HD28
.M414
no. 66686R
1
BASEMENT
Basemen-
^.-v*.^ •^"'J
ALFRED
P.
WORKING PAPER
SLOAN SCHOOL OF MANAGEMENT
/Organizational Structure, Information Technology
and R^D Productivity
/
Thomas J. ^11 en
March, 19g^
1666-86R
MASSACHUSETTS
INSTITUTE OF TECHNOLOGY
50 MEMORIAL DRIVE
CAMBRIDGE, MASSACHUSETTS 02139
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STITUTE
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Organizational Structure, Information Technology
and R^D Productivity
Thomas J. Allen
March, 19gb
1666-86R
Adapted from paper presented at the Conference of the European Industrial
Research Managers' Association, The Hague, Netherlands, June 5, 1985.
!iJ:UBRARIES- DEWEY
'
ABSTRACT
R&D
To
imp ro e
an d
two type s of
p r odu c 1 1 V 1 ty
p e r f o rmanc e
be
ommun i cation
mus t
manage d
rope
r ly
Fi rs t
is
p
t here
is
r e qu i r ed
c ommun i cation
wh ich
to coo rd in ate th e many com p lex
and
su b sy s tem inter re la t io ns t hat ex i s t on a n R&D proj ec t
tasks
there
CO mmun i cat ion wh ic h in sure s that the t ec hn ic a 1
Sec ond
is
re ma in cu r r en t
staff
of
the
Orga n iza t i ona 1 s true ture
pr o j ec t
can
be
emp lo y ed
to
ach i eve
e i ther
of
th ese
S inc e
g oa 1 s
d i f f er n t
s t r uc t ur e s
are
needed for the two
it i s impo r t an t to
the
s i tua t i ons
in wh ic h on e or the other d omin a t e s
c ons id e r
A
Pr o j ec t o rgan iza t ion f ac i 1 t a te s task and
t r ad eo f f
is n ecessary
Fun c t io nal
sub sy s t em
c o ordinati on
or g an i z a t ion
conn e c t s
eng i ne r s
mo r e
to
the tech nolo g ie s u pon wh ich they
e f f ec t i ve 1 y
d raw
The m anager m us t d e terrain e th e si tuat ions i n wh ic h on e or
the
ot her
go a 1 d omin a t e s and emp loy the orga n iza t i ona 1 s true ture
Th e
approp r ia t e
t o
that
goa'l
paper pr o V id e s t hr ee
p r e se nt
wh ich
par ame t e r s
can be used to c ha r ac t er iz e pro j ec t si tuat ions
and
d ec i s ion
gu ide
th e
on
org an iz a t io nal
f orm
In a ddit ion
is
there
t he
po s s ibili ty
tha t
i mp ro veme n t s
in f orma t ion
i n
techno 1 ogy w i 11 be
able
to
su bst i tute
fo r
two
one
of
the
organ iz a t iona 1
forms
and a 1 low g rea t e r u s e o f the other
the r eby
easing the org an iz a t io nal t r adeo f f
c
.
,
.
.
•
.
.
,
,
-2-
overwhelming body of research evidence indicates that the
An
direct
most
route
productivity
within
clearly
These studies
(Table I).
itself
relationship
the
R&D performance,
between
performance,
project
particularly
c
organization
R&D
very
show
development
and
through developing good technical communication
is
the
research
increasing
to
technical
internal
and
ommun i c a t ion
There
between
which
work-related
coordinate
results
of
depends
on
toward
communication
the
additional
R&D.
layer
in
reached
achieve optimal
to
first of these
tasks,
In
of
similar to
is
any kind of organization.
organization.
It
is
It
is
required to
transmits the
work to another engineer whose work
This communication, which is directed
those results.
to
The
the
of
engineer's
one
be
of technical communication
which, while technical nature
tasks
coordinating
unique
must
performance.
communication
that
kinds
two
balance
a
organizational
not
however,
are,
exists in every organization, and
the R&D
laboratory, however, there
communication.
The
second
is
type
is
an
of
-3-
Table
I
Technical Communication Within the Laboratory
and R&D Performance
Study
Re su
1 1
s
Allen (1964)
Positive correlation between internal
technical communication and technical
quality of proposals.
Allen (1977)
of engineers working on
identical problems in different
organizations, higher performers
obtained higher proportion of ideas
from colleagues within the
organization.
In cases
Goldhar, et. al.
(1979)
Award winning innovators cited most
important source of information in
developing innovation as communication
with colleagues within the
organizat ion
Baker, et.
al.
(1967)
Successful ideas for new products
originated primarily within the
organizat ion.
Allen, et.
al.
