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The link between organizational structure and innovation has been a longstanding interest of organizational scholars, yet the exact nature of the relationship has not been clearly established. Drawing on the behavioral theory of the firm, we take a process view and examine how hierarchy of authority—a fundamental element of organizational structure reflecting degree of managerial oversight—differentially influences behavior and performance in the idea generation versus idea selection phases of the innovation process. Using a multimethod approach that includes a field study and a lab experiment, we find that hierarchy of authority is detrimental to the idea generation phase of innovation, but that hierarchy can be beneficial during the screening or selection phase of innovation. We also identify a behavioral mechanism underlying the effect of hierarchy of authority on selection performance and propose that selection is a critical organizational capability that can be strategically developed and managed through organizational design. Our investigation helps clarify the theoretical relationship between structure and innovation performance and demonstrates the behavioral and economic consequences of organizational design choice. The online appendix is available at https://doi.org/10.1287/orsc.2017.1142 .

\"'Does your job make a meaningful contribution to the world?' David Graeber asked this question in a playful, provocative online essay titled On the Phenomenon of Bullshit Jobs. He defined a bullshit job as 'a form of paid employment that is so completely pointless, unnecessary, or pernicious that even the employee cannot justify its existence, even though as part of the conditions of employment, the employee feels obliged to pretend that this is not the case.' After a million views in seventeen different languages, people all over the world are still debating the answer. ... Graeber, in his singularly searing and illuminating style, identifies the five types of bullshit jobs and argues that when 1 percent of the population controls most of a society's wealth, they control what jobs are 'useful' and 'important.' ... Graeber illustrates how nurses, bus drivers, musicians, and landscape gardeners provide true value, and what it says about us as a society when we look down upon them. Using arguments from some of the most revered political thinkers, philosophers, and scientists of our time, Graeber articulates the societal and political consequences of these bullshit jobs. Depression, anxiety, and a warped sense of our values are all dire concerns. He provides a blueprint to undergo a shift in values, placing creative and caring work at the center of our culture, providing the meaning and satisfaction we all crave.\"--Jacket.

PurposeCOVID-19 has highlighted the need to reflect on how firms should improve their supply chains (SCs) to enhance agility and robustness. Recent studies focus more on the short-term rather than on the long-term developments and lack insights regarding the enhancement of supply chain resilience (SCRES) based on the interplay between multiple levers. Therefore, using a long-term perspective, this research evaluates the interaction between three SCRES levers – relationships, technologies and organizational structures – to improve SCRES.Design/methodology/approachBased on an extensive literature review, multiple interviews and workshops, 13 future projections were developed. These projections were assessed using a two-round Delphi study that included 83 international experts from industry, academia and politics/associations to determine the probability of occurrence by 2035, their impact on SCRES and their desirability.FindingsThis study provides empirical evidence that the long-term enhancement of SCRES is achieved through the interplay of multiple levers rather than unilateral optimization. The study suggests that, by 2035, collaboration between SC partners will be a key factor for SCRES enhancement. Additionally, SC stakeholders should be aware that failing to invest in digital technologies will negatively impact the agility and robustness of future SCs. Furthermore, humans are expected to continue to play a major role, given that relationship-oriented tasks are perceived to remain important.Originality/valueThis paper adds to current literature, describing how SCRES can be improved in the long term through the interplay of multiple levers and the combination of robust and agile elements. Considering the importance of ensuring resilient SCs, this paper provides valuable insights for academics and practitioners.

This research introduces a framework for selecting efficient interunit structures in facilitating the transfer of knowledge with different levels of complexity. We argue that while the boundary spanner structure is efficient for transferring discrete knowledge, it is inadequate for transferring collectively held complex knowledge. We propose that the transfer of such knowledge requires a more decentralized interunit structure—collective bridge, which is a set of direct interunit ties connecting the members of the source and the recipient units, with the configuration of the interunit ties matching the complexity of knowledge to be transferred. We suggest that while a collective bridge is inefficient in transferring discrete knowledge relative to a boundary spanner structure, it is more efficient for transferring collective knowledge.

Research summary: Intra-firm replication of complex knowledge is difficult yet critical to firm growth and the exploitation of competitive advantage. Inter-unit organizational structures can facilitate the replication of complex knowledge between a source unit and a recipient unit. This study examines how inter-unit organizational structures perform at different levels of knowledge complexity. We dimensionalize the patterns of information-processing interactions according to three specific factors: the degree of inter-unit connectivity, the extent of mirroring between the structure and the knowledge configuration, and coordination mechanisms. Simulation analyses offer a set of novel findings on how the information-processing and bounded-rationality concerns of organizational design impact the replication performance of the structures. We derive optimal structures for different levels of knowledge complexity, and articulate their theoretical and practical implications. Managerial summary: The growth of firms often involves redeployment of their complex knowledge to new subunits or markets, in the context of acquisitions, alliances, or the creation of multinational subsidiaries. Complex knowledge is difficult to imitate, and thus, serves as a source of competitive advantage. However, it is also challenging to replicate within a firm, which limits firms' ability to redeploy their capabilities in pursuit of new opportunities. A proper design of inter-unit structures can facilitate the replication of complex knowledge between intra-firm units. This study examines how the design of inter-unit structures affects the outcome of this replication. Our results suggest that managers in charge of redeployment efforts should be mindful of the connectivity among units, coordination mechanisms, information overload, and the level of knowledge complexity.

