Designing organizations adapted to uncertainty work is strategically important. This issue talks about 3 aspects of organizational design for uncertainty work: 1) Uncertainty work ≠ risk work. Uncertainty work (new product development, R&D, innovation, new business models) requires a fundamentally different approach to organizational design; 2) Mundane organizational processes literally shape organizations by shaping everyday organizational life; 3) Appropriate organizational technology requires redesigning these mundane organizational processes to explicitly acknowledge uncertainty.
Organizational technology for uncertainty work
Organizational technology for uncertainty…
Organizational technology for uncertainty work
Designing organizations adapted to uncertainty work is strategically important. This issue talks about 3 aspects of organizational design for uncertainty work: 1) Uncertainty work ≠ risk work. Uncertainty work (new product development, R&D, innovation, new business models) requires a fundamentally different approach to organizational design; 2) Mundane organizational processes literally shape organizations by shaping everyday organizational life; 3) Appropriate organizational technology requires redesigning these mundane organizational processes to explicitly acknowledge uncertainty.