(1980)
Higher performing product and process
development teams communicate significantly more within the organization.
communication
technical
engineers abreast of developments
specialties.
necessarily
communication
that work
keeps
require
can
it
have
In
but
a
the
in
short
the
run,
long
in
their
the work may not
run
this
type of
very marked effect on the quality of
-4-
paper
This
of
communication
reflected
been
treat the tradeoffs between the two types
will
ways
and
the
in
management's
which these tradeoffs have
in
choice
organizational
of
structure.
Managers
extraordinarily
to
research
of
creative
in
development
and
developing new organizational forms
meet changing needs over the past 30 years.
these
of
analyzed
into
attempts
to
organizational
many
forms can, however, be
combinations of two fundamental types.
match
structure
the
the other
organization;
These forms are
Some are even artistic!
many and varied.
All
been
have
looks
of
input
the
One type
the R&D
to
the output.
to
liiE.iii.zEacu5.^£.d_0i.g.an.iz.a.t.ion
The
principal input to an R&D organization
scientific
around
knowledge.
This
type
of
is
technical and
knowledge
organized
is
disciplines, sub-disciplines, technologies and technical
specialties.
To
effectively
organizations
have
manner,
around
i.e.,
specialties.
This
universities
have
antiquity.
structured
is
manage
themselves
disciplines,
a
this
many
input
in
technologies
compatible
a
or
technical
very old form of organization.
been
organized
in
this
R&D
manner
Indeed,
since
Structuring the organization in this way provides
a
-5-
connection
strong
organization's
engineers
work.
In
Engineers
specialties
far more
means
other
them
colleagues,
focussing
almost
keep
up
with
laboratory,
the
ties
it
the most effective
in
developments
their
in
through discussion with colleagues than by
(Allen,
1977).
inpu t- focus sed
The
or
,
organization enables them to do this effectively by
functional,
placing
industrial
an
underlying
base
their technical specialties
to
manner.
any
knowledge
the
to
organizational and often physical proximity to
in
who share their technical specialty.
strongly
so
necessarily
inputs,
on
creates
this
difficulties
course, by
Of
form of organization
on
output side
the
(Figure 1).
output
The
of
an
R&D organization does not normally take
form
of
disciplines
generally
in
the
the
processes.
simultaneous
application
or
problem
be
specialized
to
of
designs
for
Output
is
products or new
new
Such product and process designs often require the
disciplines
can
form
technical specialties.
or
and
technical
severe
functional
in
coordination
specialties.
a
functional
of
This
number
a
coordination
organization.
departments or groups present
coordination, that can become very difficult
to
of
a
The
barrier
manage.
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In
type
response,
of
a
new form of organization evolved.
organization,
engineers
are
taken
out
In
of
this
their
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departments
functional
In most
manager.
moved,
engineers on
all
with the project manager,
insuring
bringing
all
satisfies
In
input
project manager more direct authority and by
the
physical
and
output
the
doing
not
organized,
as
stated
mismatch
specialties.
organization
supporting
particularly
the 1960s
over
the
to
an
long
technologies.
in
the
in
in
There is,
developments
with
This
same
essentially
new problem on the
a
scientific
even
earlier,
Engineers
projects.
current
in
input
the
at
creates
it
organized
is
the
in
requirements of the organization (Figure
Knowledge,
knowledge,
together
location.
however,
so,
side.
technical
engineers
the
of
organizational
around
given project are located,
same area of the facility.
the
in
a
everyone shares the same reporting relationship,
that
providing
2).
project
a
project organization solves the coordination problem by
The
by
to
their work stations are also physically
cases,
that
so
directly
report
and
and
form of projects.
the
a
in
term
A
their
is
organized
more difficult to stay
specialties,
becomes
number
is
discontinuity or
R&D organization that
it
It
form of disciplines or
therefore,
find
engineering
isolated
of
and
the
from its
organizations,
aerospace and electronics suffered this problem
and 70s.
-8-
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Summarizing
there
that
discussion
the
to
this point,
can be seen
it
two conflicting goals which an R&D organization
are
must seek to fulfill:
activities
The
1
must be coordinated
specialties
the work of mu
Projects
2.
1 1
id
must
information
as
i
sc ip
the
in
1
disciplines
inar y projects.
with
state-of-the-art
technologies they draw upon.
seen,
and
order to accomplish
in
provided
be
have
we
various
the
of
is
through
accomplished
best
This,
face-to-face communication.
