Limits and opportunities of a matrix organization: a study of coordination mechanisms within a multiple brand organization
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Abschlussarbeit Buch |
| Sprache: | English |
| Veröffentlicht: |
Wiesbaden
Springer Fachmedien Wiesbaden GmbH
[2020]
Wiesbaden Springer |
| Schriftenreihe: | AutoUni – Schriftenreihe
Band 149 |
| Schlagworte: | |
| Online-Zugang: | Inhaltstext http://www.springer.com/ Inhaltsverzeichnis |
| Beschreibung: | XXII, 203 Seiten Illustrationen 21 cm x 14.8 cm |
| ISBN: | 9783658322601 3658322608 |
| ISSN: | 1867-3635 |
Internformat
MARC
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| 100 | 1 | |a Shahani, Jasmine |e Verfasser |0 (DE-588)1223940934 |4 aut | |
| 245 | 1 | 0 | |a Limits and opportunities of a matrix organization |b a study of coordination mechanisms within a multiple brand organization |c Jasmine Shahani ; with a foreword by Prof. Dr. Eric Davoine and Dr. Martin Hofmann |
| 263 | |a 202012 | ||
| 264 | 1 | |a Wiesbaden |b Springer Fachmedien Wiesbaden GmbH |c [2020] | |
| 264 | 1 | |a Wiesbaden |b Springer | |
| 300 | |a XXII, 203 Seiten |b Illustrationen |c 21 cm x 14.8 cm | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 490 | 1 | |a AutoUni – Schriftenreihe |v Band 149 |x 1867-3635 | |
| 502 | |b Dissertation |c University of Fribourg |d 2020 | ||
| 610 | 2 | 7 | |a Traton |0 (DE-588)1213890314 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Multinationales Unternehmen |0 (DE-588)4075092-9 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Matrixorganisation |0 (DE-588)4136164-7 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Organisationsstruktur |0 (DE-588)4115464-2 |2 gnd |9 rswk-swf |
| 653 | |a Collaboration | ||
| 653 | |a Organizational culture | ||
| 653 | |a Organizational culture | ||
| 653 | |a Matrix organization | ||
| 653 | |a Power of organizations | ||
| 653 | |a Case study | ||
| 653 | |a Conflict in matrix structures | ||
| 653 | |a Boundary spanning skills | ||
| 653 | |a Matrix structure | ||
| 653 | |a Contemporary MNC | ||
| 653 | |a Multiple brand organization | ||
| 653 | |a Boundary spanning | ||
| 653 | |a Decision-making | ||
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| 700 | 1 | |a Davoine, Eric |d 1967- |0 (DE-588)123405807 |4 wpr | |
| 700 | 1 | |a Hofmann, Martin |d 1965- |e Sonstige |0 (DE-588)133377121 |4 oth | |
| 710 | 2 | |a Springer Fachmedien Wiesbaden |0 (DE-588)1043386068 |4 pbl | |
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Datensatz im Suchindex
| _version_ | 1804182067027640320 |
|---|---|
| adam_text | TABLE
OF
CONTENTS
FOREWORD
.......................................................................................................................................
VII
ACKNOWLEDGEMENTS
.......................................................................................................................IX
LIST
OF
FIGURES
..............................................................................................................................
XV
LIST
OF
TABLES
.............................................................................................................................
XVII
LIST
OF
ABBREVIATIONS
..................................................................................................................
XIX
ABSTRACT
.......................................................................................................................................
XXI
1
INTRODUCTION
.............................................................................................................................
1
2
THE
CONTEMPORARY
MATRIX
ORGANIZATION
&
CONCEPTS
....................................................7
2.1
TOWARDS
THE
CONTEMPORARY
MNC
...............................................................................
7
2.1.1
FROM
A
HIERARCHICAL
COORDINATION
PERSPECTIVE
TO
A
NETWORK
PERSPECTIVE....
9
2.1.2
MECHANISMS
OF
COORDINATION
AND
CONTROL
IN
THE
MNC
................................
11
2.1.3
RELEVANCE
AND
ASSOCIATED
RESEARCH
QUESTIONS
.............................................
13
2.2
UNDERSTANDING
THE
MATRIX
ORGANIZATIONAL
FORM
....................................................
14
2.2.1
THE
MATRIX
ORGANIZATION
IN
THE
FIELD
OF
ORGANIZATION
THEORY
.....................
