Limits and Opportunities of a Matrix Organization: A Study of Coordination Mechanisms Within a Multiple Brand Organization
Saved in:
| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Wiesbaden
Springer Vieweg. in Springer Fachmedien Wiesbaden GmbH
2020
|
| Series: | AutoUni - Schriftenreihe Ser.
v.149 |
| Subjects: | |
| Online Access: | HWR01 |
| Item Description: | Description based on publisher supplied metadata and other sources |
| Physical Description: | 1 Online-Ressource (218 Seiten) |
| ISBN: | 9783658322618 |
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| 245 | 1 | 0 | |a Limits and Opportunities of a Matrix Organization |b A Study of Coordination Mechanisms Within a Multiple Brand Organization |
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| 505 | 8 | |a Intro -- Foreword -- Acknowledgements -- Table of Contents -- List of Figures -- List of Tables -- List of Abbreviations -- Abstract -- 1 Introduction -- 2 The Contemporary Matrix Organization & -- Concepts -- 2.1 Towards the Contemporary MNC -- 2.1.1 From a Hierarchical Coordination Perspective to a Network Perspective -- 2.1.2 Mechanisms of Coordination and Control in the MNC -- 2.1.3 Relevance and Associated Research Questions -- 2.2 Understanding the Matrix Organizational Form -- 2.2.1 The Matrix Organization in the Field of Organization Theory -- 2.2.2 Decision Making in the Contemporary Matrix Organization -- 2.2.3 The Question of Innovation in a Matrix Organization -- 2.2.4 Relevance and Associated Research Questions -- 2.3 Conflicts, Negotiations and Power Capabilities in the MNC -- 2.3.1 Conflict in MNCs -- 2.3.2 Power in MNCs -- 2.3.3 Relevance and Associated Research Questions -- 2.4 Towards a Dynamic View of Culture in the Matrix -- 2.4.1 Organizational Culture -- 2.4.2 Organizational Identity -- 2.4.3 The dynamic View of Culture -- 2.4.4 Integration and the Emergence of New Culture -- 2.4.5 Matrix Organizations and Culture -- 2.4.6 Relevance and Associated Research Questions -- 2.5 The Role of Boundary Spanning in the MNC -- 2.5.1 Boundary Spanning Activities and their Antecedents -- 2.5.2 Boundary Spanners, Skills and Objects -- 2.5.3 Relevance and Associated Research Questions -- 2.6 Research Questions Emerging from the Literature Review -- 3 Research Design -- 3.1 Methodology -- 3.1.1 Research Paradigm, Ontology, Epistemology and Methodology -- 3.1.2 The Choice of Case Study Research -- 3.1.3 Seals of Quality and Ethics -- 3.2 Case Description and Context -- 3.2.1 Case Study Overview -- 3.2.2 National Contexts -- 3.2.3 The Strategic Choice of HR and R& -- D as a Field of Study | |
| 505 | 8 | |a 3.2.4 Defining the Holding Matrix Organization and the Cross-Brand Project -- 3.3 Data Collection and Analysis -- 3.3.1 Data Collection -- 3.3.2 Data Analysis -- 4 Empirical Findings -- 4.1 HR Project Analysis -- 4.1.1 The HR Function Governance and Chronology -- 4.1.2 Group Grading -- 4.1.2.1 Mechanisms of Control and Coordination -- 4.1.2.2 Decisions and Conflict -- 4.1.2.3 Learning, Knowledge and Innovation -- 4.1.2.4 Culture and Identities -- 4.1.2.5 Boundary Spanning -- 4.1.2.6 Key Findings -- 4.1.3 Pluralism & -- Inclusion Cooperation -- 4.1.3.1 Mechanisms of Control and Coordination -- 4.1.3.2 Decisions and Conflict -- 4.1.3.3 Learning, Knowledge and Innovation -- 4.1.3.4 Culture and Identities -- 4.1.3.5 Boundary Spanning -- 4.1.3.6 Key Findings -- 4.1.4 Management Dialogue -- 4.1.4.1 Mechanisms