Part 1: Why Flat Structures Work at All -- Chapter 1: What does it mean to move towards a “flatter” structure? -- Chapter 2: What managers can effectively and efficiently delegate -- Chapter 3: Why would employees ever assume extra work in a decentralized organization? -- Part 2: What...

The corporate headquarters (CHQ) of the multi-business enterprise, which emerged as the dominant organizational form for the conduct of business in the twentieth century, has attracted considerable scholarly attention. As the business environment undergoes a fundamental transition in the...

We explore the performance consequences of the simultaneous pursuit of multiple objectives in organizations. Taking advantage of a unique dataset covering both the objectives pursued and performance outcomes, we test the hypothesis that is the cornerstone of multiple objective theory:...

Can managers influence the formation of organizational networks? In this article, we evaluate the effect of joint tasks on the creation of network ties with data from a novel field experiment with 112 aspiring entrepreneurs. During the study, we randomized individuals to a set of 15 joint tasks...

A key task in organization design is to group elements (e.g., roles) into sub-units (e.g., teams or departments). This task is computationally challenging as one must take into consideration a potentially large number of interdependencies between the elements. It also requires data about work...