 305–306

descriptive statistics and correlations

, 316

effect sizes

, 319

GEE logistic analysis

, 317, 318

hypotheses

, 308–311

inclusion of autonomous and systemic component innovations

, 319

limits of standards and institutional knowledge

, 320

organizational challenges of developing complex one-off products

, 306

project integration as strategic tool

, 320–323

standard product development model

, 319

types of innovation in complex, one-off products

, 306–307

Task

allocation process

, 18–19

environment

, 63, 185

interdependence

, 65

organization

, 185

specifications

, 200

structure

, 236

Technology inclusion

, 313

Term-smoothing parameter

, 6

Theoretical and intellectual specialization

, 54

Theory of bureaucracy (Weber)

, 86

Theory of means-ends contingencies

, 86

Thorndike’s Law of effect

, 36

Three-stage least-squares modeling approach (3SLS)

modeling approach

, 126, 129–130

regression analyses

, 140, 141

Tight-loose

aspect

, 116, 121

mode of decision making

, 14

Tightly coupled systems

, 10

Time horizon of incentives and performance evaluation

, 161–162

Time to market

, 70

Timing Adaptation of aggregation functions

, 240–241

Tolerance for failure

, 162–163

Top-down process

, 12

Topic models

, 5–6

Topic-smoothing parameter

, 6

Total Quality Management movement

, 71

Trade-offs

, 118

Transition function

, 243–244

Turbulence

, 185

Two-stage-least-squares regression analyses (2SLS regression analyses)

, 140

Uncertainty

, 65

Unitary decision makers, organizations as

, 244–245

Unsegmented structure

, 185–186, 188–192, 198

Untapped potential of GCM

, 183–184

US Green Building Council

, 311–312

Valuable knowledge

, 183

Value-creating

innovation

, 217

resources

, 180

Variation in structure

, 15

Watson’s Law of recency

, 37

Wisdom of crowd in idea selection

, 275–276

determinants of best group size

, 285–288

determinants of performance

, 282–285

group

, 281–282

effect of imperfect recruiting

, 288–290

organization design implications

, 291–292

population

, 280–281

relationship to Carnegie tradition

, 278–279

relationship to Condorcetian voting models

, 279–280

theoretical motivation

, 277

Workflow

, 70

World Management Survey (WMS)

, 116, 245