14
2.2.2
DECISION
MAKING
IN
THE
CONTEMPORARY
MATRIX
ORGANIZATION
.......................
19
2.2.3
THE
QUESTION
OF
INNOVATION
IN
A
MATRIX
ORGANIZATION
..................................
22
2.2.4
RELEVANCE
AND
ASSOCIATED
RESEARCH
QUESTIONS
............................................
23
2.3
CONFLICTS,
NEGOTIATIONS
AND
POWER
CAPABILITIES
IN
THE
MNC
.................................
24
2.3.1
CONFLICT
IN
MNCS
...........................................................................................24
2.3.2
POWER
IN
MNCS
...............................................................................................29
2.3.3
RELEVANCE
AND
ASSOCIATED
RESEARCH
QUESTIONS
............................................
31
2.4
TOWARDS
A
DYNAMIC
VIEW
OF
CULTURE
IN
THE
MATRIX
...............................................32
2.4.1
ORGANIZATIONAL
CULTURE
....................................................................................
33
2.4.2
ORGANIZATIONAL
IDENTITY
...................................................................................
37
2.4.3
THE
DYNAMIC
VIEW
OF
CULTURE
........................................................................
39
2.4.4
INTEGRATION
AND
THE
EMERGENCE
OF
NEW CULTURE
............................................
40
2.4.5
MATRIX
ORGANIZATIONS
AND
CULTURE
..................................................................
44
2.4.6
RELEVANCE
AND
ASSOCIATED
RESEARCH
QUESTIONS
............................................
48
2.5
THE
ROLE
OF
BOUNDARY
SPANNING
IN
THE
MNC
..........................................................48
2.5.1
BOUNDARY
SPANNING
ACTIVITIES
AND
THEIR
ANTECEDENTS
..................................49
2.5.2
BOUNDARY
SPANNERS,
SKILLS
AND
OBJECTS
.........................................................
51
2.5.3
RELEVANCE
AND
ASSOCIATED
RESEARCH
QUESTIONS
............................................
54
XII
2.6
RESEARCH
QUESTIONS
EMERGING
FROM
THE
LITERATURE
REVIEW
.................................
55
3
RESEARCH
DESIGN
...................................................................................................................
57
3.1
METHODOLOGY
..................................................................................................................
57
3.1.1
RESEARCH
PARADIGM,
ONTOLOGY,
EPISTEMOLOGY
AND
METHODOLOGY
................
57
3.1.2
THE
CHOICE
OF
CASE
STUDY
RESEARCH
..............................................................
58
3.1.3
SEALS
OF
QUALITY
AND
ETHICS
............................................................................
61
3.2
CASE
DESCRIPTION
AND
CONTEXT
....................................................................................
63
3.2.1
CASE
STUDY
OVERVIEW
......................................................................................
63
3.2.2
NATIONAL
CONTEXTS
............................................................................................
67
3.2.3
THE
STRATEGIC
CHOICE
OF
HR
AND
R&D
AS
A
FIELD
OF
STUDY
..........................
70
3.2.4
DEFINING
THE
HOLDING
MATRIX
ORGANIZATION
AND
THE
CROSS-BRAND
PROJECT
..
72
3.3
DATA
COLLECTION
AND
ANALYSIS
......................................................................................
74
3.3.1
DATA
COLLECTION
...............................................................................................
74
3.3.2
DATA
ANALYSIS
..................................................................................................
75
4
EMPIRICAL
FINDINGS
..............................................................................................................79
4.1
HR
PROJECT
ANALYSIS
....................................................................................................79
4.1.1
THE
HR
FUNCTION
GOVERNANCE
AND
CHRONOLOGY
...........................................
79
4.1.2
GROUP
GRADING
................................................................................................
83
4.1.3
PLURALISM
&
INCLUSION
COOPERATION
................................................................
92
4.1.4
MANAGEMENT
DIALOGUE
...................................................................................
100
4.1.5
GROUP
DEVELOPMENT
PROGRAMS
.....................................................................
105
4.1.6
GLOBAL
ASSIGNMENT
TOOLBOX
.........................................................................
114
4.1.7
SUMMARY
AND
ANALYSIS
OF
KEY
FINDINGS
WITHIN
HR
PROJECTS
....................
