@conference {1969836,
	title = {How Managers Gain Their Employees Trust through Control and Trust-Building},
	booktitle = {Academy of Management Proceedings},
	volume = {2019},
	year = {2019},
	month = {2019},
	abstract = {This paper contributes to control-trust research by describing how the efforts managers make to demonstrate their trustworthiness (integrity, ability, benevolence) moderate the effects of managerial controls (output, process, social) on subordinate trust. Our survey of managers and subordinates indicates three conditions under which subordinate trust increases: when managers apply output controls and demonstrate their integrity; when managers apply process controls and demonstrate their ability; when managers apply social controls and demonstrate their benevolence. We argue that that these relationships exist because when managers demonstrate their trustworthiness in ways that facilitate the achievement of performance objectives (i.e., specified in the controls managers apply), subordinates are more confident that authorities are committed to protecting and promoting their interests. The paper concludes with a discussion about how these perspectives advance research on organizational control, organizational trust, and control-trust relationships.},
	keywords = {Management},
	url = {https://journals.aom.org/doi/abs/10.5465/AMBPP.2019.19068abstract},
	author = {Carroll,Tim and Long,Chris and Holtom,Brooks C}
}
@article {1969846,
	title = {Delaying Change: Examining How Industry and Managerial Turbulence Impact Structural Realignment},
	journal = {Academy of Management Journal},
	volume = {59},
	year = {2016},
	month = {2016},
	pages = {791-817},
	abstract = {This paper examines when firms pursue structural realignment through business unit reconfiguration, specifically by recombining business units. Our results refine and extend contingency theory and studies of organization design by drawing on theories of decision avoidance and delay to describe environmental conditions when firms pursue or postpone structural realignment. Our empirical analysis of 46 firms from 1978 to 1997, operating within the U.S. medical device and pharmaceutical sectors, demonstrates that while decision makers initiate structural recombination during periods of industry growth (i.e., munificence), they reduce their recombination efforts during periods of industry turbulence (i.e., dynamism), and managerial turbulence (i.e., growth in top management team size). We also find evidence that firms delay realignment and bide their time for better environmental conditions of declining turbulence and industry growth before pursuing more structural realignment. Together, these findings suggest that decision makers often delay initiating structural recombination until they can effectively process information and assess how structural changes will help them realign the organization to the environment.},
	keywords = {Management},
	url = {https://journals.aom.org/doi/abs/10.5465/amj.2012.0409},
	author = {Carroll,Tim and Karim,Samina and Long,Chris P}
}
@conference {1969851,
	title = {How Managers Foster Trust Through Control and Trustworthiness},
	booktitle = {Academy of Management Proceedings},
	volume = {2016},
	year = {2016},
	month = {2016},
	abstract = {This paper contributes to control-trust research by describing how the efforts managers make to demonstrate their trustworthiness (integrity, ability, benevolence) moderate the effects of managerial controls (output, process, social) on subordinate trust. Our survey of managers and subordinates indicates three conditions under which subordinate trust increases: when managers apply output controls and demonstrate their integrity; when managers apply process controls and demonstrate their ability; when managers apply social controls and demonstrate their benevolence. We argue that that these relationships exist because when managers demonstrate their trustworthiness in ways that facilitate the achievement of performance objectives (i.e., specified in the controls managers apply), subordinates are more confident that authorities are committed to protecting and promoting their interests.},
	keywords = {Management},
	author = {Long,Chs and Carroll,Tim and Holtom,Brooks}
}
@article {1969841,
	title = {Is there a dark side of Big Data  point, counterpoint},
	journal = {Journal of Organization Design},
	year = {2016},
	month = {2016},
