Many organizations, both public and private, are changing their structure to a complex matrix in order to meet the growing complexity in the world in which they operate. Often, those organizations struggle to obtain the benefits of a matrix organization. In this article, we discuss how to get a matrix to work, taking a multi-contingency perspective. We translate the matrix concept for designers and managers who are considering a matrix organization and argue that three factors are critical for its success: (1) Strong purpose: Only choose the matrix structure if there are strong reasons for doing so, (2) Alignment among contingencies: A matrix can only be successful if key contingencies are aligned with the matrix’s purpose, and (3) Management of junctions: The success of a matrix depends on how well activities at the junctions of the matrix are managed.
%0 Journal Article
%1 ba4d0c3242cf406fa07e51374b1c2625
%A Burton, Richard M.
%A Obel, Børge
%A H\aakonsson, Dorthe Døjbak
%D 2015
%I Aarhus University Library
%J Journal of Organization Design
%K ecomerc myown
%N 3
%P 37
%R 10.7146/jod.22549
%T How to get the Matrix Organization to Work
%U http://dx.doi.org/10.7146/jod.22549
%V 4
%X Many organizations, both public and private, are changing their structure to a complex matrix in order to meet the growing complexity in the world in which they operate. Often, those organizations struggle to obtain the benefits of a matrix organization. In this article, we discuss how to get a matrix to work, taking a multi-contingency perspective. We translate the matrix concept for designers and managers who are considering a matrix organization and argue that three factors are critical for its success: (1) Strong purpose: Only choose the matrix structure if there are strong reasons for doing so, (2) Alignment among contingencies: A matrix can only be successful if key contingencies are aligned with the matrix’s purpose, and (3) Management of junctions: The success of a matrix depends on how well activities at the junctions of the matrix are managed.
@article{ba4d0c3242cf406fa07e51374b1c2625,
abstract = {Many organizations, both public and private, are changing their structure to a complex matrix in order to meet the growing complexity in the world in which they operate. Often, those organizations struggle to obtain the benefits of a matrix organization. In this article, we discuss how to get a matrix to work, taking a multi-contingency perspective. We translate the matrix concept for designers and managers who are considering a matrix organization and argue that three factors are critical for its success: (1) Strong purpose: Only choose the matrix structure if there are strong reasons for doing so, (2) Alignment among contingencies: A matrix can only be successful if key contingencies are aligned with the matrix’s purpose, and (3) Management of junctions: The success of a matrix depends on how well activities at the junctions of the matrix are managed.},
added-at = {2016-01-02T17:10:18.000+0100},
author = {Burton, Richard M. and Obel, B{\o}rge and H{\aa}konsson, Dorthe D{\o}jbak},
biburl = {https://www.bibsonomy.org/bibtex/23c42f7705ba35a4ae3ab30e80ec7413a/ecomerc},
doi = {10.7146/jod.22549},
interhash = {6705e00076e3478feedfb1b23ff238d0},
intrahash = {3c42f7705ba35a4ae3ab30e80ec7413a},
journal = {Journal of Organization Design},
keywords = {ecomerc myown},
month = dec,
number = 3,
pages = 37,
publisher = {Aarhus University Library},
timestamp = {2016-01-02T17:10:18.000+0100},
title = {How to get the Matrix Organization to Work},
url = {http://dx.doi.org/10.7146/jod.22549},
volume = 4,
year = 2015
}