Organisational relations in organisational design and engineering

Piero Migliarese and Vincenzo Corvello

International Journal of Organisational Design and Engineering, 2010, vol. 1, issue 1/2, 55-68

Abstract: Organisations can be seen as networks of organisational relations (ORs). Information systems (ISs) are able to modify ORs and, in turn, ORs have influence on ISs acceptance and use. Therefore, ORs are a key-variable in order to understand the interaction between organisational systems and ISs. While the structural and quantitative dimensions of ORs have been widely studied in the literature, few theoretical models exist which support the evaluation of ORs from a qualitative point of view. In this paper one of these models, the organisational relational model (ORM), has been used to study the mutual influence between ORs and ISs. In particular the effects of qualitative differences in ORs are studied. The paper provides a case study of a large Italian company in the oil and gas industry. Based on the obtained results an agile approach to the codesign of ORs and ISs is proposed.

Keywords: organisational design; organisational engineering; organisational relations; information systems; agile design; organisational relational model; modelling; Italy; oil and gas industry; codesign. (search for similar items in EconPapers)
Date: 2010
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=35186 (text/html)
Access to full text is restricted to subscribers.

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:ids:ijodei:v:1:y:2010:i:1/2:p:55-68

Access Statistics for this article

More articles in International Journal of Organisational Design and Engineering from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().