Equifinality: functional equivalence in organization design

Article Abstract:

Theorists have often acknowledged the importance of equifinality in organization design, and, in recent years, several studies have demonstrated the concept empirically. This article exposes the assumptions regarding function and structure that underlie contingency theory and develops a functional equivalence view of design. By examining the degree of conflict in functional demands together with the latitude of structural options available, we reveal and describe three different types of equifinality: suboptimal, tradeoff, and configurational. The functional equivalence approach implies a different agenda and emphasis for research on structure and design and has normative implications for how managers should design to achieve performance. (Reprinted by permission of the publisher.)

Organization

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An empirical test of a stage of growth progression model

Article Abstract:

Much of the research into the growth of organizations focuses on a concept of stages of growth within the organization life cycle and offers multi-stage models based on predictable patterns of growth. Research based on a longitudinal study of 71 computer and electronic production ventures offers a growth model for technology based new ventures (TBNVs) that postulates that TBNVs move through a four stage growth process: conception and development; commercialization; growth; and stability. The research indicates that the four-stage growth hypothesis is valid, although companies display variation in their transition patterns.

Computer industry, Economic aspects, Longitudinal method, Economic development, Electronics industry, Growth, Automation, Longitudinal studies

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Implementing internal diversification: contingency factors for organization design choices

Article Abstract:

Existing studies of internal diversification are reviewed and found to be too general to guide managerial decision making. An organizational learning view of diversification is presented. Further, an implementation-oriented framework for assessing the relatedness of new business candidates is developed. The relatedness of a targeted diversification domain and the primary tasks of diversification are seen as critical constructs for guiding implementation and organization design choices. (Reprinted by permission of the publisher.)

Social aspects, Methods, Management, Diversification in industry, Industrial diversification, Organizational behavior

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