It
resulted
in
Functional
the
various
the
management,
disciplines
around
latter
specialists
person,
the
between
trade-off
the
is
of the
or
organizational
which
in
project
the
goals
two
that has
used
forms
laboratory
in
R&D.
organized
is
technical specialties, best accomplishes
two goals.
assigned
these
to
a
Project management,
which all
in
project report directly to
manager,
and
are
usually
a
single
moved into
a
single physical location, best accomplishes the former.
Most
other
combination
many
of
forms
of
R&D
these two forms.
organization
are
a
variant or
Over the years there have been
proponents of one or the other of the two.
There has been
-10-
little
very
understanding
real
of
the
fundamental principles
underlying choice of structure.
Xk£._2l.g.aniz.a t.iona.i_ St. r.u £.£."£. £._SE.ac.£. J.
types
of
goal
a
examines
one
If
goals,
the
organization,
it
outlined
above,
connecting engineers with their knowledge base will be
of
Technologies
rate
at
are
will
which
duration,
project
individual's
behind
Certainly the more
developing.
are
progressing
this
in
a
project,
behind.
focussed
the
extremely
more
or
to
in
a
On
a
This parameter,
the
decision
duration
short project,
On
on
same
a
the
long
well.
But
is
an
logic
an engineer,
very dynamic technology, will be unlikely
engineer
is
project,
in very
of
On
a
long
real danger of falling
engineers become very narrowly
problems inherent
application
a
on
of
The
(T^).
touch with developments in that technology.
that
slow
one coordinate of
the
project
the
relatively
The other coordinate
3).
precisely,
very simple.
is
is
determine
to
(Figure
assignment
one working
lose
used
be
structure
organizational
know
they
rate of change of knowledge (dK/dt),
space,
to
arrayed at least roughly according to
be
which
changing.
is
Other technologies are more dynamic.
manner.
even
can
technologies
mature
the
two
the
clear that the importance of the
is
function of the rate at which that knowledge
the
for
in
that project and come
to
their technologies to those problems
since they are organizationally separated
-11-
colleagues
from
other developments
staffing
In
often
fall
individuals
project,
variety
a
Space
Structure
mix
at
lose contact with
they
those technologies.
in
a
specialty,
their
in
Figure
of
points
of
their situations
and
Organizational
the
in
A given project might
3.
employ
a
engineers, some with relatively stable technologies and
of
long
term
long
or
assignments,
dynamic technologies and
with
others
short assignments to the project.
represented
appropriate
by
positions
These situations are
Organizational
the
in
Structure Space.
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Looking
obvious
at
that
for
project
those
situations,
technical
engineers,
who
time
any
will
should
support.
Figure
in
3,
it
is
left portion of
the
should produce better results.
In
lower
the
in
the
benefits
more
than
of
offset
better
any
in
loss
t
of
ra-pr o j ec
external
Project assignments in that region involve
who are drawing on relatively stable technologies and
be
anyway.
loss
points
of
situations
organization
space,
coordination
positions
the
of
working
on
the
project for only
a
short period of
Engineers in this situation are unlikely to suffer
performance
as
a
developments in their specialties.
result
of
losing
touch with
12-
dK
Figure
3.
Organizational Structure Space
-13
other
the
On
upper
right
under
functional
rate
and
are
technical
specialties.
in
engineers
the
likelihood
informed
with
1977).
The
upper
The
to
the
technologies are changing at
the
happening.
this
make
to
is
colleagues
who
it
best
The
way
lessens
keep
to
easy for them to have direct
share
their
specialty
(Allen,
organizational buys this capability at
in
project coordination.
hand region of the space,
the
In
the
tradeoff tilts in the
favoring the benefit of improved technical support
of
colleague
through
relationship
others who share their specialties,
functional
right
direction
they remain in their
functional organization, by grouping
of greater difficulty
cost
the
of
which
danger of falling behind developments in their
with
the
should perform better
matrix
a
the
space,
in
with
in
assignments are sufficiently long that the
the
engineers
contact
the
such situations,
In
engineers
of
organization,
departments
project.
a
engineers whose situations fall
region
hand
functional
such
hand,
contact
over
cost
the
of
difficulty
in
coordination.
The
into
Organizational
regions.
two
functional
in
the
better
assignments
both
For
organization
situations
produce
Structure
will
results
fall
situations in the upper right region,
is
lower
in
Space can thus be sub-divided
left
the
preferred
structure.
For
region, project organization will
(Figure
4).
both regions.
On
many
projects,
There is no reason why
forms of organization cannot be used simultaneously.
Those
lA-
whose project assignments are of short duration or who
engineers
on relatively
drawing
are
into
should be formed
project team reporting to the project manager and housed
a
together
are
the
of
facility.
