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Designing a New Organization at NASA: An Organization Design Process Using Simulation

Author

Listed:
  • Timothy N. Carroll

    (College of Management, Georgia Institute of Technology, 800 West Peachtree Street, N.W., Atlanta, Georgia 30308)

  • Thomas J. Gormley

    (Gormley & Associates, 6 Recodo, Irvine, California 92620)

  • Vincent J. Bilardo

    (NASA Glenn Research Center, 21000 Brookpark Road, Mailstop 86-8, Cleveland, Ohio 44135)

  • Richard M. Burton

    (Fuqua School of Business, Duke University, Durham, North Carolina 27705)

  • Keith L. Woodman

    (NASA Langley Research Center, Hampton, Virginia 23681)

Abstract

The challenge for NASA’s Systems Analysis Integrated Discipline Team (SAIDT) is to develop a new organization design capable of performing complex modeling and analysis tasks, using team members at various NASA centers. The focus is on: (1) design as a process, (2) the effect of design tools on the process as well as alternative designs, (3) the fit between the tools and their fit with the organization, (4) the effect of an ongoing agencywide transformation, and (5) implications for organizational contingency theory.

Suggested Citation

  • Timothy N. Carroll & Thomas J. Gormley & Vincent J. Bilardo & Richard M. Burton & Keith L. Woodman, 2006. "Designing a New Organization at NASA: An Organization Design Process Using Simulation," Organization Science, INFORMS, vol. 17(2), pages 202-214, April.
    • Handle: RePEc:inm:ororsc:v:17:y:2006:i:2:p:202-214
    DOI: 10.1287/orsc.1050.0166
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    References listed on IDEAS

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    Cited by:

    1. Richard M. Burton & Borge Obel, 2013. "Design rules for dynamic organization design: the contribution of computational modeling," Chapters, in: Anna Grandori (ed.), Handbook of Economic Organization, chapter 13, Edward Elgar Publishing.

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