119
4.2
THE
RESEARCH
AND
DEVELOPMENT
PROJECT
PROCESSES
..............................................
129
4.2.1
THE
R&D
FUNCTION
GOVERNANCE
AND
CHRONOLOGY
.......................................
129
4.2.2
CHAMP
PROJECT
............................................................................................
134
4.2.3
ENGINE
PROJECT
...............................................................................................
139
4.2.4
AXLE
PROJECT
...................................................................................................
142
4.2.5
GEARBOX
PROJ
ECT
.............................................................................................
146
4.2.6
SUMMARY
AND
ANALYSIS
OF
KEY
FINDINGS
WITHIN
R&D
PROJECTS
.................
149
4.3
SUMMARY
OF
EMPIRICAL
ANALYSIS
...............................................................................
154
4.3.1
GOVERNANCE
AND
LEVERAGED
POWER
CAPABILITIES
.........................................
154
4.3.2
ISSUES
AND
ACTORS
IN
DECISION
MAKING
.........................................................
156
4.3.3
KNOWLEDGE
SHARING
AND
THE
BARRIERS
TO
INNOVATION
....................................
157
XIII
4.3.4
ORGANIZATIONAL
CULTURE
DIFFERENCES
AND
IDENTITY
THREATS
............................
158
4.3.5
THE
SNOWBALL
EFFECT
OF
BOUNDARY
SPANNING
AND
ASSOCIATED
SKILLS
........
159
5
CONTRIBUTIONS
AND
CONCLUSIONS
......................................................................................
163
5.1
MAIN
CONTRIBUTIONS
...................................................................................................
163
5.1.1
A
MATRIX
ORGANIZATION
SUPPORTING
LATERAL
COORDINATION
...........................
163
5.1.2
DECISION
MAKING
CONTINGENCY
THEORY
AND
THE
ROLE
OF
CONFLICT
.............
165
5.1.3
KNOWLEDGE
SHARING
IN
THE
MATRIX
FACILITATING
EXPLORATION
ACTIVITIES
....
170
5.1.4
ORGANIZATIONAL
CULTURE
AND
IDENTITY
ISSUES
IN
A
MATRIX
ORGANIZATION
.....
171
5.1.5
BOUNDARY
SPANNING,
FACILITATED
BY
AND
REQUIRED
IN
A
MATRIX
ORGANIZATION
.............................................................................................
173
5.2
CONCLUSION
...................................................................................................................
175
5.2.1
THE
RESEARCH
FINDINGS
AT
A
GLANCE
............................................................
175
5.2.2
MAIN
CONTRIBUTIONS
.......................................................................................
177
5.2.3
IMPLICATIONS
FOR
PRACTICE,
LIMITS
AND
FURTHER
RESEARCH
.............................
178
REFERENCES
...................................................................................................................................
181
ANNEXES
........................................................................................................................................
193
A.L
RESEARCH
QUESTIONS
AND
SUB-QUESTIONS
......................................................................
194
A.2
INTERVIEW
TEMPLATE
.......................................................................................................
195
A.3
DECLARATION
OF
CONSENT
................................................................................................
198
A.4
INITIAL
CODING
GRID
.......................................................................................................
200
A.5
EXAMPLE
OF
AN
ADAPTED
CODING
GRID
..........................................................................
201
A.6
NUMBER
OF
INTERVIEWEES
PER
PROJECT
...........................................................................
203
|
| adam_txt |
TABLE
OF
CONTENTS
FOREWORD
.
VII
ACKNOWLEDGEMENTS
.IX
LIST
OF
FIGURES
.
XV
LIST
OF
TABLES
.
XVII
LIST
OF
ABBREVIATIONS
.
XIX
ABSTRACT
.
XXI
1
INTRODUCTION
.
1
2
THE
CONTEMPORARY
MATRIX
ORGANIZATION
&
CONCEPTS
.7
2.1
TOWARDS
THE
CONTEMPORARY
MNC
.
7
2.1.1
FROM
A
HIERARCHICAL
COORDINATION
PERSPECTIVE
TO
A
NETWORK
PERSPECTIVE.
9
2.1.2
MECHANISMS
OF
COORDINATION
AND
CONTROL
IN
THE
MNC
.
11
2.1.3
RELEVANCE
AND
ASSOCIATED
RESEARCH
QUESTIONS
.