Those
technologies
should
left
be
in
functional
departments
with colleagues who share those technologies.
relationship
to
While
course.
adding
different
period
engineers,
If
normally
be
completely
a
opposite
is
usually
left
run several years
in
a
is
lengths of assignment for
the nature of the
alone
let
(perhaps
varying
of
project
a
time
of
obvious, normal
organizational structure
on
complication
involved.
matrix form.
a
intuitively
follows
Their
single dimension of project duration, without even
the
the
should take
seem
may
generally
decision
The
on
this
of
practice
industrial
made
the project manager
all
whose
longer duration or who are drawing on
be of
to
dynamic
more
part
same
the
in
assignments
the
stable technologies,
expected to run
months or
six
is
relatively short
engineers will
year)
a
their home departments.
project team
a
technologies
If
a
project
is
to
usually formed.
Xii£._Mai.£.i2c_0x.g,a.iii£.a.i.ioii
parameters,
The
project
knowledge
base
determine
organizational
some
rough
organization.
in
rules
The
the
for
duration and rate of change of the
source technologies, can now be used to
form.
There have been,
location
of
people
in
in
the past,
a
matrix
project manager or program manager's office
•15
generally
contains
personnel,
the
resolving
and
functions
should
situation
whose
diagonal
should
who
falls
support
be
so
However,
located.
they are not
We now have
Certainly
it.
program
technical
decision
Organizing
to
benefits
the
left
the
and below the
the benefits
available
of
project
disciplinary
improved
in
be
(Marquis
office
specialists
the
preferable.
needed to such an extent that
administrative
the
is
In
it
sacrifice some internal coordination for
to
them and
will
is
a
of better
under
functional organization
support
management
addition
are
that
the diagonal,
reasonable
becomes
to
a
Engineers
are available with functional organization.
that
disciplinary
Here,
area
such situations,
In
outweigh
above
the
in
coordination
management
to
project team.
Figure 4, will be more effective when organized in
in
internal
area
the
in
These
performed and these types of people
to be
structure.
project
level"
among the subsystems.
problems
theoretical basis for organizational location.
firmer
the
need
engineers
only
the
interface
located
"systems
and
being responsible for system integration
latter
still
be
administrative
some
the
to
can
based
&
belong
Straight,
in
1965).
the
In
systems people, however, many of the
be
on
personnel
located
estimates
there
of
the
as
well.
The
two parameters.
this manner will allow better coordination within
project without unduly sacrificing the project's connections
its
technological base.
-16-
dK
ar
Figure
4.
Division Into Project
and Functional Regions
-17-
separating
Figure
of
the
line
which work
to
interdependent among
is
portions of the project determines the degree to which
subsystem
or
necessary.
The extent
to
which work on one
problem depends upon progress
in
another subsystem
is
problem area and the complexity of the interface requirements
subsystems and problem areas determine the severity of the
among
coordination
project
of
position
the
functional regions in the space of
and
degree
The
coordination
task
or
project
the
4.
different
determines
parameter
third
A
tasks
within
Therefore,
interd ependenc ie
manage
will
s
in
t
e
rd
It
to
the neel
is
magnitude
the
for coordination
calls for the use of project
that
determine
required,
is
these
project
a
organization.
organization
problem.
of
extent
the
the
to
subsystem
which project
provide the coordination needed to
epend enc ie s
Thus the position of the line
.
separating
project region from the functional region in Figure
will
determined
be
in te rd
ependenc ie s in
When
organization
personnel.
a
subsystem
will
by
a
epend enc ie s
required
When these are
the project within
the
of
subsystem
given project (Figure 5).
in te rd
be
magnitude
the
4
low,
for
it
a
are
high,
project
larger proportion of the
becomes much easier to manage
matrix (functional)
structure.
-18-
= Subsystem
Interdependence
Iss
dK/dt
Figure
5.
The
Effect of Subsystem Interdependence.
-19-
Rs.i.S.LJ^Lu.S.Li.Q.U.—2.L—Q.L&.2.Il.i.z 2.^i 2.0.2.1.— ^LLULLilLS.
development
rate
part,
extent
to
to
assist
them
contact.
