Adoption and abandonment of matrix management programs: effects of organizational characteristics and interorganizational networks

Article Abstract:

Organizational design theorists argue that organizations adopt matrix (departmentalized) structures for technical reasons, to solve problems of internal coordination and information processing. Research on interorganizational networks suggests that organizations adopt new structures because of mimetic forces and normative pressures. We examined the effects of both sets of factors on the adoption of matrix management in a group of hospitals. Multivariate analyses revealed that matrix adoption is influenced not only by task diversity, but also by sociometric location, the dissemination of information, and the cumulative force of adoption in interorganizational networks. Such variables exert little influence on decisions to abandon matrix programs, however. (Reprinted by permission of the publisher.)

Research, Industrial organization, Matrix organization

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Network effects revisited: The role of strong ties in technology selection

Article Abstract:

The theory and empirical research on network effects is extended by moving beyond the traditional treatment of a technology's installed base as composed of a network of 'N' identical users, each of them having the same effect on the rest of the users. The concept of strong-ties network effects is proposed as a key determinant of technology adoption in cases where several technologies compete.

Management dynamics, Management-Communications, Analysis, Network analysis (Planning), Technology application, Company business management, Asset management, Technology asset management

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Reactions to perceived inequity in U.S. and Dutch interorganizational relationships

Article Abstract:

This study of interorganizational relationships between auto dealers and auto wholesalers found that Dutch firms experience a greater lack of trust and desire to continue the relationship whether they are undercompensated or overcompensated while US firms only experience a greater lack of trust when undercompensated.

Netherlands, Motor Vehicle Dealers, Motor Vehicle and Parts Dealers, Alliances, partnerships, New and used car dealers, Automobiles and other motor vehicles, Autos & Motor Vehicles Whsle, Automobile and Other Motor Vehicle Wholesalers, Motor Vehicles, Parts, and Supplies, Motor Vehicles & Eqp Whsle, Motor Vehicle and Motor Vehicle Parts and Supplies Wholesalers, Industry Overview, Case studies, Automotive dealers, Automobile dealers, Automotive wholesalers, Alliances and partnerships

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