Works
- Organizational strategy, structure, and process, McGraw-Hill, New York, 1978; reissued by Stanford University Press, 2003 (Stanford Business Classics), 1978
- Organizational strategy, structure, and process, Academy of Management Review 3(3), 546 to 562, 1978
- Organizations: new concepts for new forms, California Management Review 28(3), 62 to 73, 1986
- Managing 21st century network organizations, Organizational Dynamics 20(3), 5 to 20, 1992
- Characteristics of managerial careers in the 21st century, Academy of Management Executive 10(4), 17 to 27, 1996
- Organizing in the knowledge age: anticipating the cellular form, Academy of Management Executive 11(4), 7 to 20 (the journal now titled Academy of Management Perspectives), 1997
- TheFuture.org, Long Range Planning 33(3), 300 to 321, 2000
- Collaborative entrepreneurship: a business model for continuous innovation, Organizational Dynamics 35(1), 1 to 11, 2006
- The I-form organization, California Management Review 51(4), 61 to 76, 2009
- Organizing continuous product development and commercialization: the collaborative community of firms model, Journal of Product Innovation Management 28(1), 3 to 16 (published online December 16, 2010), 2011
- The architecture of collaboration, Strategic Management Journal 33(6), 734 to 750, 2012
- Designing the digital organization, Journal of Organization Design 6(1), article 7, 2017
In Organizational Structures
Known for
Co-author of the network, cellular, and actor-oriented forms, and a founding editor of the Journal of Organization Design.
Ideas
Internal, stable, and dynamic networks. Three types of network organization: the internal network, in which one firm owns most or all of the assets; the stable network, in which a set of vendors is nestled around a large core firm; and the dynamic network, in which a lead firm, acting as a broker, assembles assets owned largely or entirely by other companies. Caveat: Illustrated with company examples (BMW, Lewis Galoob Toys) rather than tested. Only passages of a reprint were read.
Designing the digital organization. Digitization lets organizations design for self-organization rather than hierarchical control, using actor-oriented principles. Caveat: Conceptual.
Strategic types. Co-author with Miles. Caveat: Doty, Glick, and Huber (1993) found support for fit to these types.
The collaborative community of firms. With Fjeldstad, Lettl, and Miles, traced a move from stand-alone firms to multifirm networks to community-based designs, and described Blade.org, which joined a shared knowledge commons with explicit mechanisms for direct collaboration among member firms. Caveat: One illustrative case described by the design's own proponents; the abstract offers no comparison group.
In this section, “read” means read by the Organizational Structures series: where a line says a work, or part of one, was not read, the series did not read it.