of Control and Coordination -- 4.1.4.2 Decisions and Conflict -- 4.1.4.3 Learning, Knowledge and Innovation -- 4.1.4.4 Culture and Identities -- 4.1.4.5 Boundary Spanning -- 4.1.4.6 Key Findings -- 4.1.5 Group Development Programs -- 4.1.5.1 Mechanisms of Control and Coordination -- 4.1.5.2 Decisions and Conflict -- 4.1.5.3 Learning, Knowledge & -- Innovation -- 4.1.5.4 Culture and Identities -- 4.1.5.5 Boundary Spanning -- 4.1.5.6 Key Findings -- 4.1.6 Global Assignment Toolbox -- 4.1.6.1 Mechanisms of Control and Coordination -- 4.1.6.2 Decisions and Conflict -- 4.1.6.3 Learning, Knowledge and Innovation -- 4.1.6.4 Culture and Identities -- 4.1.6.5 Boundary Spanning -- 4.1.6.6 Key Findings -- 4.1.7 Summary and Analysis of Key Findings within HR Projects -- 4.1.7.1 Governance and the Power Capabilities of the Holding -- 4.1.7.2 Classic Matrix Issues with Contemporary Complexities -- 4.1.7.3 Knowledge Sharing and the Value of Balanced Decision Making for Innovation -- 4.1.7.4 Organizational Culture Differences | |
| 505 | 8 | |a 4.1.7.5 Boundary Spanning, a Key Success Factor -- 4.2 The Research and Development Project Processes -- 4.2.1 The R& -- D Function Governance and Chronology -- 4.2.2 CHAMP Project -- 4.2.2.1 Mechanisms of Control and Coordination -- 4.2.2.2 Decisions and Conflict -- 4.2.2.3 Learning, Knowledge and Innovation -- 4.2.2.4 Culture and Identities -- 4.2.2.5 Boundary Spanning -- 4.2.2.6 Key Findings -- 4.2.3 Engine Project -- 4.2.3.1 Mechanisms of Control and Coordination -- 4.2.3.2 Decisions and Conflict -- 4.2.3.3 Learning, Knowledge and Innovation -- 4.2.3.4 Culture and Identities -- 4.2.3.5 Boundary Spanning -- 4.2.3.6 Key Findings -- 4.2.4 Axle Project -- 4.2.4.1 Mechanisms of Control and Coordination -- 4.2.4.2 Decisions and Conflict -- 4.2.4.3 Learning, Knowledge & -- Innovation -- 4.2.4.4 Culture and Identities -- 4.2.4.5 Boundary Spanning -- 4.2.4.6 Key Findings -- 4.2.5 Gearbox Project -- 4.2.5.1 Mechanisms of Control and Coordination -- 4.2.5.2 Decisions and Conflict -- 4.2.5.3 Learning, Knowledge & -- Innovation -- 4.2.5.4 Culture and Identities -- 4.2.5.5 Boundary Spanning -- 4.2.5.6 Key Findings -- 4.2.6 Summary and Analysis of Key Findings within R& -- D Projects -- 4.2.6.1 Lead brand and the Role of the Holding -- 4.2.6.2 Slow Decision Making and Conflict -- 4.2.6.3 Knowledge Sharing and the use of Conflict as a Lever for Innovation -- 4.2.6.4 Cultural Differences and Identity Threats -- 4.2.6.5 Boundary Spanning Activities and the Required Skills -- 4.3 Summary of Empirical Analysis -- 4.3.1 Governance and Leveraged Power Capabilities -- 4.3.2 Issues and Actors in Decision Making -- 4.3.3 Knowledge Sharing and the Barriers to Innovation -- 4.3.4 Organizational Culture Differences and Identity Threats -- 4.3.5 The Snowball Effect of Boundary Spanning and Associated Skills -- 5 Contributions and Conclusions | |
| 505 | 8 | |a 5.1 Main Contributions -- 5.1.1 A Matrix Organization Supporting Lateral Coordination -- 5.1.2 Decision Making Contingency Theory and the Role of Conflict -- 5.1.3 Knowledge Sharing in the Matrix Facilitating Exploration Activities -- 5.1.4 Organizational Culture and Identity Issues in a Matrix Organization -- 5.1.5 Boundary Spanning, Facilitated by and Required in a Matrix Organization -- 5.2 Conclusion -- 5.2.1 The Research Findings at a Glance -- 5.2.2 Main Contributions -- 5.2.3 Implications for Practice, Limits and Further Research -- References -- Annexes -- A.1 Research Questions and Sub-Questions -- A.2 Interview Template -- A.3 Declaration of Consent -- A.4 Initial Coding Grid -- A.5 Example of an Adapted Coding Grid -- A.6 Number of Interviewees per Project | |
