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Performance of Organizational Design Models and Their Impact on Organization Learning

Author

Listed:
  • Aris Ouksel

    (University of Illinois at Chicago
    Universidad Adventista del Plata)

  • Ronald Vyhmeister

    (University of Illinois at Chicago
    Universidad Adventista del Plata)

Abstract

The performance of various organizational structures is an essential parameter in the reengineering of organizations, particularly in the current rapidly changing, competitive and information technology-dependent environment. This situation has generally resulted in a smaller workforce confronted with voluminous information-processing requirements. Naturally, the focus has been on the design of organzations that will support effective and efficient learning processes. This specific study is on the contingency modely by Ouksel et al. (1997) on the impact of organizational structure on organizational learning and performance. It expands the empirical evaluation of the model to test its robustness. This is done by conducting extensive simulations with (a) a larger number of variables in the decision tasks, and (b) a larger set of numbers for each of the numeric variables, than has been used in the past. Overall, the validity of previous results achieved has been confirmed, but the selection of the most appropriate design, that which will indeed improve learning, is even more nuanced than past studies have concluded.

Suggested Citation

  • Aris Ouksel & Ronald Vyhmeister, 2000. "Performance of Organizational Design Models and Their Impact on Organization Learning," Computational and Mathematical Organization Theory, Springer, vol. 6(4), pages 395-410, December.
    • Handle: RePEc:spr:comaot:v:6:y:2000:i:4:d:10.1023_a:1009662414331
    DOI: 10.1023/A:1009662414331
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    References listed on IDEAS

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    1. Zhiang Lin & Kathleen Carley, 1993. "Proactive or Reactive: An Analysis of the Effect of Agent Style on Organizational Decision‐making Performance," Intelligent Systems in Accounting, Finance and Management, John Wiley & Sons, Ltd., vol. 2(4), pages 271-287, December.
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    Cited by:

    1. Chris P. Long & Richard M. Burton & Laura B. Cardinal, 2002. "Three Controls are Better than One: A Computational Model of Complex Control Systems," Computational and Mathematical Organization Theory, Springer, vol. 8(3), pages 197-220, October.
    2. Dupouet, Olivier & Yildizoglu, Murat, 2006. "Organizational performance in hierarchies and communities of practice," Journal of Economic Behavior & Organization, Elsevier, vol. 61(4), pages 668-690, December.

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