Exploring an innovation project as source of change in organization design

Jacob Brix, Lois S. Peters

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This study builds new empirically based theory on how the processing of an innovation
project with a high degree of uncertainty induces change in key components in organization design. By using an embedded case study as our research strategy and organisation design theory as our analytical lens, we construct ten propositions that determine how the organization design of our case organization was influenced because of their innovation project. These changes represent: a) improved competencies for exploration activities, b) improved competencies for exploiting new knowledge, and c) increased readiness for change.
Original languageEnglish
JournalJournal of Organization Design
Issue numberSpecial Issue: Organizing for Performance
Publication statusPublished - 2015
Externally publishedYes

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