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| author | Shahani, Jasmine |
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| contents | Intro -- Foreword -- Acknowledgements -- Table of Contents -- List of Figures -- List of Tables -- List of Abbreviations -- Abstract -- 1 Introduction -- 2 The Contemporary Matrix Organization & -- Concepts -- 2.1 Towards the Contemporary MNC -- 2.1.1 From a Hierarchical Coordination Perspective to a Network Perspective -- 2.1.2 Mechanisms of Coordination and Control in the MNC -- 2.1.3 Relevance and Associated Research Questions -- 2.2 Understanding the Matrix Organizational Form -- 2.2.1 The Matrix Organization in the Field of Organization Theory -- 2.2.2 Decision Making in the Contemporary Matrix Organization -- 2.2.3 The Question of Innovation in a Matrix Organization -- 2.2.4 Relevance and Associated Research Questions -- 2.3 Conflicts, Negotiations and Power Capabilities in the MNC -- 2.3.1 Conflict in MNCs -- 2.3.2 Power in MNCs -- 2.3.3 Relevance and Associated Research Questions -- 2.4 Towards a Dynamic View of Culture in the Matrix -- 2.4.1 Organizational Culture -- 2.4.2 Organizational Identity -- 2.4.3 The dynamic View of Culture -- 2.4.4 Integration and the Emergence of New Culture -- 2.4.5 Matrix Organizations and Culture -- 2.4.6 Relevance and Associated Research Questions -- 2.5 The Role of Boundary Spanning in the MNC -- 2.5.1 Boundary Spanning Activities and their Antecedents -- 2.5.2 Boundary Spanners, Skills and Objects -- 2.5.3 Relevance and Associated Research Questions -- 2.6 Research Questions Emerging from the Literature Review -- 3 Research Design -- 3.1 Methodology -- 3.1.1 Research Paradigm, Ontology, Epistemology and Methodology -- 3.1.2 The Choice of Case Study Research -- 3.1.3 Seals of Quality and Ethics -- 3.2 Case Description and Context -- 3.2.1 Case Study Overview -- 3.2.2 National Contexts -- 3.2.3 The Strategic Choice of HR and R& -- D as a Field of Study 3.2.4 Defining the Holding Matrix Organization and the Cross-Brand Project -- 3.3 Data Collection and Analysis -- 3.3.1 Data Collection -- 3.3.2 Data Analysis -- 4 Empirical Findings -- 4.1 HR Project Analysis -- 4.1.1 The HR Function Governance and Chronology -- 4.1.2 Group Grading -- 4.1.2.1 Mechanisms of Control and Coordination -- 4.1.2.2 Decisions and Conflict -- 4.1.2.3 Learning, Knowledge and Innovation -- 4.1.2.4 Culture and Identities -- 4.1.2.5 Boundary Spanning -- 4.1.2.6 Key Findings -- 4.1.3 Pluralism & -- Inclusion Cooperation -- 4.1.3.1 Mechanisms of Control and Coordination -- 4.1.3.2 Decisions and Conflict -- 4.1.3.3 Learning, Knowledge and Innovation -- 4.1.3.4 Culture and Identities -- 4.1.3.5 Boundary Spanning -- 4.1.3.6 Key Findings -- 4.1.4 Management Dialogue -- 4.1.4.1 Mechanisms of Control and Coordination -- 4.1.4.2 Decisions and Conflict -- 4.1.4.3 Learning, Knowledge and Innovation -- 4.1.4.4 Culture and Identities -- 4.1.4.5 Boundary Spanning -- 4.1.4.6 Key Findings -- 4.1.5 Group Development Programs -- 4.1.5.1 Mechanisms of Control and Coordination -- 4.1.5.2 Decisions and Conflict -- 4.1.5.3 Learning, Knowledge & -- Innovation -- 4.1.5.4 Culture and Identities -- 4.1.5.5 