Organisational design Archives | The Oxford Review

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The Oxford Review Volume 3 No 12

The Oxford Review Volume 3 No 12

In this edition of the Oxford Review: Coaching for personality change Creating open innovation cultures in cluster environments Holacracy and obliquity: do new organisational design approaches actually work? How teams cope with new challenges through informal leadership Inspiring innovation in organisations through constructive confrontation Organisational change leadership: new thinking Predicting knowledge sharing in organisations The […]

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Holacracy and obliquity: do new organisational design approaches actually work?

Research Briefing

Keywords: organisational development, organisational design, organisational structure, holacracy, obliquity, Adhocracy, Sociocracy Over the last 10 to 15 years a range of new organisational structures and designs have started to become more mainstream, as organisations look for answers to increase adaptability, flexibility and agility as people perceive increasing levels of volatility, uncertainty, complexity and ambiguity. It […]

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Projectification – how organisations are dealing with order and chaos

Projectification

The rise of Projectification. Virtually every other paper published these days mentions the fact that organisations and their environments are becoming more and more complex and facing greater levels of uncertainty, whilst, at the same time, there is a constant pressure for greater levels of operational efficiency and innovation with reduced resources. One of the […]

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