|
Cover |
1 |
|
|
Contents |
6 |
|
|
List of Figures |
10 |
|
|
List of Tables |
11 |
|
|
Foreword |
12 |
|
|
Preface |
16 |
|
|
1 Introduction |
19 |
|
|
1.1 Motivation |
19 |
|
|
1.2 Objectives |
23 |
|
|
1.3 Methodology |
25 |
|
|
1.4 Outline |
29 |
|
|
Part I: Theory of Organizational Design |
32 |
|
|
2 Foundations of Organizational Design |
33 |
|
|
2.1 Theories of the firm |
33 |
|
|
The history of firms |
34 |
|
|
The existence of firms |
36 |
|
|
The boundaries of firms – transaction cost theory |
38 |
|
|
The structure of firms – agency theory |
41 |
|
|
The governance of firms – incomplete contract theory |
43 |
|
|
The firm as a knowledge-creating entity |
46 |
|
|
The firm as a system |
49 |
|
|
2.2 Configuration of systems |
52 |
|
|
Elements and systems |
53 |
|
|
Path dependencies |
58 |
|
|
Consistent configurations – application of the theory |
62 |
|
|
2.3 Value creation of organizational design |
64 |
|
|
Defining value |
64 |
|
|
Measuring value |
66 |
|
|
2.4 Changes in the business environment |
69 |
|
|
Technological progress |
69 |
|
|
Regulation and liberalization |
72 |
|
|
Standard setting |
74 |
|
|
The financial system |
77 |
|
|
2.5 The inadequacy of traditional theories of the firm |
79 |
|
|
3 Building Blocks of Organizational Design |
88 |
|
|
3.1 The strategy of the organization |
88 |
|
|
The purpose of the organization |
90 |
|
|
The market-based perspective |
92 |
|
|
The resource-based perspective |
96 |
|
|
The accounting-based perspective |
101 |
|
|
Construction and deconstruction of the value chain |
102 |
|
|
3.2 The boundaries of the organization |
105 |
|
|
Setting the boundaries |
106 |
|
|
Shifting the boundaries |
111 |
|
|
Blurring the boundaries |
115 |
|
|
3.3 The internal structure of the organization |
119 |
|
|
Information and knowledge |
121 |
|
|
Power and authority |
126 |
|
|
Incentives and motivation |
134 |
|
|
Co-ordination and co-operation |
143 |
|
|
3.4 The governance of the organization |
150 |
|
|
Specific investments, stakeholders and ownership |
152 |
|
|
The different constituencies |
155 |
|
|
Governance mechanisms |
161 |
|
|
Organizational forms |
167 |
|
|
4 Designing Efficient Organizations |
180 |
|
|
4.1 Synthesis of the building blocks – designing for fit |
180 |
|
|
Taking stock |
181 |
|
|
Complementarities between the building blocks |
183 |
|
|
Configuration of business models |
190 |
|
|
4.2 Adaption to the environment – designing for change |
194 |
|
|
Constant change as a design feature |
195 |
|
|
Staying at the peak – continuous adjustments |
198 |
|
|
Switching peaks – radical adjustments |
203 |
|
|
4.3 Efficient organizational design |
208 |
|
|
Part II: Practice of Organizational Design |
211 |
|
|
5 The European Securities Transaction Industry |
212 |
|
|
5.1 Introduction |
212 |
|
|
5.2 Three concepts for evaluation |
217 |
|
|
5.3 The securities transaction industry |
219 |
|
|
Economies of the securities transaction value chain |
219 |
|
|
Vertical interdependencies in the value chain |
222 |
|
|
Regulation |
223 |
|
|
5.4 Strategic conduct – the provider’s action set |
224 |
|
|
Boundary decisions |
225 |
|
|
Communication standards and accessibility |
226 |
|
|
Interdependencies in the action set |
230 |
|
|
5.5 Proposals for an efficient organizational design |
233 |
|
|
System 1 – Regulated monopoly |
233 |
|
|
System 2 – Competitive fragmentation |
235 |
|
|
System 3 – Contestable monopolies |
237 |
|
|
5.6 Comparative organizational analysis |
239 |
|
|
6 The German Co-operative Banking Group |
248 |
|
|
6.1 Introduction |
248 |
|
|
6.2 Strategy and internal structure |
253 |
|
|
Deutsche Bank |
253 |
|
|
The co-operative banking group |
255 |
|
|
6.3 Corporate governance |
258 |
|
|
Deutsche Bank |
258 |
|
|
The co-operative banking group |
259 |
|
|
6.4 Comparative organizational analysis |
261 |
|
|
The narrow view of efficiency |
261 |
|
|
Differences in the designs |
262 |
|
|
Complementarities between the building blocks |
264 |
|
|
The broader view of efficiency |
265 |
|
|
7 Open-source Projects |
269 |
|
|
7.1 Introduction |
269 |
|
|
7.2 The software industry |
276 |
|
|
The economics and technology of software production |
277 |
|
|
What is open-source software? |
279 |
|
|
Paradigms of innovation |
280 |
|
|
7.3 The system of proprietary software |
282 |
|
|
Organizational design of proprietary source firms |
282 |
|
|
Consistency and shortcomings |
285 |
|
|
7.4 The system of open-source software |
287 |
|
|
Organizational design of open-source projects |
288 |
|
|
Consistency and the open-source ecosystem |
293 |
|
|
7.5 Comparative organizational analysis |
297 |
|
|
Comparison of the organizational designs |
297 |
|
|
Efficient organizational design |
302 |
|
|
8 Conclusion |
308 |
|
|
Bibliography |
311 |
|
|
Index |
332 |
|