13
2.2
UNDERSTANDING
THE
MATRIX
ORGANIZATIONAL
FORM
.
14
2.2.1
THE
MATRIX
ORGANIZATION
IN
THE
FIELD
OF
ORGANIZATION
THEORY
.
14
2.2.2
DECISION
MAKING
IN
THE
CONTEMPORARY
MATRIX
ORGANIZATION
.
19
2.2.3
THE
QUESTION
OF
INNOVATION
IN
A
MATRIX
ORGANIZATION
.
22
2.2.4
RELEVANCE
AND
ASSOCIATED
RESEARCH
QUESTIONS
.
23
2.3
CONFLICTS,
NEGOTIATIONS
AND
POWER
CAPABILITIES
IN
THE
MNC
.
24
2.3.1
CONFLICT
IN
MNCS
.24
2.3.2
POWER
IN
MNCS
.29
2.3.3
RELEVANCE
AND
ASSOCIATED
RESEARCH
QUESTIONS
.
31
2.4
TOWARDS
A
DYNAMIC
VIEW
OF
CULTURE
IN
THE
MATRIX
.32
2.4.1
ORGANIZATIONAL
CULTURE
.
33
2.4.2
ORGANIZATIONAL
IDENTITY
.
37
2.4.3
THE
DYNAMIC
VIEW
OF
CULTURE
.
39
2.4.4
INTEGRATION
AND
THE
EMERGENCE
OF
NEW CULTURE
.
40
2.4.5
MATRIX
ORGANIZATIONS
AND
CULTURE
.
44
2.4.6
RELEVANCE
AND
ASSOCIATED
RESEARCH
QUESTIONS
.
48
2.5
THE
ROLE
OF
BOUNDARY
SPANNING
IN
THE
MNC
.48
2.5.1
BOUNDARY
SPANNING
ACTIVITIES
AND
THEIR
ANTECEDENTS
.49
2.5.2
BOUNDARY
SPANNERS,
SKILLS
AND
OBJECTS
.
51
2.5.3
RELEVANCE
AND
ASSOCIATED
RESEARCH
QUESTIONS
.
54
XII
2.6
RESEARCH
QUESTIONS
EMERGING
FROM
THE
LITERATURE
REVIEW
.
55
3
RESEARCH
DESIGN
.
57
3.1
METHODOLOGY
.
57
3.1.1
RESEARCH
PARADIGM,
ONTOLOGY,
EPISTEMOLOGY
AND
METHODOLOGY
.
57
3.1.2
THE
CHOICE
OF
CASE
STUDY
RESEARCH
.
58
3.1.3
SEALS
OF
QUALITY
AND
ETHICS
.
61
3.2
CASE
DESCRIPTION
AND
CONTEXT
.
63
3.2.1
CASE
STUDY
OVERVIEW
.
63
3.2.2
NATIONAL
CONTEXTS
.
67
3.2.3
THE
STRATEGIC
CHOICE
OF
HR
AND
R&D
AS
A
FIELD
OF
STUDY
.
70
3.2.4
DEFINING
THE
HOLDING
MATRIX
ORGANIZATION
AND
THE
CROSS-BRAND
PROJECT
.
72
3.3
DATA
COLLECTION
AND
ANALYSIS
.
74
3.3.1
DATA
COLLECTION
.
74
3.3.2
DATA
ANALYSIS
.
75
4
EMPIRICAL
FINDINGS
.79
4.1
HR
PROJECT
ANALYSIS
.79
4.1.1
THE
HR
FUNCTION
GOVERNANCE
AND
CHRONOLOGY
.
79
4.1.2
GROUP
GRADING
.
83
4.1.3
PLURALISM
&
INCLUSION
COOPERATION
.
92
4.1.4
MANAGEMENT
DIALOGUE
.
100
4.1.5
GROUP
DEVELOPMENT
PROGRAMS
.
105
4.1.6
GLOBAL
ASSIGNMENT
TOOLBOX
.
114
4.1.7
SUMMARY
AND
ANALYSIS
OF
KEY
FINDINGS
WITHIN
HR
PROJECTS
.
119
4.2
THE
RESEARCH
AND
DEVELOPMENT
PROJECT
PROCESSES
.
129
4.2.1
THE
R&D
FUNCTION
GOVERNANCE
AND
CHRONOLOGY
.
129
4.2.2
CHAMP
PROJECT
.
