scholarly journals Organizational Design, Organizational Learning, and the Market Value of the Firm

2005 ◽  
Author(s):  
Tim Carroll ◽  
Starling David Hunter
Keyword(s):  
Organizational Learning ◽  
Organizational Design ◽  
Market Value

scholarly journals It works – I know it works

2015 ◽  
Vol 4 (2) ◽  
pp. 16 ◽  
Author(s):  
Lars Kolind
Keyword(s):  
Value Creation ◽  
Organizational Design ◽  
Hearing Aid ◽  
Market Value ◽  
High Productivity ◽  
Knowledge Based ◽  
Fast Learning ◽  
Similar Organization

Valve is the prototype knowledge-based company because its organizational design fosters creativity, action, fast learning, and high productivity. I experienced a similar organization about 15 years before Valve, at Oticon, the Danish hearing aid manufacturer which dropped bosses, titles, departments, and most of the bureaucracy and paperwork that slows down work. As in Valve, the value-creation was spectacular: 60% growth in market value each year for a ten-year period.

scholarly journals Inter-organizational design fit in inter-organizational knowledge management

Sociologija ◽  
2014 ◽  
Vol 56 (3) ◽  
pp. 343-363 ◽  
Author(s):  
Ana Aleksic-Miric
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organization Theory ◽  
Industrial Development ◽  
Poverty Reduction ◽  
Organizational Design ◽  
Organizational Knowledge ◽  
Learning By Doing ◽  
Learning Mechanisms ◽  
Strategic Objectives

The purpose of this paper is to analyze existing knowledge on how organizations learn using multilevel comparison perspective of intra- and inter-organizational learning and to offer deeper understanding of the role that organizational design properties have in inter-organizational learning. Using Argote and Ophir (2005) findings on similarity vs complementarity fit developed for intra-organizational learning as an anchor, we analyze the role similarity vs complementarity fit of organizational configuration and coordination properties in inter-organizational settings. Our intention is to explicitly express the role of interorganizational design fit in inter-organizational knowledge management. Framework developed here systematizes and explains how strategic objectives of network creation (exploration or exploitation) should be aligned with learning mechanisms (learning by doing or learning by listening/observing) and organizational design properties. From the point of organization theory, this paper advances knowledge about the influence organizational design as intra-organizational property has on knowledge transfer between organizations and inter-organizational learning. Our framework helps managers understand how inter-organizational design fit can influence inter-organizational learning within the network. With regard to policy making, knowledge networks are becoming increasingly important as a mechanism of industrial development support, economic growth, increase of employment and poverty reduction and this paper points to mechanisms of inter-organizational design that can be used in managing these networks.

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