Boundary Spanning -- 4.1.5.6 Key Findings -- 4.1.6 Global Assignment Toolbox -- 4.1.6.1 Mechanisms of Control and Coordination -- 4.1.6.2 Decisions and Conflict -- 4.1.6.3 Learning, Knowledge and Innovation -- 4.1.6.4 Culture and Identities -- 4.1.6.5 Boundary Spanning -- 4.1.6.6 Key Findings -- 4.1.7 Summary and Analysis of Key Findings within HR Projects -- 4.1.7.1 Governance and the Power Capabilities of the Holding -- 4.1.7.2 Classic Matrix Issues with Contemporary Complexities -- 4.1.7.3 Knowledge Sharing and the Value of Balanced Decision Making for Innovation -- 4.1.7.4 Organizational Culture Differences 4.1.7.5 Boundary Spanning, a Key Success Factor -- 4.2 The Research and Development Project Processes -- 4.2.1 The R& -- D Function Governance and Chronology -- 4.2.2 CHAMP Project -- 4.2.2.1 Mechanisms of Control and Coordination -- 4.2.2.2 Decisions and Conflict -- 4.2.2.3 Learning, Knowledge and Innovation -- 4.2.2.4 Culture and Identities -- 4.2.2.5 Boundary Spanning -- 4.2.2.6 Key Findings -- 4.2.3 Engine Project -- 4.2.3.1 Mechanisms of Control and Coordination -- 4.2.3.2 Decisions and Conflict -- 4.2.3.3 Learning, Knowledge and Innovation -- 4.2.3.4 Culture and Identities -- 4.2.3.5 Boundary Spanning -- 4.2.3.6 Key Findings -- 4.2.4 Axle Project -- 4.2.4.1 Mechanisms of Control and Coordination -- 4.2.4.2 Decisions and Conflict -- 4.2.4.3 Learning, Knowledge & -- Innovation -- 4.2.4.4 Culture and Identities -- 4.2.4.5 Boundary Spanning -- 4.2.4.6 Key Findings -- 4.2.5 Gearbox Project -- 4.2.5.1 Mechanisms of Control and Coordination -- 4.2.5.2 Decisions and Conflict -- 4.2.5.3 Learning, Knowledge & -- Innovation -- 4.2.5.4 Culture and Identities -- 4.2.5.5 Boundary Spanning -- 4.2.5.6 Key Findings -- 4.2.6 Summary and Analysis of Key Findings within R& -- D Projects -- 4.2.6.1 Lead brand and the Role of the Holding -- 4.2.6.2 Slow Decision Making and Conflict -- 4.2.6.3 Knowledge Sharing and the use of Conflict as a Lever for Innovation -- 4.2.6.4 Cultural Differences and Identity Threats -- 4.2.6.5 Boundary Spanning Activities and the Required Skills -- 4.3 Summary of Empirical Analysis -- 4.3.1 Governance and Leveraged Power Capabilities -- 4.3.2 Issues and Actors in Decision Making -- 4.3.3 Knowledge Sharing and the Barriers to Innovation -- 4.3.4 Organizational Culture Differences and Identity Threats -- 4.3.5 The Snowball Effect of Boundary Spanning and Associated Skills -- 5 Contributions and Conclusions 5.1 Main Contributions -- 5.1.1 A Matrix Organization Supporting Lateral Coordination -- 5.1.2 Decision Making Contingency Theory and the Role of Conflict -- 5.1.3 Knowledge Sharing in the Matrix Facilitating Exploration Activities -- 5.1.4 Organizational Culture and Identity Issues in a Matrix Organization -- 5.1.5 Boundary Spanning, Facilitated by and Required in a Matrix Organization -- 5.2 Conclusion -- 5.2.1 The Research Findings at a Glance -- 5.2.2 Main Contributions -- 5.2.3 Implications for Practice, Limits and Further Research -- References -- Annexes -- A.1 Research Questions and Sub-Questions -- A.2 Interview Template -- A.3 Declaration of Consent -- A.4 Initial Coding Grid -- A.5 Example of an Adapted Coding Grid -- A.6 Number of Interviewees per Project |
| ctrlnum | (ZDB-30-PQE)EBC6382124 (ZDB-30-PAD)EBC6382124 (ZDB-89-EBL)EBL6382124 (OCoLC)1202743687 (DE-599)BVBBV048224428 |
| dewey-full | 658.402 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.402 |
