Performance of Organizational Design Models and Their Impact on Organization Learning

Aris Ouksel () and Ronald Vyhmeister
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Aris Ouksel: University of Illinois at Chicago
Ronald Vyhmeister: University of Illinois at Chicago

Computational and Mathematical Organization Theory, 2000, vol. 6, issue 4, No 6, 395-410

Abstract: Abstract The performance of various organizational structures is an essential parameter in the reengineering of organizations, particularly in the current rapidly changing, competitive and information technology-dependent environment. This situation has generally resulted in a smaller workforce confronted with voluminous information-processing requirements. Naturally, the focus has been on the design of organzations that will support effective and efficient learning processes. This specific study is on the contingency modely by Ouksel et al. (1997) on the impact of organizational structure on organizational learning and performance. It expands the empirical evaluation of the model to test its robustness. This is done by conducting extensive simulations with (a) a larger number of variables in the decision tasks, and (b) a larger set of numbers for each of the numeric variables, than has been used in the past. Overall, the validity of previous results achieved has been confirmed, but the selection of the most appropriate design, that which will indeed improve learning, is even more nuanced than past studies have concluded.

Keywords: organizational learning; organizational structure; organizational performance; organizational models; reengineering; information overload; simulation; decision tasks (search for similar items in EconPapers)
Date: 2000
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Citations: View citations in EconPapers (2)

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DOI: 10.1023/A:1009662414331

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