The emergence of new organization design from self-managed team-based organizations

New organizational structures and forms are established in highly dynamic innovation context, to improve organizations’ readiness to change. The adoption of self-managing teams operating cross-functionally on a bulk of products and the reduction of vertical layers in the organization seem to be the general and common strategy that many organizations is following to achieve higher level of efficacy and lead time. We explore the extent to which new micro- and meso-level organization forms contribute to the achievement of organizational efficiency, and produce secondary effects on long-term innovation goals. We draw on a multiple case study of R&D organizations in the telecommunication industry and rely on multiple sources of data.