The
within
t
r
which
it
must
By
a
determines
(^ss^
Finally,
duration
the
set
extent
engineers
their
to
extent
which
to
separation
duration,
project
degree
the
of
(T^)
must
one
engineer
that
more
specific
for any
which
to
or
from
be
his
a
serious effect.
situation on each of the three parameters
of project
relationship
through colleague
the
of assignment
given
in
a
necessary and the frequency with
is
the
bringing
in
Short term projects have little effect in this
base.
the
organized
in
ependency among subsystems and problem areas
estimating
determine
be
current
long term project assignments can have
regard,
them
about
keeping
in
determine
will
knowledge
for
the
engineers
which
The
base (dK/dt) determines,
knowledge
required.
is
concerned
rd
determined by three parameters.
is
coordination
t
particularly,
engineer
t e
project
the
a-pr o j ec
in
organization for the research and
of
the
of
the
manner
in
laboratory
change
of
form
optimal
the
So
assignments,
which
to
the
a
project manager can
project will benefit from
directly into the project team or by leaving
home
departments
the project.
and
creating
a
matrix
-20
X]l£_lmEaSLt._o f,_lmErov£.E£n t.£._in_lnf,o
without
least
at
developments
by
improved
Advances
some
of
structure
will
be
organizational
for
First,
technology
Advances
date.
selective
engineers
use
to
in
organizational
goal
through
through
augmented
that
by
technology.
improvements
that
easier
to
incorporating
to
In
keep up to
retrieval
document
1986)
literature
information
in
engineers
for
(Malone,
the
both of two ways.
or
artificial
easier for
will make
it
keep
touch
in
this way,
and
the
with
information
goal which was formerly achieved through
a
The
functional organization has as
colleague contact.
The
information system
improved access to the literature might obviate the need
colleague
the
functional
.
such
improved coupling of engineers to their supporting
for
used
either
systems,
structure.
the
technologies
assumed
in
their specialties.
accomplishes
is
on
functions now assigned to
the
contemporary
beyond
techniques
developments
its
it
dissemination
intelligence
system
argue
make
will
have
Technology may be seen as substituting
structure
could
one
will
human communication
as
technology,
Information
in
technology
information
Certainly,
organizational
iifill-P £.££.£. s.^iaS.-X£.£.tlIl2.i2.&X.
speculating about the impact that the explosive
in
communication.
HI a.
organizational communication these days
discuss
cannot
One
r
contact and thereby accomplish the goal for which
form
of
organization
has
been
traditionally
21
the other hand,
On
being
are
members,
developed
well
as
progress
improved systems for project coordination
which will make
the project manager,
as
sub-problems,
on
easier for project team
it
changes
stay current with
to
subsystem
in
design
and
modifications to interface specifications.
this
In
which
way,
t
a-pro j ec
members.
information
The
coordination
capabilities,
face-to-face
contact
accomplishes
that
project
contact
improved
among project
through its improved
need
the
for
members
team
which
for
goal
accomplished
is
system,
obviates
among
goal
direct
a
organizational
its goal
as
This
better
through
also attains
through
has
coordination.
t
organizationally
team
structure
project
The
system
accomplished
formerly
was
structure.
in
information
the
as
and
project
the
much
thereby
form
of
organization was originally developed.
Available
that
evidence
would
are
information
knowledge
straightforward.
systems
base
will
base.
Information
portion
of
the
For
directed
be
toward
systems
knowledge
can
to
believe
The reasons
foreseeable
for
future,
connecting engineers to
which
presently
is
The documents, books,
may
magnetically,
stored
the
one
a
limited by the nature of that knowledge
documentation.
be
incline
second of these effects will dominate.
the
this
research
but
at
access
contained
in
only
the
that
form of
journals, papers and so on
some
point they must be
-22
converted
print
to
printed
research
source
word
of
still
might
scientists
be
relevant
For
all
stored
and
delivered
into
and
understandable
by
will
in
Engineers
must
severely
be
which
very
the
engineers
this well and
there
assuming this function
configuration
information
in
providing
a
projects
are
periodic
memoranda.
on
and
project.
should
so
and
The
the
spoken word.
functional organization
foreseeable future.
technical problems, changes in
on can be more
readily
this sense,
In
a
easily communicated
understood
by
engineers
information technology, by
for updating and
means
have
remain
information about project or subsystem
systems
improved
information
the
in
particular
product
information
So
little chance of information systems
is
hand,
progress
must
talk directly to other engineers to
to
does
status,
it
form which is seen as
him.
will
current with their technology.
other
a
the engineer,
this
principal means for communicating
stay
the
little used
a
limited in aiding the engineer by
and
is
able
be
for basic
ultimately delivers technical information.
it
reasons,
these
engaged
to
("translated")
to
of
a
No matter how well
converted
knowledge
On
likely remain,
engineers.
is
technology
form
and will
is,
it
medium
satisfactory
a
for
to,
the
be
information
information
by
There is
read.
to
body of research (Allen, 1977) which indicates that, while
large
the
the engineer
for
transmission of this
significant impact.