| dewey-search | 658.402 |
| dewey-sort | 3658.402 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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tag="500" ind1=" " ind2=" "><subfield code="a">Description based on publisher supplied metadata and other sources</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Intro -- Foreword -- Acknowledgements -- Table of Contents -- List of Figures -- List of Tables -- List of Abbreviations -- Abstract -- 1 Introduction -- 2 The Contemporary Matrix Organization &amp -- Concepts -- 2.1 Towards the Contemporary MNC -- 2.1.1 From a Hierarchical Coordination Perspective to a Network Perspective -- 2.1.2 Mechanisms of Coordination and Control in the MNC -- 2.1.3 Relevance and Associated Research Questions -- 2.2 Understanding the Matrix Organizational Form -- 2.2.1 The Matrix Organization in the Field of Organization Theory -- 2.2.2 Decision Making in the Contemporary Matrix Organization -- 2.2.3 The Question of Innovation in a Matrix Organization -- 2.2.4 Relevance and Associated Research Questions -- 2.3 Conflicts, Negotiations and Power Capabilities in the MNC -- 2.3.1 Conflict in MNCs -- 2.3.2 Power in MNCs -- 2.3.3 Relevance and Associated Research Questions -- 2.4 Towards a Dynamic View of Culture in the Matrix -- 2.4.1 Organizational Culture -- 2.4.2 Organizational Identity -- 2.4.3 The dynamic View of Culture -- 2.4.4 Integration and the Emergence of New Culture -- 2.4.5 Matrix Organizations and Culture -- 2.4.6 Relevance and Associated Research Questions -- 2.5 The Role of Boundary Spanning in the MNC -- 2.5.1 Boundary Spanning Activities and their Antecedents -- 2.5.2 Boundary Spanners, Skills and Objects -- 2.5.3 Relevance and Associated Research Questions -- 2.6 Research Questions Emerging from the Literature Review -- 3 Research Design -- 3.1 Methodology -- 3.1.1 Research Paradigm, Ontology, Epistemology and Methodology -- 3.1.2 The Choice of Case Study Research -- 3.1.3 Seals of Quality and Ethics -- 3.2 Case Description and Context -- 3.2.1 Case Study Overview -- 3.2.2 National Contexts -- 3.2.3 The Strategic Choice of HR and R&amp -- D as a Field of Study</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">3.2.4 Defining the Holding Matrix Organization and the Cross-Brand Project -- 3.3 Data Collection and Analysis -- 3.3.1 Data Collection -- 3.3.2 Data Analysis -- 4 Empirical Findings -- 4.1 HR Project Analysis -- 4.1.1 The HR Function Governance and Chronology -- 4.1.2 Group Grading -- 4.1.2.1 Mechanisms of Control and Coordination -- 4.1.2.2 Decisions and Conflict -- 4.1.2.3 Learning, Knowledge and Innovation -- 4.1.2.4 Culture and Identities -- 4.1.2.5 Boundary Spanning -- 4.1.2.6 Key Findings -- 4.1.3 Pluralism &amp -- Inclusion Cooperation -- 4.1.3.1 Mechanisms of Control and Coordination -- 4.1.3.2 Decisions and Conflict -- 4.1.3.3 Learning, Knowledge and Innovation -- 4.1.3.4 Culture and Identities -- 4.1.3.5 Boundary Spanning -- 4.1.3.6 Key Findings -- 4.1.4 Management Dialogue -- 4.1.4.1 Mechanisms of Control and Coordination -- 4.1.4.2 Decisions and Conflict -- 4.1.4.3 Learning, Knowledge and Innovation -- 4.1.4.4 Culture and Identities -- 4.1.4.5 Boundary Spanning -- 4.1.4.6 Key Findings -- 4.1.5 Group Development Programs -- 4.1.5.1 Mechanisms of Control and Coordination -- 4.1.5.2 Decisions and Conflict -- 4.1.5.3 Learning, Knowledge &amp -- Innovation -- 4.1.5.4 Culture and Identities -- 4.1.5.5 Boundary