Adaptation as a Morphing Process: A Methodology for the Design and Evaluation of Adaptive Organizational Structures

Didier M. Perdu and Alexander H. Levis ()
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Didier M. Perdu: George Mason University
Alexander H. Levis: George Mason University

Computational and Mathematical Organization Theory, 1998, vol. 4, issue 1, No 1, 5-41

Abstract: Abstract Changes in objectives, in resources, or in the environment may necessitate the adaptation of an organization from one form to another. However, in many cases, the organizations need to continue functioning while adaptation takes place, i.e., it is not possible to stop the organizational activity in order to reorganize, and then start again. In this case, adaptation can be expressed as a morphing process in which the organization transitions from one form with its attendant task allocation to a different one through a series of incremental steps that preserve overall functionality and performance. Coordination between organization members during adaptation is critical. A computational model for this type of organizational adaptation at the operational level is presented. The model is implemented using the Colored Petri Net formulation of discrete event dynamical systems. A design methodology that utilizes this model is outlined and a simple example is used to illustrate the approach.

Keywords: adaptive organizations; organization design; Petri Nets; performance evaluation (search for similar items in EconPapers)
Date: 1998
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Citations: View citations in EconPapers (4)

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DOI: 10.1023/A:1009628813441

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