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

Timothy N. Carroll (), Thomas J. Gormley (), Vincent J. Bilardo (), Richard M. Burton () and Keith L. Woodman ()
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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

Organization Science, 2006, vol. 17, issue 2, 202-214

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.

Keywords: organization design; NASA; simulation; process; tools; contingency theory (search for similar items in EconPapers)
Date: 2006
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