At present,
most
coordinated, as they have been for years, by means
review
There
meetings
is
and
absolutely
written
no
status
reason
reports
or
why such devices
•23
cannot
put "on-line".
be
"many-to-many"
1984)
and
coordination
coordinating
should
project work across
technology
will
was developed.
can be viewed as
such electronic means
associated with
matrix organization structure
accomplishing
be
organization
way,
this
a
As
Livingston,
1981;
the problems
advance,
diminished considerably.
be
project
(Stevens,
exists
rapidly being improved.
is
project
for
reporting
software for conferencing and for
The
In
other words,
the
major
information
goal for which
Information technology,
in
substitute for the project form of
a
organizational structure.
impact should be greater for those specialties which are
The
changing
advantages
associate
date.
advances
same degree with similar colleagues to stay up
the
impact
the
So
project
Those
draw on more stable specialties do not need to
who
to
therefore benefit more from the
organization.
functional
of
participants
to
and which will
rapidly
of
improved
coordination
through
information technology will be greater for the more
in
dynamic technologies.
The
to
move
regions
Since
will
the
in
the
result
between
effect on the theoretical space of Figure
net
dividing
such
in
project
will be
between the project and functional
line
way that the functional region is increased.
a
effect
4
on
a
and
more dynamic specialties
change
in
the
slope
is
greater, this
of the dividing
functional regions (Figure 6).
line
Functional
-24-
Ti
IT
« Effect of
Information
Technology
dK
Figure
6.
The
Effect of Information Technology.
-25
organization
(matrix)
a
will become the more appropriate form for
greater number of situations.
Q.on£_lus.iQ.n.S.
To
improve
communication
must
communication
which
tasks
In
addition,
in
communication
for
the
in
subsystem
draw.
the
two
goals,
Project
these
of
three
project
organizational
with
staff of the
developments
important
is
Functional
to
to
consider the
the
is
facilitates
these
tradeoff
task
organization
and
connects
situations in which one or
more important and employ the
parameters
and
Finally,
of
A
The present
appropriate to that goal.
information
one
their
technologies upon which they
the
situations
form.
in
for
second layer of
Since different structures are
it
two goals
structure
provides
improvements
a
technical
the
organization
effectively
more
characterize
is
Organizational structure can be employed
coordination.
other
there
contact
The manager must determine
substitute
First there is that
which one or the other goal dominates.
organizational
paper
that
close
in
necessary.
engineers
insures
both of these goals.
situations
is
laboratories,
R&D
specialties.
achieve
needed
properly.
required to coordinate the many complex
is
which
remain
technical
to
managed
be
performance two types of
and
subsystem interrelations that exist on an R&D project.
and
project
productivity
R&D
which
guide
there
is
technology
organizational
can
be
used
to
the
decision
on
will
that
hope
the
be
forms
able
and
to
allow
-26
greater
inherent
at
this
capable
use
the other,
of
the organizational
in
time,
that
project
state-of-the-art
engineer.
organization
organization.
will
It
and
thus
allow
It
technology
coordination
serve
greater
as
and
would seem likely,
will
than
prove
it
information
technical
Used effectively,
"civilize" the matrix.
tradeoff.
information
improving
of
providing
thereby removing much of the conflict
a
will
to
more
of
the
substitute for project
easier
use of functional
information technology may even
27-
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Date
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3175
6/90
"Information Technology Investments,
Compensation, and Stock Ownership:
Top Management
An
Empirical Study," Loh, L,
and Venkatramanm, N.
3169
6/90
of Science and Technology Parks: Towards A Better
Understanding of Their Role in the Emergence of New
Technologies," Van Dierdonck, R., Debackere, K,. and Rappa, M.
3166
5/90
"Joint
"An Assessment
Venture Formations
in the Information
Technology Sector:
A
Diffusion-of-Innovation Perspective," Venkatraman, N., and Koh,
J-
3142
11/89
3141
10/89
"Does Information Technology Lead to Smaller Firms?,"
Brynjolfsson, E., Malone, T., and Gurbaxani, V.
"The Duality of Technology. Rethinking the Concept of Technology
in Organizations," Orlikowski,
3138
3/90
"Management
of National
Industrializing
3136
3/90
3135
3/90
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W.
Technology Programs in a Newly
Taiwan," Chiang,
"Beyond the Globalization of Information Technology: The Life of
an Organization and the Role of Information Technology," Lee,
Y.W., and Wang, Y.R.
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Manufacturing Technology and Product-Market
Competition," Fine, C.H., and Pappu,
3132
2/90
3130
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Firms: An Assessment in the Information Technology Sector,"
Venkatraman, N., and Koh, J.
"Management
Chiang,
3129
J.T.
of Technology in Centrally Planned Economy,"
J.T.
"Government Funding Strategy
in
Technology Programs,"Chiang,
J.T.
