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Climbing up and down the hierarchy of accountability: Implications for organization design
The notion of organizational hierarchy is disputed, also in view of the rise of new organizational forms claimed to have \"hierarchies without bosses.\" To better understand the contested nature of hierarchy, this essay provides a systemic perspective on organizational hierarchy defined as a sequence, or ladder, of accountability levels. I then argue this ladder can be used in a top-down manner (e.g., as a chain of command), but also in bottom-up ways (e.g., by employees taking charge of higher-level responsibilities). Subsequently, several propositions that may guide future work in this area are formulated, and the implications for organization design are fleshed out. Overall, the notion of hierarchy may become less contested by defining it as an accountability ladder which can be instantiated and used in highly different ways.
Journal Article
Research in Journal Of Organization Design, 2012-2018
Articles published in the Journal of Organization Design (JOD) from its inception in 2012 until mid-2018 are reviewed and summarized according to their type: research, point of view, translational, case study, research primer, and Organization Zoo. Using multiple assessment criteria, JOD's contributions to the field of organization design are identified. Important topics for future research on organization design are suggested.
Journal Article
Using an algorithmic approach for grouping roles and sub-units
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 processes in the organization, which are rarely present. We have initiated a research program that aims at developing a tool-Reconfig-to improve grouping decisions. It first collects data from employees about their working relationships (i.e., interdependencies) and then uses a computer algorithm to cluster the data in the most optimal manner. The clustered solution represents the formal structure that minimizes coordination costs by grouping the most highly interdependent elements together. We describe the tool, report on two pilot applications, and discuss both the future potential and limitations of the approach.
Journal Article
How art works : stories from supported studios
From intergalactic travel to the daily commute, enter this book and be transported to wonderful worlds where art and life intertwine and your ideas of both are upended. Chloe Watfern, a writer, transdisciplinary researcher, and maker, joined two world-leading supported studios to learn about the work of their vibrant collectives of neurodiverse artists.
BOOK
Designing social networks: Joint tasks and the formation and endurance of network ties
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 varying in duration (week-long teams to 20-min conversations). We then evaluated the impact of these interactions on the formation and structure of individuals' social networks. We find strong evidence that these designed interactions led to the systematic creation of new friendship and advice relations as well as changes to the participants' network centrality. Overall, network ties formed after a randomized interaction account for about one-third the individuals a participant knows, of their friendships, and their advice relations. Nevertheless, roughly 90% of randomized interactions never become social ties of friendship or advice. A key result from our research is that while joint tasks may serve to structure the social consideration set of possible connections, individual preferences strongly shape the structure of networks. As a consequence, there will likely remain a considerable unpredictability in the presence of specific ties even when they are designed.
Journal Article
Room for artifacts : the architecture of WOJR
Room for Artifacts' contains a collection of sixteen architectural artifacts a mask, a church, a labyrinth, a dwelling, a bust, and a series of totems, among others designed by WOJR: Organization for Architecture, based in Cambridge, MA. The work is presented three times throughout the book in conceptual drawings, architectural drawings, and images. Certain characteristics recur such as symmetry, frontality, figurality, proportionality, flatness and depth, outlining WOJR's preoccupation with fundamental aspects of architectural form that are rich in historical precedent. The new book carves a space for discourse around the role of architectural representation in a contemporary context. The featured work is evidence of WOJR's belief that every line drawn is simultaneously an opportunity to invoke aspects of ideologies embedded in lines drawn by architects of the past, as well as to express a progressive agenda of a forward-looking body of work.
Book
The hub-and-spoke organization design: an avenue for serving patients well
Background
The healthcare industry is characterized by intensive, never-ending change occurring on a multitude of fronts. Success in such tumultuous environments requires healthcare providers to be proficient in myriad areas, including the manner in which they organize and deliver services. Less efficient designs drain precious resources and hamper efforts to deliver the best care possible to patients, making it imperative that optimal pathways are identified and pursued. One particular avenue that offers great potential for serving patients efficiently and effectively is known as the hub-and-spoke organization design.
Discussion
The hub-and-spoke organization design is a model which arranges service delivery assets into a network consisting of an anchor establishment (hub) which offers a full array of services, complemented by secondary establishments (spokes) which offer more limited service arrays, routing patients needing more intensive services to the hub for treatment. Hub-and-spoke networks afford many benefits for healthcare providers, but in order to capitalize fully, proper assembly is required. To advance awareness, knowledge, and use of the hub-and-spoke organization design, this article profiles Willis-Knighton Health System’s service delivery network which has utilized the model for over three decades. Among other things, the hub-and-spoke organization design is defined, benefits are stipulated, and applications are discussed, permitting healthcare providers essential insights for the establishment and operation of these networks.
Conclusions
The change-rich nature of the healthcare industry places a premium on incorporating advancements that permit health and medical providers to operate as optimally as possible. The hub-and-spoke organization design represents an option that, when deployed correctly, can greatly assist healthcare establishments in their quests to serve patients well.
Journal Article