Abstract: Organizations frequently attribute implementation failures and adaptation challenges to cultural misalignment or inadequate incentives. However, mounting evidence from organizational behavior, network science, and comparative institutional research suggests that formal structure—specifically hierarchical configuration and decision-making architecture—exerts greater influence on employee behavior than culture change initiatives or compensation redesign. This article synthesizes research on organizational modularity, structural determinants of behavior, and ecosystem emergence to argue that flattening hierarchies and redistributing authority to operational edges fundamentally rewires information flow, decision velocity, and collaborative patterns. Drawing on empirical cases from manufacturing, technology platforms, and healthcare delivery across North America, Europe, and East Asia, we demonstrate that structural reconfiguration enables adaptive behaviors that resist cultivation under traditional pyramid architectures, regardless of cultural interventions. The analysis concludes with evidence-based frameworks for structural redesign that prioritize network density, decision proximity to information sources, and cross-boundary coordination mechanisms as foundational prerequisites for organizational agility.

Abstract: Organizations frequently attribute implementation failures and adaptation challenges to cultural misalignment or inadequate incentives. However, mounting evidence from organizational behavior, network science, and comparative institutional research suggests that formal structure—specifically hierarchical configuration and decision-making architecture—exerts greater influence on employee behavior than culture change initiatives or compensation redesign. This article synthesizes research on organizational modularity, structural determinants of behavior, and ecosystem emergence to argue that flattening hierarchies and redistributing authority to operational edges fundamentally rewires information flow, decision velocity, and collaborative patterns. Drawing on empirical cases from manufacturing, technology platforms, and healthcare delivery across North America, Europe, and East Asia, we demonstrate that structural reconfiguration enables adaptive behaviors that resist cultivation under traditional pyramid architectures, regardless of cultural interventions. The analysis concludes with evidence-based frameworks for structural redesign that prioritize network density, decision proximity to information sources, and cross-boundary coordination mechanisms as foundational prerequisites for organizational agility.

Abstract: Artificial intelligence adoption is reshaping workplaces at an unprecedented pace, creating significant concerns about job displacement among employees across industries and skill levels. This article examines recent empirical research demonstrating that perceived AI displacement threats can paradoxically enhance employee creativity under specific organizational conditions. Drawing on a multi-study investigation spanning laboratory experiments and field studies across Chinese organizations, we explore how supervisory support and employees' intrinsic motivation interact with displacement concerns to influence creative performance. The findings reveal that while AI threats can motivate creative problem-solving, this relationship depends critically on supportive leadership and employees' baseline motivation levels. Organizations can leverage these insights through evidence-based interventions including transparent communication, capability development programs, and leadership practices that emphasize psychological safety and autonomy. This analysis provides practical frameworks for leaders navigating technological transitions while maintaining workforce engagement and innovation capacity.