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Redesign activity is taking place within organizations faced with rapidly changing business environments. In this article, the current state of organization redesign, the role of information systems, and the effect of redesign activities on job satisfaction and motivation are reviewed. The current state and projected trends are then related to a field study conducted at the Zeeland, Michigan, machine processing plant (ZMP) of Herman Miller. Interviews with both hourly and managerial personnel were conducted. The results of the interviews suggest that effective redesign efforts focus on the human or intangible aspects, as well as structural changes.

The process of redesigning is one of the essential steps in upcycling, which comprises ideation, reconstruction and fitting. This paper aims to study the best practice of upcycling in the clothing industry. This study is an attempt to standardise upcycling/redesign process.

An exploratory approach was adopted to perform the research. This study draws on the multiple organisations involved in the upcycling of clothes. The organisations chosen for this study are located in Sweden and Romania using the snowball technique. Semi-structured interviews, direct and participatory observation approaches were used to collect information. The collected data are systematically analysed using NVivo 10 software.

This paper provides empirical insights into the diverse practices of upcycling. Process, product and demand-based were three fundamental approaches to performing the redesigning process. The fabric quality and durability, variations in size, colour and pattern, skills and efforts required in the extraction of parts and environmental consciousness and awareness were the main factors influencing upcycling process.

The use of the European case may miss best practices from the other region. This study may help scholars to understand the method of upcycling. A practitioner of upcycling can use the findings to improve and standardise the existing process. This research is beneficial for society, as this leads to the reduction of textile wastage.

This paper conceptualises some of the best practices of clothes redesign. This provides a good insight for the organisation for the improvement in the redesign business.

This study proposes a garment modularization model based on an interactive genetic algorithm. The suggested model consists of extraction and identification of parts and the determination and implementation of connections. Rules and corresponding mathematical equations have been formulated for the part's extractions from the discarded products and connections for the redesigned products.

Sustainability entices scholars and practitioners while referring to reducing waste to control environmental degradation. One of the ways to safeguard natural resources is to increase the reuse of old or discarded products. The current study focuses on the redesign process to improve the reuse of products.

The intelligent system proposed based on the modularization techniques is expected to simplify and quantify the redesign process. The model can further help in the minimization of wastage and environmental degradation.

Presently, manual decisions are taken by the designers based on their memory, experience and intuition to extract and join the parts.

This research explores the link between job redesign and skilling in three Lebanese service provider industries, aiming to understand how these factors affect organizational agility, a crucial factor for efficiency and effectiveness and promote long-term interventions through job redesign, upskilling and reskilling.

This study employed two surveys, one for personnel (employees) and one for human aid managers (HR managers). These surveys collected data from 384 employees and 67 HR managers. The study utilized a work design questionnaire (WDQ), skilling application evaluation and the change acceptance model and testing to evaluate job redesign, skilling application effectiveness, technology acceptance and change readiness.

It was revealed that there is a significant and positive relationship between job redesign and the application of skilling programs. This relationship was shown to enhance organizational agility, with a particular focus on employees' technology acceptance and readiness for change. The integrated framework that combines job redesign, upskilling and reskilling was empirically tested and found to enable organizations to build their agility. The study also identified challenges and offered solutions for implementation, emphasizing the importance of employee responsiveness.

This research emphasizes the need for organizations to adapt job designs and enhance employee skills to enhance organizational agility, recommending a structured approach that combines job redesign and skill development efforts.

This research integrates job redesign, upskilling and reskilling in Lebanese service provider industries, contributing to organizational change and workforce development. It emphasizes technology acceptance and readiness for change.

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.

The field of organization design is changing rapidly, reflecting contributions from managers and diverse organizational consultants. One of the most recent developments is in the design of non‐routine systems. Explores non‐routine systems design from a socio‐technical systems (STS) perspective. Includes a brief discussion of non‐routine systems and an examination of alternative methods for diagnosing and redesigning organizations composed of knowledge workers. The results of two STS case studies provide new learnings and point to special design principles for non‐routine systems. Concludes with implications for both managers and STS consultants interested in management of knowledge workers.

Business process redesign (BPR) is undertaken to achieve order‐of‐magnitude improvements over “old” forms of the organization. Practitioners in academia and the business world have developed a number of methodologies to support this competitive restructuring that forms the current focus of concern, many of which have not been successful. The purpose of this paper is to suggest the use of data mining (DM) as a technique to support the process of redesigning a business by extracting the much needed knowledge hidden in large volumes of data maintained by the organization through the DM models.

The paper explains how the DM/BPR tool will extract and transfer the much‐needed knowledge necessary for implementing the new business.

The process of extracting knowledge hidden from large volumes of data (DM) has proved very successful in solving many business or scientific problems to achieve competitive advantage. As suggested in the DM/BPR framework, the DM model can be deployed on the massive data collected from past business processes of the organization which then yields the previously unknown knowledge and trends needed by top managers or decision makers in the organization for effective business process redesigning.

The proposed DM/BPR framework transforms the old business into a new prospect‐oriented business organization by carefully re‐engineering the old system incorporating the new discovered knowledge which helps the manager to make wise and informed business decisions in the area of accountability, business change management expertise, business process analysis, business model design, business model implementation and others.

To achieve competitive performance in engineering manufacturing may require design of a number of organisational elements. The systems approach is essential because engineering manufacturing is an integrated set of subsystems. The characteristics of an organisation that are relevant to systems redesign are described. The author then lists eight redesign principles and tools to support a five‐step accepted approach to overall business design. These are fully worked out in a detailed Appendix. One way to tackle necessary change is by adopting a total quality and competitiveness achievement programme, rolling over two to three years of projects in parallel and in series.

For at least three decades, inter-organizational collaboration (IOC) has attracted scholarly attention and many studies have unveiled its inner dynamics. More recently, new phenomena have appeared in the changing landscape of IOC, affecting the way in which organizations are open to interact with, and rely upon, other actors that may be standalone entities as well as representatives of other organizations. These actors operate “betwixt and between” the organizational core and its external environment(s), populating a liminal space located at the organization’s boundary in which activities take place according to non-proprietary and non-employment logics. The authors focus on the forms of collaboration, which blur the lines between organizations, calling into question the fundamental label of crowd-focused IOCs. The authors consider two forms: crowd-open and crowd-based organizations. The authors show the organizational design impact of openness spans from the mere scalability associated with organizational growth to the phenomena of reshaping formalization and standardization of roles and processes, and self-organizing over time.

Aims to review the literature pertaining to downsizing with an emphasis on the organization level, and establish the critical success factors of downsizing, that is, guidelines to the successful implementation of downsizing activities. Addresses these objectives by examining first, how downsizing is defined in the literature reviewed, then discusses the different ways in which or measures by which organizations carry out downsizing activities and the reasons that prompt companies to downsize. Addresses the rationale utilized by firms to downsize, the expected outcomes in terms of economic and human consequences, the approaches to downsizing (reorientation and convergence) and specific strategies such as workforce reduction, work redesign and systemic strategy. Also downsizing tactics, human resources as assets vs costs, planning, participation, leadership, communications, and support to victims/survivors are examined. Both laboratory experiments and empirical research concerning survivors’ reactions are explored. The role of trust as well as the human resource professional in the process are included. Conclusions and recommendations complete the article.