Adoption and abandonment of matrix management programs: effects of organizational characteristics and interorganizational networks.

L. R. Burns, Douglas R Wholey

Research output: Contribution to journalReview articlepeer-review

341 Scopus citations

Abstract

Organizational design theorists argue that organizations adopt matrix (departmentalized) structures for technical reasons, to solve problems of internal coordination and information processing. Research on interorganizational networks suggests that organizations adopt new structures because of mimetic forces and normative pressures. We examined the effects of both sets of factors on the adoption of matrix management in a group of hospitals. Multivariate analyses revealed that matrix adoption is influenced not only by task diversity, but also by sociometric location, the dissemination of information, and the cumulative force of adoption in interorganizational networks. Such variables exert little influence on decisions to abandon matrix programs, however.

Original languageEnglish (US)
Pages (from-to)106-138
Number of pages33
JournalAcademy of Management journal. Academy of Management
Volume36
Issue number1
DOIs
StatePublished - Feb 1993

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