@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}
}
@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}
}
@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}
}