	abstract = {Haakonsson and Carroll see two sides to Big Data. In his executive experience, Haakansson finds big data slows the decision making process and the implementation of decisions as well. Executives tend to wait for more data just because it is there. Is there a solution? Haakonsson argues that leadership based upon experience and courage is needed. Carroll sees a different world where we have continually improved tools which can automate the analyses of big data and give us answers quickly. That is, big data is not a problem, but a solution for executives. But there is also a problem; what are the right questions to ask? Without hypotheses, the questions are endless. Leaders must utilize their experience, intuition and insights to ask the right questions {\textendash} not all the possible questions which big data can address. Is there a synthesis? Big data by itself is not necessarily a good thing; but it can be if leaders have the courage to move on in a timely manner where they ask the right questions {\textendash} not all the questions possible that big data can address.},
	keywords = {Management},
	url = {https://jorgdesign.springeropen.com/articles/10.1186/s41469-016-0007-5$\#$citeas},
	author = {Carroll,Tim and Hakonsson,Tore}
}
@article {1969861,
	title = {The Structural Properties of Sustainable, Continuous Change: Achieving Reliability Through Flexibility},
	journal = {The Journal of Applied Behavioral Science},
	volume = {49},
	year = {2013},
	month = {2013},
	pages = {179-205},
	abstract = {Recent studies show that the relationship between structure and inertia in changing environments may be more complex than previously held and that the theoretical logics tying inertia with flexibility and efficiency remain incomplete. Using a computational model, this article aims to clarify this relationship by exploring what structural properties enable continuous change in inertia-generating organizations and what their performance consequences are in dynamic environments. The article has three main findings: First, employing managers who anticipate change is not enough to generate continuous change; it is also necessary to raise both the rate of responsiveness and desired performance. Second, continuous change increases average organizational performance and reduces its variation. Third, organizations{\textquoteright} capacity for continuous change is counterintuitively limited by the organizations{\textquoteright} capacity to build inertia. These are important insights, because they suggest that with the right design, organizations may be both more flexible and reliable than commonly believed.},
	keywords = {Management},
	url = {https://journals.sagepub.com/doi/full/10.1177/0021886312464520},
	author = {Carroll,Tim and H{\r a}konsson,Dorthe D{\o}jbak and Klaas,Peter}
}
@article {1969866,
	title = {A contingency approach to designing project organizations: theory and tools},
	journal = {Engineering Project Organization Journal},
	volume = {2},
	year = {2012},
	month = {2012},
	pages = {5-14},
	abstract = {Many firms have increasingly come to rely on projects as a fundamental approach to organizing work. Yet understanding the best way to organize projects is a challenge, given the various contingencies that impact project success. We focus here on three contingency-based project organization design tools (the design structure matrix, OrgCon{\texttrademark} and SimVision{\texttrademark}) that help to manage project complexity and ensure project success by identifying misfits or misalignments between organizational elements. We discuss the application of these models to a large National Aeronautics and Space Administration project as an example. We conclude with a consideration of how the existing tools are useful, and where they fall short.},
	keywords = {Management},
	url = {https://www.tandfonline.com/doi/abs/10.1080/21573727.2011.641118},
	author = {Carroll,Tim and Burton,Richard M}
}
@article {1969856,
	title = {Designing organizations for exploration and exploitation},
	journal = {Journal of Organization Design},
	volume = {1},
	year = {2012},
	month = {2012},
	pages = {5 pages},
	abstract = {All organizations face the core challenge of deciding on investments in two very different types of activities: exploration and exploitation. Exploration activities are future-oriented, such as developing new capabilities, experimenting with new technologies, and pursuing new customers and markets. Exploitation activities, in contrast, focus on the refinement of existing competencies, processes, and products. Because an organization{\textquoteright}s design should reflect its goals, it is difficult to accommodate exploration and exploitation activities within a single organization. This article discusses four major approaches used to tackle this problem, and notes the strengths and limitations of each approach.},
	keywords = {Management},
	url = {https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2184758},
	author = {Carroll,Tim}
}
@conference {1969871,
	title = {How Managers{\textquoteright} Trust and Control Activities Influence Subordinates{\textquoteright} Perceptions},
	booktitle = {Academy of Management Proceedings},
