Organizational response: the cost performance tradeoff

Article Abstract:

A study was conducted to find out if organizations are required to use expensive designs to display high performance in a dynamic environment. A set of logically consistent hypotheses on the interrelationship among task, opportunities for review, training and cost and their comparative effect on organizational performance were obtained in the context of a computational framework. Findings revealed that intricate organizational designs have disadvantages and that design is usually not the primary spect that influences performance. A complex relationship was found between organizational complexity and performance, and was discovered to be based on the degree of time pressure, training and the task environment. Moreover, no proof was found for the incentives associated with reviewing decisions and aligning organizational design to the task environment.

Research, Performance, Organizational effectiveness

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A set-theoretic approach to organizational configurations

Article Abstract:

The author argues about mismatch between theory and methods that have led to decline in research on organizational configurations. He suggests adoption of set-theoretic methods to overcome this mismatch.

Analysis, Chaos theory, Set theory, Fuzzy sets

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Simulation modeling in organizational and management research

Article Abstract:

A summary of the importance and potential of simulation methodology with the reasons for its limited usage in the organizational and management research is presented.

Operations Research, Usage, Management research, Computer simulation, Computer-generated environments

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