Author's profile

Santi Furnari
Cass Business School

Background

Lecturer in Strategy. Faculty of Management. Santi's main research interests are the study of organization design and firm performance, strategic decision-making and innovation, as well as social networks, managerial action and change implementation.

Author articles

  • Configurational analysis and organisation design
    Organisation and Leadership
    Any Industry

    Although much work in configurational analysis has been descriptive, the way in which organisational forms are described in configurational analysis is conducive to contributing significantly to a (much called for) renewal of organisation design.

    This book chapter focuses on the conceptual and methodological contributions of a configurational approach to organisation design.

    14/01/2013 | 3,003
  • Designing structural heterogeneity: fit, robustness and equifinality
    Organisation and Leadership
    Any Industry

    The most important organisation design models explain the variety of effective forms in terms of internal fit among organisational traits and of external fit between those traits and external conditions.

    This paper offers a typology of sources of structural heterogeneity, a set of propositions on their relation with different types of performance, and an exploratory empirical test on a multi-industry sample of large firms.

    14/01/2013 | 2,400
  • Re-thinking configurational fit
    Strategy
    Any Industry

    Few ideas have been more persistently central in both strategy and organisation research than the concept of fit.

    In this paper, theory-based counterfactual analysis is used to tackle the lack of predictive power often characterising current approaches to configurational fit. Secondly, the researchers rely on recent applications of set-theoretic and relational, network-based, methods to enrich the empirical assessment of configurational fit.

    14/01/2013 | 2,277
  • Structuring frames for change: A comparative case study of IT-enabled organisational change
    Organisation and Leadership
    Any Industry



    Over the last few decades, businesses worldwide have embraced information technologies as a source of increased efficiency and productivity. Yet, the literature on IT adoption is full of stories of unfulfilled potential. This is often the case when managers explicitly plan to change a firm's organisational structure and processes via the introduction of information technologies, what is often called "IT-enabled organisational change".

    This paper examines how two organisations used information technologies to introduce the same type of IT-enabled organisational change with radically different outcomes.

    14/01/2013 | 3,250