Sector-specific patterns of organizational design change
Article Abstract:
Recent approaches to understanding change in organizations have moved beyond just looking at structure and have focused on the role of values in defining the manner in which organizations change. This article integrates the concepts of design archetypes, tracks and high impact systems in an effort to understand the patterns of change for an institutionally specific set of organizations. The sample used for the study was a set of Canadian national sport organizations undergoing institutional change. Three design archetypes (Kitchen Table, Boardroom and Executive Office) that represent institutionally specific coherent value-structure relationships were used to show that patterns of change are determined by the extent to which the coherence of organizational design elements shift over time. Using these design archetypes as a model for change, tracks were identified that provided an indication of the degree and direction of change and the extent to which design coherence was maintained. This paper shows that there is variety in organizational design coherence and that this is related to patterns of change. In addition, reorientations to a new design are signalled by changes in structures or systems that are central to the organization's purpose and as such can have a high impact on moving the organization to a new design. (Reprinted by permission of the publisher.)
Publication Name: Journal of Management Studies
Subject: Business, general
ISSN: 0022-2380
Year: 1995
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The effects of formalization on departments of a multi-hospital system
Article Abstract:
This study tests five propositions concerning the relationships between formalization, technological complexity and organizational performance. Propositions are based on Hage's axiomatic theory, but reinterpreted in terms of Lawrence and Dyer's readaptation hypothesis. Data were collected by questionnaire from 348 respondents from 92 units of an eight-member government-operated multi-hospital system. Measures were of formalization, complexity, co-ordination, climate for change, quality of care and morale. In general, more support was found for the readaptation hypothesis than for the traditional hypotheses of the Hage theory. In nursing units, formalization tended to have small, negative effects, and management decision-making should probably aim to loosen up structures. In non-nursing (clinical services) units, effects were greater and largely positive, suggesting the need for tightening up structures in order to promote readaptation. (Reprinted by permission of the publisher.)
Publication Name: Journal of Management Studies
Subject: Business, general
ISSN: 0022-2380
Year: 1991
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