134
4.2.3
ENGINE
PROJECT
.
139
4.2.4
AXLE
PROJECT
.
142
4.2.5
GEARBOX
PROJ
ECT
.
146
4.2.6
SUMMARY
AND
ANALYSIS
OF
KEY
FINDINGS
WITHIN
R&D
PROJECTS
.
149
4.3
SUMMARY
OF
EMPIRICAL
ANALYSIS
.
154
4.3.1
GOVERNANCE
AND
LEVERAGED
POWER
CAPABILITIES
.
154
4.3.2
ISSUES
AND
ACTORS
IN
DECISION
MAKING
.
156
4.3.3
KNOWLEDGE
SHARING
AND
THE
BARRIERS
TO
INNOVATION
.
157
XIII
4.3.4
ORGANIZATIONAL
CULTURE
DIFFERENCES
AND
IDENTITY
THREATS
.
158
4.3.5
THE
SNOWBALL
EFFECT
OF
BOUNDARY
SPANNING
AND
ASSOCIATED
SKILLS
.
159
5
CONTRIBUTIONS
AND
CONCLUSIONS
.
163
5.1
MAIN
CONTRIBUTIONS
.
163
5.1.1
A
MATRIX
ORGANIZATION
SUPPORTING
LATERAL
COORDINATION
.
163
5.1.2
DECISION
MAKING
CONTINGENCY
THEORY
AND
THE
ROLE
OF
CONFLICT
.
165
5.1.3
KNOWLEDGE
SHARING
IN
THE
MATRIX
FACILITATING
EXPLORATION
ACTIVITIES
.
170
5.1.4
ORGANIZATIONAL
CULTURE
AND
IDENTITY
ISSUES
IN
A
MATRIX
ORGANIZATION
.
171
5.1.5
BOUNDARY
SPANNING,
FACILITATED
BY
AND
REQUIRED
IN
A
MATRIX
ORGANIZATION
.
173
5.2
CONCLUSION
.
175
5.2.1
THE
RESEARCH
FINDINGS
AT
A
GLANCE
.
175
5.2.2
MAIN
CONTRIBUTIONS
.
177
5.2.3
IMPLICATIONS
FOR
PRACTICE,
LIMITS
AND
FURTHER
RESEARCH
.
178
REFERENCES
.
181
ANNEXES
.
193
A.L
RESEARCH
QUESTIONS
AND
SUB-QUESTIONS
.
194
A.2
INTERVIEW
TEMPLATE
.
195
A.3
DECLARATION
OF
CONSENT
.
198
A.4
INITIAL
CODING
GRID
.
200
A.5
EXAMPLE
OF
AN
ADAPTED
CODING
GRID
.
201
A.6
NUMBER
OF
INTERVIEWEES
PER
PROJECT
.
203 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Shahani, Jasmine |
| author_GND | (DE-588)1223940934 (DE-588)123405807 (DE-588)133377121 |
| author_facet | Shahani, Jasmine |
| author_role | aut |
| author_sort | Shahani, Jasmine |
| author_variant | j s js |
| building | Verbundindex |
| bvnumber | BV047066937 |
| classification_rvk | QP 343 |
| ctrlnum | (OCoLC)1231966254 (DE-599)DNB1219229288 |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Thesis Book |
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| genre | (DE-588)4113937-9 Hochschulschrift gnd-content |
| genre_facet | Hochschulschrift |
| id | DE-604.BV047066937 |
| illustrated | Illustrated |
| index_date | 2024-07-03T16:12:54Z |
| indexdate | 2024-07-10T09:01:39Z |
| institution | BVB |
| institution_GND | (DE-588)1043386068 |
| isbn | 9783658322601 3658322608 |
| issn | 1867-3635 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032474018 |
| oclc_num | 1231966254 |
| open_access_boolean | |
| owner | DE-355 DE-BY-UBR |
| owner_facet | DE-355 DE-BY-UBR |
| physical | XXII, 203 Seiten Illustrationen 21 cm x 14.8 cm |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer Fachmedien Wiesbaden GmbH Springer |
| record_format | marc |
| series | AutoUni – Schriftenreihe |
| series2 | AutoUni – Schriftenreihe |
| spelling | Shahani, Jasmine Verfasser (DE-588)1223940934 aut Limits and opportunities of a matrix organization a study of coordination mechanisms within a multiple brand organization Jasmine Shahani ; with a foreword by Prof. Dr. Eric Davoine and Dr. Martin Hofmann 202012 Wiesbaden Springer Fachmedien Wiesbaden GmbH [2020] Wiesbaden Springer XXII, 203 Seiten Illustrationen 21 cm x 14.8 cm txt rdacontent n rdamedia nc rdacarrier AutoUni – Schriftenreihe Band 149 1867-3635 Dissertation University of Fribourg 2020 Traton (DE-588)1213890314 gnd rswk-swf Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf Matrixorganisation (DE-588)4136164-7 gnd rswk-swf Organisationsstruktur (DE-588)4115464-2 gnd rswk-swf Collaboration Organizational culture Matrix organization Power of organizations Case study Conflict in matrix structures Boundary spanning skills