Dynamics of Team Member Replacements from Complex Systems Theory
Computational & Mathematical Organization Theory
Data farming coevolutionary dynamics in RePast
WSC '04 Proceedings of the 36th conference on Winter simulation
Coevolutionary dynamics and agent-based models in organization science
WSC '05 Proceedings of the 37th conference on Winter simulation
Designing Work Within and Between Organizations
Organization Science
Modeling organizational adaptation: a replication of Levinthal's model of emergent order
Proceedings of the 39th conference on Winter simulation: 40 years! The best is yet to come
Opportunism by cheating and its effects on industry profitability. The CIOPS model
Computational & Mathematical Organization Theory
Different Truths in Different Worlds
Organization Science
Assessing project effort in requirements engineering: a report on design research in progress
DESRIST'10 Proceedings of the 5th international conference on Global Perspectives on Design Science Research
Changing Organizational Designs and Performance Frontiers
Organization Science
Sustainable enterprise interoperability from the Activity Domain Theory perspective
Computers in Industry
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In recent years, the management literature has increasingly emphasized the importance of self-organization and "local action" in contrast to prior traditions of engineering control and design. While processes of self-organization are quite powerful, they do not negate the possibility of design influences. They do, however, suggest that a new set of design tools or concepts may be useful. We address this issue by considering the problem of landscape design-the tuning of fitness landscapes on which actors adapt. We examine how alternative organizational designs influence actors' fitness landscapes and, in turn, the behavior that these alternative designs engender. Reducing interdependencies leads to robust designs that result in relatively stable and predictable behaviors. Designs that highlight interdependencies, such as cross-functional teams, lead to greater exploration of possible configurations of actions, though at the possible cost of coordination difficulties. Actors adapt not only on fixed landscapes, but also on surfaces that are deformed by others' actions. Such couupled landscapes have important implications for the emergence of cooperation in the face of social dilemmas. Finally, actors' perceptions of landscapes are influenced by the manner in which they are framed by devices such as strategy frameworks and managerial accounting systems.