The Virtual Team Alliance (VTA): Extending Galbraith’s Information-Processing Model to Account for Goal Incongruency

Jan Thomsen (), Raymond E. Levitt () and Clifford I. Nass ()
Additional contact information
Jan Thomsen: Det Norske Veritas (DNV)
Raymond E. Levitt: Stanford University
Clifford I. Nass: Det Norske Veritas (DNV)

Computational and Mathematical Organization Theory, 2005, vol. 10, issue 4, No 5, 349-372

Abstract: Abstract This paper introduces a newComputational organizational analysis and design model, Called the Virtual Team Alliance (VTA), that builds on the Virtual Design Team (VDT) (Jin and Levitt, 1996). VTA extends Galbraith’s framework implemented in VDT in two ways: (1) it addresses less routine tasks with some flexibility in how they are performed, and (2) it treats project participants as teleological professionals with potentially incongruent goals. Because tasks in the VTA model are flexible, differences in goals may influence which solution approach project participants prefer; thus, goal incongruencyCan have profound implications for the performance of project teams. We describe how VTA actorsComprise aComplex system that is endowed with fragments ofCanonical information-processing micro-behavior. TheCanonical micro-behaviors in VTA include exception generation, monitoring, selective delegation of authority, searching for alternatives,Clarifying goals, steamrolling, and politicking. The VTA model simulates the micro-levelCommunication andCoordination behavior of actors within the organization, including the impact of goal incongruency between individual actors, in order to determine the emergent, aggregate project behavior and performance. To Galbraith’s sociological analysis, based on information-processing “organizational physics,” we add new “organizationalChemistry” notions based on social psychological and economic agency theories.

Keywords: agency theory; computational organizational design; contingency theory; goal incongruency; information processing; professionals; project organizations; semi-routine tasks (search for similar items in EconPapers)
Date: 2005
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Citations: View citations in EconPapers (1)

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DOI: 10.1007/s10588-005-6286-y

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