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Richard M. Burton, Dorthe Døjbak Håkonsson, Bo Eriksen and Charles C. Snow
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Front matter
3-40
Part 1: / Theoretical and Practical Issues
3-18
The Configurational Approach to Organization Design: Four Recommended Initiatives
19-40
The Contingency Theory of Organizational Design: Challenges and Opportunities
43-121
Part 2: / FIT, Contingency, and Configuration
43-65
Examining the Relationship Between Trust and Control in Organizational Design (How) Can Divergent Requirements be Reconciled?
67-83
Structural Limitations in Organizational Design The integration-differentiation paradigm
85-101
The Many Faces of Fit An application to strategic human resource management
103-121
The Fit Between National Cultures, Organizing and Managing
125-201
Part 3: / Design and Performance
125-142
Organizational Design, Learning, and the Market Value of the Firm
143-164
New Developments in Contingency Fit Theory
165-180
Organization Design Constraints on Strategy and Performance
181-201
Action Leadership, Multi-Contingency Theory and Fit
205-284
Part 4: / The Dynamics of Adaptation and Change
205-218
Management and Genghis Khan: Lessons for Multinational Business Enterprises
219-242
Designing Firms for Knowledge Acquisition and Absorptive Capacity
243-266
Models of Change, Organizational Redesign, and the Adoption of Web Technologies
267-284
Governance Channels and Organizational Design at General Electric: 1950–2001
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