Egelhoff / Wolf Understanding Matrix Structures and their Alternatives

The Key to Designing and Managing Large, Complex Organizations
1. Auflage 2017
ISBN: 978-1-137-57975-1
Verlag: Palgrave Macmillan UK
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 255 Seiten

Reihe: Business and Management (R0)

This book describes the use of matrix structures in large, complex organizations such as MNCs. Using an information-processing perspective of organization design, it develops a more comprehensive theory for fitting the structural configurations of matrix structures to key characteristics of firm strategy. Empirical research by the authors supports this theoretical framework. In addition to structural configuration, Understanding Matrix Structures identifies and develops the mode of decision making within a matrix as an important second dimension of matrix structure design. It can be either balanced (joint) decision making by the two dimensions of a matrix or rule-based decision making, where rules pre-assign certain decisions to one dimension or the other for unitary decision making. Recent exploratory research by the authors supports this conceptual framework and provides the potential to create a more flexible matrix structure- one that facilitates a more ambidextrous organization.

William G. Egelhoff is Professor Emeritus at Fordham University, USA. Joachim Wolf is a Professor at University of Kiel, Germany, where he holds the Chair of Organization Theory and Design.

Autoren/Hrsg.

Egelhoff, William G.

Wolf, Joachim

Inhaltsverzeichnis

1;Preface;5
2;Acknowledgments;8
3;Contents;9
4;List of Figures;14
5;List of Tables;15
6;1: Introduction;17
6.1;1.1 Reasons for Writing the Book;18
6.2;1.2 Summary of the Book’s Chapters;20
6.3;Bibliography;28
7;2: The Historical and Conceptual Contexts for Understanding Matrix Structures;29
7.1;2.1 A Brief History of the Broader Subject of Organization Design;29
7.2;2.2 The Development of the Multidivisional Structure;32
7.3;2.3 The Development of Matrix Structures;40
7.3.1;2.3.1 Definition of a Matrix Structure;40
7.3.2;2.3.2 History of Matrix Structures;43
7.3.3;2.3.3 Problems with Matrix Structures;44
7.4;2.4 Why Strategy–Structure Fit Is Important;45
7.5;2.5 A Growing Interest in Network Designs;47
7.6;2.6 The Development of an Information-­Processing Perspective of Organizations;48
7.7;2.7 An Information-Processing Model for Relating Strategy and Structure;52
7.8;Bibliography;56
8;3: Designing Elementary Structures to Fit MNC Strategy;59
8.1;3.1 Literature Review;60
8.2;3.2 The Need to Better Conceptualize the Strategy–Structure Paradigm;62
8.3;3.3 The Information-Processing Capacities of the Elementary Structures;65
8.4;3.4 The Information-Processing Requirements of Strategy for Elementary Structures;69
8.4.1;3.4.1 Foreign Product Diversity;70
8.4.2;3.4.2 Product Modification Differences;71
8.4.3;3.4.3 Product Change;72
8.4.4;3.4.4 Size of Foreign Operations;73
8.4.5;3.4.5 Size of Foreign Manufacturing;74
8.4.6;3.4.6 Number of Foreign Subsidiaries;75
8.4.7;3.4.7 Extent of Outside Ownership;75
8.4.8;3.4.8 Extent of Acquisitions;76
8.5;3.5 Testing the Hypotheses;77
8.6;3.6 A Multivariate Test of Fit Between Strategy and Different Types of Elementary Structure;79
8.7;3.7 The Coordination Capacities and Limitations of Different Types of Elementary Structure;83
8.8;Bibliography;89
9;4: Designing Matrix Structures to Fit MNC Strategy;91
9.1;4.1 Literature Review;92
9.2;4.2 The Information-Processing Capacities of Matrix Structures;95
9.3;4.3 The Information-Processing Requirements of Strategy for Matrix Structures;98
9.3.1;4.3.1 Foreign Product Diversity;98
9.3.2;4.3.2 Size of Foreign Operations;100
9.3.3;4.3.3 Number of Foreign Subsidiaries;103
9.3.4;4.3.4 Size of Foreign Manufacturing;104
9.3.5;4.3.5 Strategic Orientation;105
9.4;4.4 Testing the Hypotheses;107
9.5;4.5 A Multivariate Test of Fit Between Strategy and Different Types of Matrix Structure;109
