Special Issues

Corporate Headquarters in the 21st Century

The Journal of Organization Design welcomes submissions to a new article collection focused on 'Corporate Headquarters in the 21st Century.' 

Background

The corporate headquarters (CHQ) is a defining feature of all corporations and, thus, a key concern in organization and management research (Chandler, 1962, 1991; Menz, Kunisch, & Collis, 2015). Scholars have explored various aspects of the CHQ, including its roles (e.g., Arrfelt et al., 2015; Chandler, 1991; Foss, 1997), its size and staffing (e.g., Collis, Young, & Goold, 2007, 2012; Kleinbaum & Stuart, 2014; Menz & Scheef, 2014; Whittington et al., 2017), its functions and sub-units (e.g., Kunisch, Müller-Stewens, & Campbell, 2014; Menz & Barnbeck, 2017; Trichterborn, Knyphausen-Aufsess, & Schweizer, 2016), its disaggregation and dispersion (e.g., Nell, Kappen, & Laamanen, 2017), its location (e.g., Birkinshaw et al., 2006; Coeurderoy & Verbeke, 2016; Meyer & Benito, 2016), and its internal and external relations (e.g., Joseph & Ocasio, 2012; Kostova, Marano, & Tallman, 2016; Sengul & Gimeno, 2013). Collectively, these efforts have advanced our understanding of the CHQ and the functioning of corporations (see Kunisch, Menz, & Ambos, 2015; Menz et al., 2015). 

However, recent changes in corporations’ internal and external environments challenge extant knowledge about the CHQ and call for new research. First, the changing nature of modern corporations (Davis, 2016) suggests a need to rethink the roles and functions of the CHQ. For example, blurring firm boundaries and the rise of ecosystems can be expected to influence the nature and design of the CHQ. Second, novel CHQ forms are emerging, such as more dispersed and disaggregated CHQ, second homes, and even virtual headquarters. Finally, as technologies, automation, and artificial intelligence are increasingly penetrating businesses, we have to rethink the nature of CHQ work. For example, while information technology can be expected to reduce information-processing costs, it also enables the CHQ to take on new tasks, such as data analytics. In sum, these examples illustrate the need for a collective effort to revisit the functioning and design of the CHQ in the modern corporation. 

Aims and scope

Given these developments, the purpose of this Journal of Organization Design Special Collection is to shed new light on the design of the CHQ, especially with regard to different CHQ types, changes in the CHQ’s design, and whether and why the CHQ is necessary. Ultimately, these insights will help advance our understanding of the nature and functioning of corporations in the 21st century.

Possible research questions falling into four broad themes that reflect the scope of this collection include, but are not limited to, the following.

Formal and informal design

  • What are the boundaries of the CHQ? For example, what explains the rise of new CHQ forms (e.g., virtual CHQs, dispersed CHQs)? 
  • How do firms define CHQ subunits, and how do subunits affect innovation and strategic change? For example, which strategic, structural, and other factors affect decisions to locate a specific function (e.g., HR, IT, marketing, and strategy) in the CHQ? 
  • What interfaces do CHQs have (i.e., internal and external linkages)? What do such interfaces look like? What makes them more or less effective? For examples, what interfaces do CHQs have with other HQ layers such as regional or divisional HQ?
  • How are formal and informal designs related? For example, how do CHQ structures affect CHQ attention, incentives, collaboration, cognition, and decisions? 
  • How are CHQ design, corporate strategy and location related? For example, how does CHQ design affect corporate strategy and strategic change? How do location choices affect CHQ designs? 

People and staffing

  • Who are the key actors at the CHQ? For example, to what extent has the “C-suite” changed (i.e. rise of CSO, CMO positions)?
  • How and why are some career paths or experiences more suitable for preparing an executive for a CHQ position than others? For example, what are the (e.g., demographic and psychological) characteristics of CHQ managers and staff in general? Do they differ from those of managers and staff in the operating units? If so, how?
  • What are the requirements for a CHQ position (as opposed to a line-management position), and how do those requirements affect the selection and development of candidates? Specifically, is a CHQ position a career springboard or a dead-end?
  • How do various actors at the CHQ influence organizational outcomes, such as corporate strategy (i.e., M&A) and strategic change? For example, how do differences in the backgrounds of CHQ executives affect decisions regarding the design of the CHQ?
  • To what extent have staffing and roles at the CHQ changed over time (e.g., strategic planners)?