3128
1/90
"National
Chiang,
3087
10/89
Champion
Strategy in Technology Development,"
J.T.
"Japanese Cooperative
R&D
Projects in Software Technology,"
Cusumano, M.
3086
10/89
"Strategic Alignment: A Process Model for Integrating Information
Technology and Business Strategies," Henderson, J., and
Venkatraman, N.
Paper #
3072
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Date
TitlelAuihoHs)
2097
10/88
"Information Technology,
Organizational Learning:
Human
A Case
Resource Managment, and
Study in Telecommunications,"
Villiger.
2096
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for Mutual
New Technology and
Labor Relations:An Opportunity
Influence," McKersie,
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Work Groups: The Case of
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"Information Technology and
New
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and Cooprider,
"Information Technology and the
More Effechve Management
Short,
J.,
J.
New
Organization: Towards
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J.,
and
J.
"Information Technology: From Impact on to Support for
Organizational Design," Invernizzi.
"An Economic Study of
the Information Technology Revolution,"
Jonscher.
The Case of Japanese
and Mizouchi, R.
"Inter-Firm Technological Collaboration:
Biotechnology," Roberts,
E.,
"Semiconductor Technology Flow Through Formal Transfer
Mechanisms," Griffin, A.
"Determinants of Employees' Affective Response to the Use of
Information Technology in Monitoring Performance," Chalykoff,
J.
"Technological Choice: Obstacles and Opportunities for Union-
Managmenet Consultation on New Technology," Thomas,
R.
"Economics, Technology, and the Environment," Forrester,
J.
"Software Technology Management:
Solutions,"
Worst' Problems and
'Best'
Cusumano, M.
"Information Technology and
and Malone,
Work
Organizarion," Crowston, K.,
T.
"Technology Choice, Product Life Cycles, and Flexible
Automation," Fine, C, and Li, L.
"Dilemmas of
U.S. Export Control of
China," Chiang,
J.
Technology Transfer
to
Paper #
Date
1939
10/87
Title!Authoris)
"Toshiba's
Fuchu Software
Factory:
Strategy, Technology,
and
Organization," Cusunnano, M.
1927
7/87
1924
8/87
"Technology Strategies in National Context and National
Programs in Taiwan," Chiang, J.
"Information Technology and the Structuring Process," Lee,
S.,
and
Robertson, D.
1923
8/87
1910
7/87
for the Study of Firm and Industry-Level
Impacts of Information Technology," Bakos, ].Y.
"Dependent Variables
"The Impact of Information Technology on Control:
Theory Perspective," Lee,
1909
6/87
S.,
A
Leadership
and Trcacy, M.
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Nohria, N., and Vcnkatraman, N.
1885
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to
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Implications for Strategy, Technology, and Structure,"
Cusumano,
M.
1884
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"Information Technology Impacts on Innovation," Lee,
S.,
and
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"Perspectives on the Effective Use, Planning,
and Impact
of
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"Information Technology in Marketing,"
Little,
J.
"A Formal Model of Organizational Structure and Its Use in
Malone, T.
Predicting Effects of Information Technology,
"Management
Issues in
Companies," Ancona,
'
New Product Teams in High Technology
D.,
and Caldwell, D.
"Assessing the Impact of Information Technology on Enterprise
Level Performance, Crowston, K., and Treacy, M.
'
"Toward a Cumulative Tradition of Research on Information
Technology as a Strategic Business Factor," Treacy, M.
S.,
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Date
1770
4/86
TitlelAuthcris)
"Electronic
Markets and Electronic Hierarchies: Effects of
Information Technology on Market Structures and Corporate
Strategies," Benjamin, R., Malone, T., and Yates, J.
1533
1/84
"The Changing Strategy-Technology Relationship in TechnologyBased Industries: A Comparison of the United States and Japan,"
Horwitch, M., and Sakakibara, K.
1507
12/83
"Information Technology:
Rockart,
1428
8/85
J.,
A
Scott Morton, M.,
"New Product
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and Wyman,
J.
Strategy in Small Technology-Based Firms:
A
Pilot
Study," Meyers, M., and Roberts, E.
1426
4/83
1419
3/83
"Business Planning in the Start-Up High-Technology Enterprise,"
Roberts, E.
1408
3/84
Evidence and the Abandonment of Medical Technology:
Shidy of Eight Drugs," Finkelstein, S., and Gilbert D.
"Scientific
A
"Implications of
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1382
11/82
"New Product
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and Rockart, J.
Strategy in Small High Technology Firms,"
Meyer
M.H.
1365
10/82
"A Behavioral Framework for the Management of Technology
Transfer Negotiations," Villalba, J.O.
