Unitary, Divisional, And Matrix Forms As Political Governance Systems

Andrew Whitford ()

Journal of Management & Governance, 2006, vol. 10, issue 4, 435-454

Abstract: In this study I reassess a set of fundamental organization forms (unitary, divisional, and matrix) as agenda-setting and political governance systems. My method of analysis is based on how political scientists study agendas in committees. Specifically, I first recount that moving from a functional (unitary) to a product-line (divisional) structure increases the types of conflict referred from lower to higher levels of the hierarchy, but does not increase the amount of conflict referred. I then show that moving from a product-line to a matrix structure increases the amount and the types of conflict referred to higher levels of the hierarchy; that it is possible in matrix forms that no conflict is resolved at the lowest levels of the hierarchy; and, that accountability is reduced for those who are able to refer conflict. The study reveals implications for matrix forms that derive from this view of organizations as agenda-setting and political governance systems. This analysis fits with the recent history of matrix forms in a variety of organizations. Copyright Springer Science+Business Media, LLC 2006

Keywords: agenda-setting; authority; conflict resolution; hierarchy; matrix; D23; L22; L23 (search for similar items in EconPapers)
Date: 2006
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Citations: View citations in EconPapers (2)

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DOI: 10.1007/s10997-006-9009-y

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