Tools and practices

  • What kinds of tools and practices are in place at the CHQ? For example, what is the role of benchmarking and best practices? 
  • How are CHQ tools and practices developed? How are they maintained? Do they have a tendency to deteriorate over time?
  • In what ways do CHQ structures and staffing affect the adoption of tools and practices? For example, which biases of CHQ actors influence the adoption of certain tools and practices?
  • Which kinds of tools and practices are more suitable in certain situations? For example, when do firms use corporate programs and/or strategic initiatives to formulate and implement corporate strategies? 
  • What are the relationships between various tools and various outcomes? For example, how does strategic planning and forecasting affect decision making?

Technology and resources

  • How do technology and automation change the nature and design of the CHQ? For example, what new CHQ designs are made possible by new technologies? 
  • How do technology and automation affect tasks at the CHQ? For example, how does technology affect information processing or resource-allocation decisions at the CHQ? 
  • In what ways and with what consequences does technology supplement or complement CHQ staff?
  • In what ways does CHQ staffing affect the adoption of technologies? For example, which biases of CHQ actors influence the adoption of technology?
  • In what ways does technology affect organizational outcomes? For example, how do new technologies affect the development of CHQ capabilities? How does technology enable the CHQ to create and capture value? 

The Journal of Organization Design publishes various article types, including research papers, research primers, translational, case studies, organization zoo, and points of view, all of which can be submitted to this special collection. Please refer to the journal home page for Submission Guidelines pertaining to each article type, as well as examples of published work.

Instructions
Before submitting your manuscript, please ensure you have carefully read the
 submission guidelines for the Journal of Organization Design. The complete manuscript should be submitted here. To ensure your paper is considered for this Collection, please answer "yes" when asked whether you are planning to submit to a thematic series, and select the Collection name from the drop-down menu.  In addition, indicate within your cover letter that you wish your manuscript to be considered as part of this Collection. All submissions will undergo rigorous double-blind peer review and accepted articles will be published.

For questions regarding the content of this collection, please contact the guest editors.

Deadline for submission: 31 October 2018

Guest Editors
Sven KunischLead Guest Editor, is Associate Professor at Aarhus University in Denmark. He has held permanent and visiting positions at Harvard Business School, Saïd Business School (Oxford U.), and WU Vienna. His work focuses on corporate strategy, strategic change, and executive successions. Markus Menz is Full Professor of Strategic Management at the Geneva School of Economics and Management (U. of Geneva). Previously he was a Visiting Fellow at Harvard University. He researches strategic leadership and corporate strategy with a particular focus on chief strategy officers, top management team structures, and corporate HQs. David J. Collis of Harvard Business School is an expert on corporate strategy and global competition. The 65+ cases he has authored have sold over 1 million copies worldwide, and his articles over a quarter of a million copies, with more than 8,000 citations.

Journal of Organization Design Advisory Editors
John Joseph, University of California, Irvine, USA
Metin Sengul, Boston College, USA

Download the Call for Papers here.

Fading Hierarchies and the Emergence of New Forms of Organization

The Journal of Organization Design welcomes submissions to a new article collection focused on 'Fading Hierarchies and the Emergence of New Forms of Organization.'

Many people find it difficult to imagine any form of organizing that does not involve hierarchy. Yet at times organizations arise that appear to have little or no hierarchy – few or no bosses, few reporting structures, and few rules to maintain control. Some of those organizations manage to survive and even flourish for considerable periods of time. They beg the question: What is the role of hierarchy in organizations?

It may be that hierarchy is not necessary in some types of organizations. It may be that hierarchy serves some organizational purposes better than others. It may be that small organizations do not require hierarchy but large organizations do. This Special Collection will explore the role and form of hierarchy in organizations, especially in novel modes of organizing such as collaborative communities, commons-based peer production, temporary innovation networks, and boss-less organizations.

This article collection is currently accepting new submissions!​​​​​​​

Topics can include, but are not limited to, the following:

  • the role of hierarchy in organizations, and how that role is changing
  • the questions of whether and when hierarchy is necessary
  • how large and small organizations experience hierarchy differently
  • the multifarious forms hierarchy can take 
  • novel modes of organizing, such as collaborative communities, commons-based peer production, temporary innovation networks, and boss-less organizations.

