Learning to Design Organizations and Learning from Designing Them

Authors:
Roger L. M. Dunbar;William H. Starbuck
Affiliations:
Stern School of Business, New York University, New York, New York 10012-1118;Lundquist College of Business, University of Oregon, Eugene, Oregon 97403-1503
Venue:
Organization Science
Year:
2006

Citing 3
Cited 5

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Managing as Designing

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Attentional Triangulation: Learning from Unexpected Rare Crises

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Perspective---The Interdependence of Private and Public Interests

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Predictive analysis of concealed social network activities based on communication technology choices: early-warning detection of attack signals from terrorist organizations

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Dealing with Unusual Experiences: A Narrative Perspective on Organizational Learning

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Design science and the accumulation of knowledge in the information systems discipline

ACM Transactions on Management Information Systems (TMIS)

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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.