Managing IT projects: communication pitfalls and bridges
Journal of Information Science
Conditions of optimality of the divisional, the functional, and the matrix hierarchy of control
Automation and Remote Control
Buyer's Efficient E-Sourcing Structure: Centralize or Decentralize?
Journal of Management Information Systems
Empirical study on IT capability based on resource-based view and organization structure
IITA'09 Proceedings of the 3rd international conference on Intelligent information technology application
Understanding interdependence in enterprise systems: a model and measurement formalism
BPM'06 Proceedings of the 2006 international conference on Business Process Management Workshops
OSDM: an organizational supervised delegation model for RBAC
ISC'12 Proceedings of the 15th international conference on Information Security
Designing for Complexity: Using Divisions and Hierarchy to Manage Complex Tasks
Organization Science
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This paper attempts to explain organization structure based on optimal coordination of interactions among activities. The main idea is that each manager is capable of detecting and coordinating interactions only within his limited area of expertise. Only the CEO can coordinate company wide interactions. The optimal design of the organization trades off the costs and benefits of various configurations of managers. Our results consist of classifying the characteristics of activities and managerial costs that lead to the matrix organization, the functional hierarchy, the divisional hierarchy, or a fiat hierarchy. We also investigate the effect of changing the costs of various managers on the nature of the optimal organization, including the extent of centralization.