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Learning to Design Organizations and Learning from Designing Them

Author

Listed:
  • Roger L. M. Dunbar

    (Stern School of Business, New York University, New York, New York 10012-1118)

  • William H. Starbuck

    (Lundquist College of Business, University of Oregon, Eugene, Oregon 97403-1503)

Abstract

The academic focus of organization studies has unfortunately drifted over the years from the issues that organizations pose for their members and their societies, and the issues that confront people who seek to improve organizations. However, studies of efforts to design organizations can help us to better understand organizations and may also help us to improve them. The papers in this special issue of Organization Science describe several specific efforts to design organizations, telling why people wanted to make changes and what happened when people sought to make them.

Suggested Citation

  • Roger L. M. Dunbar & William H. Starbuck, 2006. "Learning to Design Organizations and Learning from Designing Them," Organization Science, INFORMS, vol. 17(2), pages 171-178, April.
    • Handle: RePEc:inm:ororsc:v:17:y:2006:i:2:p:171-178
    DOI: 10.1287/orsc.1060.0181
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    References listed on IDEAS

    as
    1. Richard L. Daft & Arie Y. Lewin, 1990. "Can Organization Studies Begin to Break Out of the Normal Science Straitjacket? An Editorial Essay," Organization Science, INFORMS, vol. 1(1), pages 1-9, February.
    2. Nicolaj Siggelkow & Jan W. Rivkin, 2005. "Speed and Search: Designing Organizations for Turbulence and Complexity," Organization Science, INFORMS, vol. 16(2), pages 101-122, April.
    3. J. Marschak, 1955. "Elements for a Theory of Teams," Management Science, INFORMS, vol. 1(2), pages 127-137, January.
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