1357
10/82
"Quality Assurance Systems and US Management in the 1980s: The
Experiences of Eleven High Technology Companies," Barocci, T.A.,
Klein, T.A., Sanford, D.A.,
1355
10/82
and Wever, K.R.
"Medical Evidence and Clinical Practice:
How Can
Assessment Narrow the Gap?" Finkelstein,
S.N.,
Technology
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P.
1328
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"Transferring Technology to the Small Manufacturing Firm: A
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Hyman, D.B., and Pinckney, D.L.
1308
4/82
"Office:
1227
6/81
New Technical Organizationl
Technical Staff as a Function of the Nature of
Work: Implications for Interorganizational Technology Transfer,"
Allen, T.J., and Lee, D.M.S.
Technology and People" Keen, P.G.W.
"Organizational Integration on
Integration of
New
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When Ordering Papers
Paper #
Date
Title/Authoris)
1769
4/86
"Information Technology Integration and Organizational Change,"
Benjaminm
1729
11/85
R.,
and
Scott Morton,
M.
"Some Thoughts.on The Challenge of Modernizing Industrial
Technology in China: Implications for Sino-U.S. Relations," Simon,
D.
"Organizational Structure and Information Technology: Elements
1710
of a Formal Theory," Malone, T.
"Factors Affecting Invention and Innovation in Science and
Technology: Implications for the People's Republic of China," Yin,
J.X.
"Towards a More Precise Concept of Information Technology,"
Bakopoulos,
J.
"Environment and Technology Strategy of Japanese Companies,"
Hirota, T.
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R&D
Productivity," Allen, T.
"The Effect of Business Interdepjendencies on Technology-Intensive
Business Performance: An Empirical Investigation," Horwitch, M.,
and
Thietart, R.
"The Process of Technology Transfer to the New Biomedical and
Pharmaceutical Firm," Roberts, E., and Hauptman, 0.
"Obsolescence of Conformity to Expectation? A Study of Technical
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Felsher,
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1639
3/85
"Information Technology and Corporate Strategy:
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1631
1/85
"Future Directions in
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12/84
"A Test of
a
Methodology
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1618
1543
12/84
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to
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Treacy,
Rank Quality
A
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M.
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"The Current Transformation of Technology Strategy: The Attempt
to Create Multiple Avenues for Innovation Within the Large
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"The Dynamics of a Fledgling High-Technology Growth Market,"
Morecroft,
J.
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1195
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"Modeling the Development and Dissemination of an Emerging
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and Kloinmann, A.J.
1193
3/81
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"Influences
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to
Biomedical
Technology," Roberts, E.B.
1066
5/79
"Living with Technology:
Issues at Mid-Career," Bailyn,
L.,
and
Schein, E.
1055
3/79
"Cultural Differences
1005
3/78
"Technology Transfer as a Function of Position in the Spectrum from
Research Through Development," Allen, T.]., Tushman, M.L., and
and Information Systems Technology,"
Barquin, R.C., and Meador, C.L.
Lee, D.
942
6/77
A Study of theDiffusion of
Manufacturing Industry," Allen, T.J.
"Transferring Technology to the Firm:
Technology
in Irish
939
6/77
"The Role of Person to Person Communication Networks in the
Dissemination of Industrial Technology," Allen, T.J.
922
4/77
"Ideology, Dependencia
902
and the Control of
MultinationCorporations: A Study of the Venezuelan Policy in
Foreign Investment and Technology Transfer," Naim, M.
"Technology Transfer Under Varying Rates of Knowledge
Generation," Spital, F.C., and Allen,
T.J.
"New Developments
in O.D. Technology: Programmed
Development," Plovnick, M., Fry, R., and Rubin, I.
Team
"The Degree of Penetration of Computer Technology in Latin
America: A Survey," Barquin, R.C.
"Some Obstacles to Regional Coorperation in Central America for
th Joint Development of Computer Technology Programs," Barquin,
R.C.
"Institutional Roles in
Technology Transfer: A Diagnosisof the
T., and Cooney, S.
Situation in
One
"Getting the
Word Around -
Small Country," Allen,
Repjort of a Pilot
Transfer to Irish Industry," Allen,
T.,
and
Study on Technology
Reilly, V.
Paper #
Date
Title/Authoris)
1226
6/81
"U.S.
Governmental
Policies
Toward Technology Transfer by U.S.
Government do
Business to Developing Nations: Should the U.S.
More?" Swannack-Nunn,
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MA
Plmse allow 4-6 weeks
If you require express
for delivery.
delivery, please enclose a self-addressed, pre-paid express envelope with
your order.
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