9.6;4.6 Extending and Modifying the Theory for Elementary Structure Fit So That It Is Applicable to Matrix Structures;115
9.6.1;4.6.1 The Combination of the Functional Division and Product Division Dimensions in a Matrix;115
9.6.2;4.6.2 The Multiple Roles of a Geographical Region Dimension in a Matrix;117
9.6.3;4.6.3 The Failure of the Existing Model to Adequately Specify the Strategic Domain of the Functional Division × Product Division × Geographical Region Structure;118
9.6.4;4.6.4 Some Concluding Remarks;120
9.7;Bibliography;122
10;5: Understanding the Causes of Conflict in Matrix Structure Firms;125
10.1;5.1 Literature Review;126
10.2;5.2 Hypothesis Development;130
10.3;5.3 Testing the Hypotheses;134
10.3.1;5.3.1 The Study;134
10.4; 5.3.2Results;135
10.5;5.4 Discussion;138
10.5.1;5.4.1 Overall Findings;138
10.5.2;5.4.2 Limitations of the Study;141
10.6;5.5 Implications for Future Research and Practitioners;142
10.7;Bibliography;144
11;6: Decision-Making Within Matrix Structures;147
11.1;6.1 The Modes of Decision-Making in a Matrix Structure;148
11.2;6.2 Further Conceptualizing the Design of Matrix Structures;154
11.3;6.3 Defining the Information-Processing Capacities of the Two Modes of Decision-Making;158
11.3.1;6.3.1 Accountability During Decision-Making;160
11.3.2;6.3.2 Speed of Decision-Making;160
11.3.3;6.3.3 Economizing on Human and Monetary Costs During Decision-Making;161
11.3.4;6.3.4 Novelty and Innovativeness of Alternatives Generated During Decision-Making;161
11.3.5;6.3.5 Thoroughness with Which Alternatives Are Evaluated During Decision-Making;162
11.4;6.4 Identifying the Situations Best Addressed by the Two Different Modes of Decision-Making;163
11.4.1;6.4.1 Situations that Fit a Rule-Based Mode of Decision-Making;163
11.4.2;6.4.2 Situations that Fit a Balanced Mode of Decision-Making;168
11.5;6.5 Designing a More Flexible Matrix Structure;173
11.6;Bibliography;175
12;7: How a Flexible Matrix Structure Supports a More Ambidextrous Organization;177
12.1;7.1 The Need for Ambidexterity in Organizations;177
12.2;7.2 How Ambidexterity Is Currently Implemented in Organizations;178
12.3;7.3 A Hypothetical Example of a Flexible Matrix Structure Contributing to Ambidexterity;181
12.4;7.4 How Ambidexterity at the Macro Level Compares to Ambidexterity at Lower Levels;185
12.5;7.5 How a Flexible Matrix Structure Supports Ambidexterity at the Macro Level of Large, Complex Organizations;190
12.6;Bibliography;195
13;8: The Joint Use of Matrix Structures and Network Designs to Implement Multidimensional Strategies;197
13.1;8.1 Introduction;197
13.2;8.2 Literature Review;198
13.2.1;8.2.1 Hierarchical Structures;198
13.2.2;8.2.2 Network Designs;199
13.3;8.3 The Information-Processing Characteristics of Hierarchies and Networks;202
13.3.1;8.3.1 Goal Structure;202
13.3.2;8.3.2 Information Flows;204
13.3.3;8.3.3 Motivation and Behavior;205
13.3.4;8.3.4 Decision-Making;205
13.4;8.4 Situations Where Hierarchical Structures Should Outperform Network Designs;206
13.4.1;8.4.1 Tight Coupling;207
13.4.1.1;8.4.1.1 First Applied Example;207
13.4.1.2;8.4.1.2 Second Applied Example;209
13.4.2;8.4.2 Significant Economies of Scale and Scope;212
13.4.3;8.4.3 Significant Innovation;213
13.5;8.5 Two Alternative Conceptualizations of the Matrix Idea;218
13.5.1;8.5.1 The Concept of a “Structured Network”;218
13.5.2;8.5.2 The Concept of a Matrix in the Mind of the Manager;219
13.6;8.6 Expanding Information-Processing Capacity Through Matrix Structures and Network Designs;220
13.6.1;8.6.1 The Problem of Simultaneously Managing Local Adaptation and Global Integration in a Firm;220
13.6.2;8.6.2 The Problem of Managing Significant Innovation in a Firm;224
13.7;8.7 Conclusion;225
13.8;Bibliography;228
14;9: Conclusion;231
14.1;9.1 The Future of Matrix Structures;231
14.2;9.2 The Need for Better Theory about the Functioning of Matrix Structures;233
14.3;9.3 The Need for More Academic Research;235
14.4;Bibliography;236
15;Bibliography;237
16;Author Index;247
17;Subject Index;251