Resource title

Informal control and managerial flexibility in network organizations

Resource image

image for OpenScout resource :: Informal control and managerial flexibility in network organizations

Resource description

This paper discusses the effect of the structure of a manager's contact network on his or her flexibility in a network-type of organization. While some contact networks can be turn into efficient managerial tools, other networks may become a serious constraint on the manager's flexibility, hindering his or her ability to develop, maintain, and leverage the adequate relationships to coordinate interdependence. A network built on a set of coordinated contacts, or a network dominated by one or a few contacts, curtails the manager's ability to successfully develop those relationships and negatively affects his or her capacity to coordinate critical interdependencies. Data from the Italian subsidiary of a multinational computer manufacturer furnish evidence supporting our hypotheses. The analysis also shows how informal structures, often embedded in the organizational history, may create bonds of interpersonal subordination that hinder the firm's ability to enact a network-type of organization

Resource author

Resource publisher

Resource publish date

Resource language

en

Resource content type

application/pdf

Resource resource URL

http://flora.insead.edu/fichiersti_wp/Inseadwp1993/93-73.pdf

Resource license

Copyright INSEAD. All rights reserved