Issue Information ‐ TOC

• DOI: http://doi.org/10.1002/jsc.2273
• Published date: 01 January 2020
• Date: 01 January 2020

Organizational Design Products

Volume 29 Number 1 January 2020

Overview Article

5 Architectural correspondence, architectural misting, and innovation: New perspectives

Nicholas Burton, David Sarpong, and Nicholas O'Regan

The relationship between innovation, product design, and industry co-evolution is under-

theorized.

Research Articles

13 Organization and product design pairings: A review of product innovation capabilities,

conceptualization, and future directions

Oluwasoye P. Mafimisebi, Demola Obembe, and Oluwakayode Aluko

Product innovation capabilities significantly shape and determine the success of

architectural pairings between organization design and product designs, and act as a

source of sustainable competitive advantage.

25 A third dimension in the mirror? How senior managers design products and

organizations

Norbert Bach and Peter Galvin

Individual CEO characteristics may affect architectural choices through the application of

managerial discretion.

35 Demystifying misted mirrors to investigate emerging people issues in SMEs:

Implications for strategic change

John Mendy

The concept of ‘contingent misting’is a missing aspect in Strategy’s‘organisations design

products’and HRM’S architectural pairings.

47 Product architecture and product market internationalization: A conceptualization and

extension

Nicholas Burton, Richard Nyuur, Joseph Amankwah‐Amoah, David Sarpong, and

Nicholas O'Regan

Designing a modular product architecture and corresponding organization design may

enable firms to internationalize more effectively and efficiently.

57 Institutional voids and innovation governance: A conceptual exposition of the open

versus closed architecture choice

Tahiru Azaaviele Liedong, Augustine Awuah Peprah, and Joseph Ebot Eyong

The choice of open versus closed innovation is shaped by the interplay between firms’

analytical orientation and the institutional conditions within firms’operating

environments.

Strategic Change: Briefings in Entrepreneurial Finance

Strategic Change 29(1) (2020) CONTENTS