An exploratory study of conflict and coordination in interorganizational service delivery systems
Article Abstract:
This study examined the conflict and coordination in interorganizational service delivery systems. I developed hypotheses relating service and client characteristics to the amount and type of coordination a system used and relating structural variables to the levels of conflict being experienced. Empirical data from 15 interorganizational service delivery systems in two states found evidence supporting four of the five hypotheses. Conflict and coordination had a curvilinear association in these systems, a relationship that was intensified when an interorganizational system was differentiated by function and service mix. In systems that had a dominant core agency, however, it appeared that task integration among workers reduced the level of conflict. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1990
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Formalized HRM structures: coordinating equal employment opportunity or concealing organizational practices?
Article Abstract:
Do formalized human resources management (HRM) structures promote goals of equal employment opportunity and affirmative action or symbolize good faith in the absence of real change? We examined the antecedents and outcomes of formalized HRM structures in over a hundred organizations, assessing the presence of "identity-conscious" and "identity-blind" HRM structures. Findings indicated that identity-conscious structures were associated with some positive indicators of the employment status of women and people of color. It was concluded that such practices, although perhaps adopted for symbolic purposes, improved the employment status of protected groups. (Repriinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1995
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Matrix organization: a social experiment
Article Abstract:
The impact of matrix structures on job perceptions, organizational processes and work attitudes is studied. A nonequivalent control group design was used, and statistical techniques simulated a complementary, quasi-experimental design known as treatment-effect correlations. The implementation of matrix structures will increase the quantity but reduce the quality of group communications. Undesirable effects on related role perceptions, coordination, and work attitudes will also materialize. Results of the experiment are examined with regard to the literature on matrix organization, and ideas for additional studies are given.
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1986
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