Matrix structure Contemporary MNC Multiple brand organization Boundary spanning Decision-making (DE-588)4113937-9 Hochschulschrift gnd-content Multinationales Unternehmen (DE-588)4075092-9 s Matrixorganisation (DE-588)4136164-7 s Traton (DE-588)1213890314 b Organisationsstruktur (DE-588)4115464-2 s DE-604 Davoine, Eric 1967- (DE-588)123405807 wpr Hofmann, Martin 1965- Sonstige (DE-588)133377121 oth Springer Fachmedien Wiesbaden (DE-588)1043386068 pbl Erscheint auch als Online-Ausgabe 978-3-658-32261-8 AutoUni – Schriftenreihe Band 149 (DE-604)BV035728696 149 X:MVB text/html http://deposit.dnb.de/cgi-bin/dokserv?id=2f8e7b4eb25b476c82c62606370462e7&prov=M&dok_var=1&dok_ext=htm Inhaltstext X:MVB http://www.springer.com/ DNB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032474018&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p vlb 20201008 DE-101 https://d-nb.info/provenance/plan#vlb |
| spellingShingle | Shahani, Jasmine Limits and opportunities of a matrix organization a study of coordination mechanisms within a multiple brand organization AutoUni – Schriftenreihe Traton (DE-588)1213890314 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Matrixorganisation (DE-588)4136164-7 gnd Organisationsstruktur (DE-588)4115464-2 gnd |
| subject_GND | (DE-588)1213890314 (DE-588)4075092-9 (DE-588)4136164-7 (DE-588)4115464-2 (DE-588)4113937-9 |
| title | Limits and opportunities of a matrix organization a study of coordination mechanisms within a multiple brand organization |
| title_auth | Limits and opportunities of a matrix organization a study of coordination mechanisms within a multiple brand organization |
| title_exact_search | Limits and opportunities of a matrix organization a study of coordination mechanisms within a multiple brand organization |
| title_exact_search_txtP | Limits and opportunities of a matrix organization a study of coordination mechanisms within a multiple brand organization |
| title_full | Limits and opportunities of a matrix organization a study of coordination mechanisms within a multiple brand organization Jasmine Shahani ; with a foreword by Prof. Dr. Eric Davoine and Dr. Martin Hofmann |
| title_fullStr | Limits and opportunities of a matrix organization a study of coordination mechanisms within a multiple brand organization Jasmine Shahani ; with a foreword by Prof. Dr. Eric Davoine and Dr. Martin Hofmann |
| title_full_unstemmed | Limits and opportunities of a matrix organization a study of coordination mechanisms within a multiple brand organization Jasmine Shahani ; with a foreword by Prof. Dr. Eric Davoine and Dr. Martin Hofmann |
| title_short | Limits and opportunities of a matrix organization |
| title_sort | limits and opportunities of a matrix organization a study of coordination mechanisms within a multiple brand organization |
| title_sub | a study of coordination mechanisms within a multiple brand organization |
| topic | Traton (DE-588)1213890314 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Matrixorganisation (DE-588)4136164-7 gnd Organisationsstruktur (DE-588)4115464-2 gnd |
| topic_facet | Traton Multinationales Unternehmen Matrixorganisation Organisationsstruktur Hochschulschrift |
| url | http://deposit.dnb.de/cgi-bin/dokserv?id=2f8e7b4eb25b476c82c62606370462e7&prov=M&dok_var=1&dok_ext=htm http://www.springer.com/ http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032474018&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| volume_link | (DE-604)BV035728696 |
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