	volume = {2012},
	year = {2012},
	month = {2012},
	abstract = {This paper refines and extends ideas about control-trust dynamics in two ways. First, we describe a theory of managerial action that outlines how managers integrate their efforts to apply controls and demonstrate their trustworthiness. We observe that managers attempt to promote superior-subordinate cooperation by linking their applications of output controls with demonstrations of their reliability, process controls with demonstrations of their competence, and social controls with demonstrations of their benevolence. Second, we demonstrate how the ways that managers combine efforts to apply controls and demonstrate their trustworthiness differentially influence the trust that subordinates have in their managers and the extent to which subordinates perceive they are controlled by them. When managers couple their efforts to apply output or social controls with efforts to demonstrate their reliability and benevolence respectively, subordinates perceive that their managers are motivated by trustworthy intentions and not by desires to control them. However, when managers couple their efforts to apply process controls with efforts to demonstrate their competence, subordinates{\textquoteright} perceive that their managers are motivated by a desire to control them, and not by trustworthy intentions. The paper concludes with a discussion of how this perspective advances research on organizational control, organizational trust, and trust-control relationships.},
	keywords = {Management},
	author = {Carroll,Tim and Long,Chris P}
}
@article {1969876,
	title = {A framework of organisations as dynamic structures},
	journal = {International Journal of Strategic Change Management},
	volume = {3},
	year = {2011},
	month = {2011},
	pages = {230-246},
	abstract = {This paper integrates advances in organisational structure research into a broader framework of {\textquoteright}structural action{\textquoteright} that depicts organisations as dynamic structures. The purpose of this paper is to highlight the main contributions from various theories and perspectives that have all informed our understanding of the impact of organisational structure on strategic change. We propose that organisational structures, as one mechanism by which strategy is enacted, are moulded purposefully and in different ways. To better understand how organisations are re-designed, the framework recommends particular structural actions depending on the turbulence (both internal and external) and performance (both actual and aspired) aspects of the organisation.},
	keywords = {Management},
	author = {Carroll,Tim and Karim,Samina}
}
@conference {1969886,
	title = {Organizational Adaptation, Continuous Change, and the Positive Role of Inertia},
	booktitle = {Academy of Management Proceedings},
	year = {2009},
	month = {2009},
	keywords = {Management},
	author = {Carroll,Tim and Hakonsson,Dorthe Dojbak and Klaas,Peter}
}
@inbook {1969881,
	title = {Predicting Organizational Reconfiguration},
	volume = {8},
	year = {2009},
	month = {2009},
	pages = {79-97},
	abstract = {This chapter addresses the issue of structural change within for-profit organizations, both as adaptation to changing markets and as purposeful experimentation to search for new opportunities, and builds upon the {\textquotedblleft}reconfiguration{\textquotedblright} construct. In the areas of strategy, evolutionary economics, and organization theory, there are conflicting theories that either predict structural change or discuss obstacles to change. Our aim is to highlight relevant theoretical rationales for why and when organizations would, or would not, be expected to undertake structural reconfiguration. We conclude with remarks on how these literatures, together, inform our understanding of reconfiguration and organization design and provide insights for practitioners.},
	keywords = {Management},
	author = {Carroll,Tim and Karim,S.}
}
@article {1969891,
	title = {Mark E. Nissen: Harnessing Knowledge Dynamics: Principled Organizational Knowing \& Learning},
	volume = {14},
	year = {2008},
	month = {2008},
	pages = {52-55},
	abstract = {Harnessing Knowledge Dynamics: Principled Organizational Knowing \& Learning by Mark E. Nissen is reviewed.},
	keywords = {Management},
	url = {https://www.proquest.com/docview/201657890?pq-origsite=gscholar\&fromopenview=true},
	author = {Carroll,Tim}
}
@article {1969901,
	title = {Designing a New Organization at NASA: An Organization Design Process Using Simulation},
	journal = {Organization Science},
	volume = {17},
	year = {2006},
	month = {2006},
	pages = {171-312},
