01222nas a2200157   4500008004100000245008000041210006900121260000900190300000900199490000600208520072600214653001500940100001700955700002300972856006900995       2012                        eng d00aA contingency approach to designing project organizations: theory and tools0 acontingency approach to designing project organizations theory a  c2012  a5-140 v23 aMany 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™ and SimVision™) 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.10aManagement1 aCarroll, Tim1 aBurton, Richard, M  uhttps://www.tandfonline.com/doi/abs/10.1080/21573727.2011.64111801662nas a2200169   4500008004100000245004800041210004400089260000900133300001200142490000700154520119600161653001501357100001701372700001901389700001901408856006501427       1999                        eng d00aThe coevolution of new organizational forms0 acoevolution of new organizational forms  c1999  a535-5500 v103 aThis 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.10aManagement1 aCarroll, Tim1 aLong, Chris, P1 aLewin, Arie, Y  uhttps://pubsonline.informs.org/doi/abs/10.1287/orsc.10.5.535