NDM integrated organizational structure and the growth of organizations

Authors:
Markus Vanharanta;Mark Stevenson
Affiliations:
Lancaster University Management School;Lancaster University Management School
Venue:
NDM'09 Proceedings of the 9th Bi-annual international conference on Naturalistic Decision Making
Year:
2009

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Abstract

Motivation - To investigate how reliance on NDM-type coordinative practices facilitates and hinders the growth and survival of organizations. Research approach - Four year longitudinal case study design was used, combining action research and non-participant observations. Research limitations - This is ongoing research. Future research will explore the findings of this study in other companies. Originality / Value - The survival and growth of NDM integrated organizations is related to how material artefacts, such as computers, are simultaneously used to: (1) enhance pre-existing NDM-type coordinative decision-making; and, (2) facilitate the gradual transformation towards a differentiated organizational structure. Take away message - We observed 6 stages in this transformation process, enabling and constraining the adoption of computer applications.