Information handling, organizational structure, and power

Michael K. Buckland

Journal of the American Society for Information Science, 1989, vol. 40, issue 5, 329-333

Abstract: Arrangements for communicating and processing information are ordinarily designed to serve an organization's structure of more‐or‐less delegated and decentralized decision making. However, analysis indicates that in the longer term, the reverse is also true: Organizational structures and the distribution of power within organizational structures adapt to changes in information handling capability, as, for example, in military strategic communications. Delegation of decision making is inversely related to the effectiveness of information handling. Delegation and decentralization can be viewed as indicative of (and as a response to) inadequate information handling. Improved information handling can be expected to centralize power. © 1989 John Wiley & Sons, Inc.

Date: 1989
References: Add references at CitEc
Citations:

Downloads: (external link)
https://doi.org/10.1002/(SICI)1097-4571(198909)40:53.0.CO;2-H

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:bla:jamest:v:40:y:1989:i:5:p:329-333

Ordering information: This journal article can be ordered from
https://doi.org/10.1002/(ISSN)1097-4571

Access Statistics for this article

More articles in Journal of the American Society for Information Science from Association for Information Science & Technology
Bibliographic data for series maintained by Wiley Content Delivery ().