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ORGANIZATION DESIGN IN MOTION: DESIGNING AN ORGANIZATION FOR AGILITY

Published online by Cambridge University Press:  27 July 2021

Saeedeh Shafiee Kristensen ,
Mitra Shafiee  and
Sara Shafiee
Saeedeh Shafiee Kristensen
Affiliation:
Department of Management, School of Business and Social Sciences, Aarhus University (AU); Milestones Systems A/S
Mitra Shafiee
Affiliation:
Science and Research Branch, Faculty of Management and Economics, Islamic Azad University, Tehran
Sara Shafiee*
Affiliation:
Department of Mechanical Engineer
*
Shafiee, Sara, Technical University of Denmark (DTU), Department of Mechanical Engineering, Denmark, shafieesara7@gmail.com

Abstract

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Increasingly competitive and multifaceted business landscapes and the accelerating pace of innovation require organizations to build in-house capability to evaluate the effectiveness of their design and redesign their organizational structure to drive agile product development. The purpose of this research is to examine how the ability of an organization to implement agile is affected by the organization design. A case study based on 35 semi-structured interviews and field observations at a leading, large-size, Danish software development company was carried out. Adopting the contingency perspective, this paper presents the relevant organizational elements that can increase organizational agility and how the companies can leverage the advantages of the design. Accordingly, it provides a framework that compromises eighteen core organizational practices grouped into four categories (organizational structure and governance, culture and people, IT tools and data infrastructure, and processes) to understand the effect of organization design on agile product development.

Keywords

Organizational processesCommunicationOrganisation of product development
Type
Article
Information
Proceedings of the Design Society , Volume 1: ICED21 , August 2021 , pp. 2349 - 2358
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
The Author(s), 2021. Published by Cambridge University Press

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