The sciences of the artificial (3rd ed.)
The sciences of the artificial (3rd ed.)
Designing Complex Organizations
Designing Complex Organizations
Representing Medical Protocols for Organizational Simulation: An Information-Processing Approach
Computational & Mathematical Organization Theory
A Trajectory for Validating Computational Emulation Models of Organizations
Computational & Mathematical Organization Theory
Organizations and Complexity: Searching for the Edge of Chaos
Computational & Mathematical Organization Theory
Virtual Teams: What are their Characteristics, and Impact on Team Performance?
Computational & Mathematical Organization Theory
Project Management: A Systems Approach to Planning, Scheduling, and Controlling
Project Management: A Systems Approach to Planning, Scheduling, and Controlling
A Trajectory for Validating Computational Emulation Models of Organizations
Computational & Mathematical Organization Theory
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This paper introduces a newComputational organizational analysis and design model, Called the Virtual Team Alliance (VTA), that builds on the Virtual Design Team (VDT) (Jin and Levitt, 1996). VTA extends Galbraith's framework implemented in VDT in two ways: (1) it addresses less routine tasks with some flexibility in how they are performed, and (2) it treats project participants as teleological professionals with potentially incongruent goals. Because tasks in the VTA model are flexible, differences in goals may influence which solution approach project participants prefer; thus, goal incongruencyCan have profound implications for the performance of project teams. We describe how VTA actorsComprise aComplex system that is endowed with fragments ofCanonical information-processing micro-behavior. TheCanonical micro-behaviors in VTA include exception generation, monitoring, selective delegation of authority, searching for alternatives,Clarifying goals, steamrolling, and politicking. The VTA model simulates the micro-levelCommunication andCoordination behavior of actors within the organization, including the impact of goal incongruency between individual actors, in order to determine the emergent, aggregate project behavior and performance. To Galbraith's sociological analysis, based on information-processing "organizational physics," we add new "organizationalChemistry" notions based on social psychological and economic agency theories.