Although there has been substantial academic and practitioner interest into innovative structural arrangements, the study of structural transformation and the structural practices of small to medium‐sized organizations in traditional industries has been relatively ignored. This article...

Purpose – This paper aims to explore the relationship between aspects of aesthetics and the performance of organizations. It outlines a research agenda for studying the impact of aesthetic factors upon organizational design and change. Design/methodology/approach – In the paper, a set of...

Purpose – The purpose of this paper is to reflect upon the role of intervention‐oriented scientists in the process of organisation development. The paper seeks to contribute to the growing interest in design studies for organisation development and argues that a focus on reflexivity is...

Purpose – The purpose of this paper is to investigate the principles supporting organizational change management. Design/methodology/approach – The paper develops a qualitative study from a single case which focuses on how the military (NATO) transformed their functionally integrated...

Purpose – The concept “flexibility” is ubiquitous as a rationale for organizational change. However, its broad application is accompanied by a general lack of definitional agreement or theoretical cohesion. The purpose of this paper is to propose the merits of an alternative approach –...

Organizational development and design are focused on bringing about a coherence between decision areas, and the reasoning that either development or design is right or wrong is postulated. Both can be seen as complementing approaches to organizational improvement.

Exonomic and competitive pressures have largely caused leaner and more responsive organisations to become the primary objectives of organisational designers over the past decade. Most of these initiatives, though, have been aimed at senior management levels and have yielded mixed results....

In order to implement business process reengineering successfully, organizations find that they need to combine a variety of change initiatives. Yet, most of the empirical literature dwells on a single change initiative. Integrating multiple change initiatives requires a structural learning...

The organizational learning literature distinguishes different levels of learning (zero learning and single, double and triple loop learning) in order to understand the complexity and dynamics of changes in policies, objectives, mental maps, and structures and strategies for learning. This...

Throughout the industrialised and developing world, corporate policy making and public policy making are converging. Governments are making deliberate and conscious choices about their economies and the forms of industrial organisation that will best accomplish broad social and economic...