JOOD publishes numerous article types including research papers, case studies, urgent issues, and points of view, all of which can be submitted to this collection.

Submission instructions:

Before submitting your manuscript, please ensure you have carefully read the Instructions for Authors for the Journal of Organization Design. The complete manuscript should be submitted through the Journal of Organization Design submission system. To ensure your paper is considered for this Collection, please answer "yes" when asked whether you are planning to submit to a thematic series, and select the Collection name from the drop-down menu.  In addition, indicate within your cover letter that you wish your manuscript to be considered as part of the 'Fading Hierarchies and the Emergence of New Forms of Organization' Collection. All submissions will undergo rigorous double-blind peer review and accepted articles will be published at no cost to the author. 

To be edited by:
Stephan Billinger, University of Southern Denmark
Børge Obel, Aarhus University, Denmark
Charles Snow, The Pennsylvania State University, USA
Maciej Workiewicz, ESSEC Business School, France

Submissions will benefit from the following advantages of Open Access publication:

  • Rapid publication: Online submission, electronic peer review and production make the process of publishing your article simple and efficient
  • High visibility and international readership in your field: Open access publication ensures high visibility and maximum exposure for your work - anyone with online access can read your article
  • No space constraints: Publishing online means unlimited space for figures, extensive data and video footage
  • Authors retain copyright, licensing the article under a Creative Commons license: articles can be freely redistributed and reused as long as the article is correctly attributed.

For editorial queries, please contact this journal's Development Editor, Erica Gordon-Mallin

Sign up for article alerts and news from this journal to keep updated on articles published in Journal of Organization Design - including articles published in this Special Collection.

Designing and Managing the Digital Organization

The Journal of Organization Design (JOD) welcomes submissions to the new thematic series on 'Designing and Managing the Digital Organization'.

Increasingly, organizations are assessing opportunities, developing and delivering products and services, and interacting with their customers and other stakeholders digitally. Digital technology, social media, and big data are the drivers of the future workplace, and they are already having large social and economic impacts such as increased competition and collaboration, the disruption of both old and new industries, and organizations struggling to develop new capabilities and transform their cultures.

Computers, software tools and applications, communications networks, robots, 3-D printers, and other digital technologies are changing the way organizations are designed and managed, in terms of both improving existing practices and developing new businesses and approaches. Moreover, digital technologies are not only changing organizations but also the way we think about organizing. Both public and private organizations in the Digital Age will be quite different from today’s organizations.

Papers that address any aspect of designing and/or managing highly digitized organizations are welcome. Topics can include, but are not limited to, the following:

  • Implications of digital technology for the design of organizations
  • Implications of digital technology for the management of organizations
  • How digital technology can be assimilated and used by organizations
  • Process of digital transformation
  • Talent management in the digital organization
  • Business model innovation enabled by digital technology
  • Design of the future workplace
  • Prototyping processes facilitated by digital technology
  • Performance management in the digital organization

JOD publishes several types of papers including research papers, case studies, urgent issues and points of view all of which can be submitted to the Thematic Series.

Submission instructions:
Before submitting your manuscript, please ensure you have carefully read the
Instructions for Authors for Journal of Organization Design. The complete manuscript should be submitted through the Journal of Organization Design submission system. To ensure that you submit to the correct thematic series please select the appropriate section in the drop-down menu upon submission. In addition, indicate within your cover letter that you wish your manuscript to be considered as part of the thematic series on Designing and Managing the Digital Organization. All submissions will undergo rigorous peer review and accepted articles will be published within the journal as a collection.

Deadline for submissions: 1 November, 2016

Editors:

Børge Obel, Aarhus University, Denmark

Charles Snow, The Pennsylvania State University, USA

  • Submissions will also benefit from the usual benefits of open access publication:
  • Rapid publication: Online submission, electronic peer review and production make the process of publishing your article simple and efficient
  • High visibility and international readership in your field: Open access publication ensures high visibility and maximum exposure for your work - anyone with online access can read your article
  • No space constraints: Publishing online means unlimited space for figures, extensive data and video footage
  • Authors retain copyright, licensing the article under a Creative Commons license: articles can be freely redistributed and reused as long as the article is correctly attributed

For editorial enquiries please contact jorgdesign@springeropen.com

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