Prelims -- Reviewing, revisiting, and renewing the foundations of organization design -- Part I Fit and coordination -- Designing a culture of collaboration: when changing beliefs is (not) enough -- Toward a theory of organizational integration -- Part II Configurations and control -- The genesis of control configurations during organizational founding -- Balanced control as an enabler of organizational ambidexterity -- Part III Division of labor and organizational learning -- Exploration and negative feedback behavioral learning, escalation of commitment, and organizational design -- Differentiation and integration in organizational learning: a garbage can model -- Part IV Structure and strategy -- Organization design and competitive strategy: an application to the case of divisionalization -- Organization design and firm heterogeneity: towards an integrated research agenda for strategy -- Part V New organizational forms and problem solving -- Forming a collaborative community: an agent-based simulation study of the effects of membership composition -- Limits to the wisdom of the crowd in idea selection -- Limits to the wisdom of the crowd in idea selection -- Index.