Background A crucial component of value-based health care concerns the redesign of organizational structures. In theory, hospital structures should follow value creation: addressing medical conditions for specific groups of patients over full cycles of care. In practice, however, it remains unclear how hospitals can reorganize themselves into value-based structures. The purpose of this study is to explore the ways in which Dutch hospitals are currently implementing and pursuing value-based redesign. Methods This qualitative exploratory study used semi-structured interviews and a focus group for data collection. Transcripts were analyzed through deductive coding, for which we used Mintzberg’s theory on organizational structures, particularly his work on design parameters. Results In their efforts to create more value-based structures, Dutch hospitals often employ a variety of liaison devices, such as project teams and committees. By contrast, the actual formation of units around medical conditions is much rarer. Outcome data are widely used within planning and control systems, and some hospitals partake in external benchmarking. Not all hospitals use cost indicators for monitoring performance. Conclusions Value-based redesign is not necessarily a matter of radical changes or binary choices. Instead, as Dutch hospitals show, it can be an incremental process, with a variety of potential knobs to turn to various degrees. Health care executives, managers, and professionals thus have a wide range of options when they aim for more value-based structures. Our conceptualization of “value-based design parameters” can help guide the selection and implementation of strategies and mechanisms for further coordination around medical conditions over full cycles of care.

PurposeDeveloping technological capabilities to enhance innovation performance is essential for firms to respond to external changes and competition. Based on the effect of organizational structure on organizational capability development, this study assesses whether a specific R&D organizational structure design can be used to develop different technological capabilities.Design/methodology/approachCombining organizational theory and the resource-based view as an integrated view, we propose several contrasting hypotheses to show the effects of three general R&D organizational structure designs (centralized, decentralized, and hybrid) on developing exploitative and explorative capabilities. We propose R&D slack as a moderator. 82 Taiwanese listed manufacturing firms were selected. Data on the firms' annual reports and their patent applications to the Taiwan Patent Office from 2005 to 2017 were collected.FindingsFirms’ adoption of centralized and decentralized R&D structures has a significant positive effect on developing exploitative capability and an opposite effect on developing explorative capability. A high or low R&D slack can moderate the impact of R&D organizational structure on non-routine capability development.Research limitations/implicationsThis study concludes that R&D organizational structure affects the development of different technological capabilities and that the effect of R&D organizational structure on the development of technological capabilities can be changed under the moderation of R&D slack, which means that the possibility of developing different technological capabilities under the same organizational structure will increase.Practical implicationsThe top manager should consider the relationship between R&D structure design and technological capability development to manage the R&D routines to influence the generation of technological capabilities. Also, they must utilize the provision of R&D slack to modulate technological capability development.Originality/valueThis study reexamines the relationship between organizational structure and capability development. It shows that organizational structure can shape unique technological capabilities and that firms may be able to change structural elements through slack resources, enabling ambidexterity or dynamic capability development without organizational change.

Purpose - In a progressively more knowledge-dependent economy, businesses need to learn to harness the knowledge that resides within their organizations. However, organizations often find it challenging to manage this most important asset that people possess. Researchers have asserted that it is mostly organizational factors that pose a challenge to the management of knowledge. The purpose of this paper is to examine the role of knowledge infrastructure capability in knowledge management (KM) practices within an organization.Design methodology approach - This paper employs a single case study strategy to explore the objective. A medium-sized, global Indian IT solutions company, headquartered in Bengaluru, India (MindTree Ltd) was chosen, as this company is admired globally for its KM initiatives and also featured in the Globally Most Admired Knowledge Enterprises (MAKE) list in 2010. Research methods included in-depth, semi-structured interviews with key informants, as well as non-obtrusive participant observation.Findings - The study's findings show the relevance of knowledge infrastructure capability in KM excellence. The case highlights the role of a knowledge-sharing culture throughout management systems and routines. The findings also suggest that organizational structure plays a facilitating and steering role in developing the culture of knowledge.Research limitations implications - The issues identified are explored in a single case-study setting. Future research could look at the relevance of the findings to other similar settings and in multi-site settings, to bring about a wider theoretical generalization.Practical implications - This study will help managers to understand the role of knowledge infrastructure capabilities in KM success and will help them to devise further studies to realize the full potential of KM initiatives.Originality value - This paper adds empirical insight from the Indian ITES industry on existing literature concerning KM.

Purpose - This research aims at investigating the role of certain factors in organizational culture in the success of knowledge sharing. Such factors as interpersonal trust, communication between staff, information systems, rewards and organization structure play an important role in defining the relationships between staff and in turn, providing possibilities to break obstacles to knowledge sharing. This research is intended to contribute in helping businesses understand the essential role of organizational culture in nourishing knowledge and spreading it in order to become leaders in utilizing their know-how and enjoying prosperity thereafter.Design methodology approach - The conclusions of this study are based on interpreting the results of a survey and a number of interviews with staff from various organizations in Bahrain from the public and private sectors.Findings - The research findings indicate that trust, communication, information systems, rewards and organization structure are positively related to knowledge sharing in organizations.Research limitations implications - The authors believe that further research is required to address governmental sector institutions, where organizational politics dominate a role in hoarding knowledge, through such methods as case studies and observation.Originality value - Previous research indicated that the Bahraini society is influenced by traditions of household, tribe, and especially religion of the Arab and Islamic world. These factors define people's beliefs and behaviours, and thus exercise strong influence in the performance of business organizations. This study is motivated by the desire to explore the role of the national organizational culture on knowledge sharing, which may be different from previous studies conducted abroad.