	abstract = {The challenge for NASA{\textquoteright}s Systems Analysis Integrated Discipline Team (SAIDT) is to develop a new organization design capable of performing complex modeling and analysis tasks, using team members at various NASA centers. The focus is on: (1) design as a process, (2) the effect of design tools on the process as well as alternative designs, (3) the fit between the tools and their fit with the organization, (4) the effect of an ongoing agency-wide transformation, and (5) implications for organizational contingency theory.},
	keywords = {Management},
	author = {Carroll,Tim and Gormley,Thomas J and Bilardo,Vincent J and Burton,Richard M and Woodman,Keith L}
}
@inbook {1969896,
	title = {Organization Design, Organizational Learning, and the Market Value of the Firm},
	year = {2006},
	month = {2006},
	pages = {125-142},
	abstract = {We compare market returns associated with firms{\textquoteright} creation of new units focused on e-business. Two aspects of organization design - governance and leadership - are considered with regard to exploitation- and exploration-oriented organization learning. We find that exploitation in governance (high centralization) is associated with a lower mean and variance in returns; that exploitation in leadership (appointment of outsiders) is associated with the same mean yet higher variance; and, among units exhibiting both modes of learning, the variance of returns are <i>not</i> equal.},
	keywords = {Management},
	author = {Carroll,Tim and Hunter,S. D.}
}
@article {1969906,
	title = {Organizations and complexity: Searching for the edge of chaos},
	journal = {Computational \& Mathematical Organization Theory},
	volume = {6},
	year = {2000},
	month = {2000},
	pages = {319-337},
	abstract = {Traditional organizational theory advocates increased differentiation and horizontal integration for organizations in unstable environments or with uncertain technologies. This paper seeks to develop a better understanding of the relationship of group structure and the level of interdependency between individuals on group performance under various task complexities. Complexity theory in general, and NK models in particular, are introduced as theoretical frameworks that offer an explanation for group performance. Simulation models are developed, based on the communication network research of Bavelas (1948) and Leavitt (1952), to explore the effects of decentralization and interdependence. The simulation model developed here shows general consistency with previous human subject experiments. However, contrary to predictions, not all decentralized group structures perform well when undertaking complex task assignments. Structures that are highly connected (actors communicating with all others) perform much worse than those with a lower level of connection. Further experiments varying both the number of actors and the degree of interdependence between them find evidence of the {\textquotedblleft}edge of chaos.{\textquotedblright} This research advances our understanding of organizations beyond earlier models by suggesting that there is an optimal range of interconnectedness between actors or tasks that explains the variation in performance. An intriguing result is that this optimal level of interdependence is fairly low, regardless of the size of the group.},
	keywords = {Management},
	author = {Carroll,Tim and Burton,Richard M}
}
@article {1969911,
	title = {The coevolution of new organizational forms},
	journal = {Organization Science},
	volume = {10},
	year = {1999},
	month = {1999},
	pages = {535-550},
	abstract = {This paper outlines an alternative theory of organization-environment coevolution that generalizes a model of organization adaptation first proposed by March (1991), linking firm-level exploration and exploitation adaptations to changes in the population of organizations. The theory considers organizations, their populations, and their environments as the interdependent outcome of managerial actions, institutional influences, and extra-institutional changes (technological, sociopolitical, and other environmental phenomena). In particular, the theory incorporates potential differences and equifinal outcomes related to country-specific variation. The basic theses of this paper are that firm strategic and organization adaptations coevolve with changes in the environment (competitive dynamics, technological, and institutional) and organization population and forms, and that new organizational forms can mutate and emerge from the existing population of organizations. The theory has guided a multicountry research collaboration on strategic and organization adaptations and the mutation and emergence of new organizational forms from within the existing population of organizations.},
	keywords = {Management},
	url = {https://pubsonline.informs.org/doi/abs/10.1287/orsc.10.5.535},
	author = {Carroll,Tim and Long,Chris  P and Lewin,Arie Y}
}
