Modeling coordination in organizations and markets

Article Abstract:

Measures of vulnerabililty were developed to rank four determine opportunity costs when coordinating structures cannot adjust to changes in market conditions. Results show that coordinating structures can be differentiated in terms of the relative ease of altering the product mix as shown by the number of messages needed to relocate processors between products. The opportunity cost resulting from an inability to respond to change in market conditions is affected by the relative ease of shifting processors between products. Coordinating structures which have the least opportunity costs are the least vulnerable and thus more flexible. Product hierarchies are observed to be more vulernable and less flexible than functional hierarchies.

Analysis, Opportunity cost, Opportunity costs

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Control: organizational and economic approaches

Article Abstract:

In organizational studies, organizations are most often classified according to their structure: decentralized, division or matrix. As an alternative, organizations could be described according to their control systems, which would yield a more flexible analysis. The control analysis employs theories borrowed from organization research and economic theory to explain the connections between task characteristics, organization information systems, and business uncertainties. Applying the control analysis approach to a study of 54 retail sales teams, it is shown that employee compensation can be linked to task programmability. Other observations resulting from this application are detailed.

Command and control systems

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Decision rules and transactions, organizations and markets

Article Abstract:

In an examination of human-designed connection arrangements, related to organizations and markets and based on logical order, the arrangements are defined with regard to decision rule and transaction concepts, and are applied to generate practical determinations of hybrid and pure classes. Static organization structures are defined by decision rule, and then identified by non-static task mechanisms within them. Through a redefinition based on decision rules two literature classification schools are made simpler, resulting in useful integration for generalizing and analyzing organizational (and other types of) arrangements.

Social aspects, Management, Capital market, Capital markets, Organization

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