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Preface --Are shorter people closer to God? the associations between gender, body size, and spiritual beliefs /Jacob M. Vigil,Patrick Coulombe,Adam C. Little,Chance Strenth,Harold D. Delaney --Research evidence of social cognitive intervention: implications for people with autism /Cheung Pui Pui Phoebe --Players who build the world /Jussara Paraná Sanches Figueira,Charles Webb,Francisco Antionio Pereira Fialho --Adaption of the social cognition and interactive training (SCIT) for promoting functional recovery in Chinese persons with schizophrenia in Hong Kong /P.M.T. Lo,A.M.H. Siu,D.L. Roberts --Review of social congition assessments for persons with schizophrenia in a Chinese population /P.M.T. Lo,A.M.H. Siu --Index.

This paper discusses how the concept of organization design can be made more relevant if treated as a process of social cognition. It is argued that Varela's enactive cognition approach throws new light on organization design given the way it views the relationship between the system and its environment. In highlighting that any cognitive entity develops its own internal perspective and that it is that perspective which mediates the relationship between the system and its environment, the notion of environmental contingency loses much of its sense. Using this approach as the main intellectual backdrop, as well as the principles behind the social construction of organization, a new systemic model of organization design is put forward. It features a cycle of four key organizational elements (strategic choice, domains of interaction, identity formation and shared meanings) shaped by two types of design rules (procedural/generative and practice based). These elements are interpreted in terms of the key features of enactivism (embodiment, sensemaking, experience, emergence and autonomy) and discussed in the light of extant literature on organization design. Copyright © 2011 John Wiley & Sons, Ltd.