Spanning -- 4.1.5.6 Key Findings -- 4.1.6 Global Assignment Toolbox -- 4.1.6.1 Mechanisms of Control and Coordination -- 4.1.6.2 Decisions and Conflict -- 4.1.6.3 Learning, Knowledge and Innovation -- 4.1.6.4 Culture and Identities -- 4.1.6.5 Boundary Spanning -- 4.1.6.6 Key Findings -- 4.1.7 Summary and Analysis of Key Findings within HR Projects -- 4.1.7.1 Governance and the Power Capabilities of the Holding -- 4.1.7.2 Classic Matrix Issues with Contemporary Complexities -- 4.1.7.3 Knowledge Sharing and the Value of Balanced Decision Making for Innovation -- 4.1.7.4 Organizational Culture Differences</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">4.1.7.5 Boundary Spanning, a Key Success Factor -- 4.2 The Research and Development Project Processes -- 4.2.1 The R&amp -- D Function Governance and Chronology -- 4.2.2 CHAMP Project -- 4.2.2.1 Mechanisms of Control and Coordination -- 4.2.2.2 Decisions and Conflict -- 4.2.2.3 Learning, Knowledge and Innovation -- 4.2.2.4 Culture and Identities -- 4.2.2.5 Boundary Spanning -- 4.2.2.6 Key Findings -- 4.2.3 Engine Project -- 4.2.3.1 Mechanisms of Control and Coordination -- 4.2.3.2 Decisions and Conflict -- 4.2.3.3 Learning, Knowledge and Innovation -- 4.2.3.4 Culture and Identities -- 4.2.3.5 Boundary Spanning -- 4.2.3.6 Key Findings -- 4.2.4 Axle Project -- 4.2.4.1 Mechanisms of Control and Coordination -- 4.2.4.2 Decisions and Conflict -- 4.2.4.3 Learning, Knowledge &amp -- Innovation -- 4.2.4.4 Culture and Identities -- 4.2.4.5 Boundary Spanning -- 4.2.4.6 Key Findings -- 4.2.5 Gearbox Project -- 4.2.5.1 Mechanisms of Control and Coordination -- 4.2.5.2 Decisions and Conflict -- 4.2.5.3 Learning, Knowledge &amp -- Innovation -- 4.2.5.4 Culture and Identities -- 4.2.5.5 Boundary Spanning -- 4.2.5.6 Key Findings -- 4.2.6 Summary and Analysis of Key Findings within R&amp -- D Projects -- 4.2.6.1 Lead brand and the Role of the Holding -- 4.2.6.2 Slow Decision Making and Conflict -- 4.2.6.3 Knowledge Sharing and the use of Conflict as a Lever for Innovation -- 4.2.6.4 Cultural Differences and Identity Threats -- 4.2.6.5 Boundary Spanning Activities and the Required Skills -- 4.3 Summary of Empirical Analysis -- 4.3.1 Governance and Leveraged Power Capabilities -- 4.3.2 Issues and Actors in Decision Making -- 4.3.3 Knowledge Sharing and the Barriers to Innovation -- 4.3.4 Organizational Culture Differences and Identity Threats -- 4.3.5 The Snowball Effect of Boundary Spanning and Associated Skills -- 5 Contributions and Conclusions</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5.1 Main Contributions 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| genre | (DE-588)4113937-9 Hochschulschrift gnd-content |
| genre_facet | Hochschulschrift |
| id | DE-604.BV048224428 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:39Z |
| indexdate | 2024-07-10T09:32:29Z |
| institution | BVB |
| isbn | 9783658322618 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033605161 |
| oclc_num | 1202743687 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (218 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer Vieweg. in Springer Fachmedien Wiesbaden GmbH |
| record_format | marc |
| series2 | AutoUni - Schriftenreihe Ser. |
| spelling | Shahani, Jasmine Verfasser aut Limits and Opportunities of a Matrix Organization A Study of Coordination Mechanisms Within a Multiple Brand Organization Wiesbaden Springer Vieweg. in Springer Fachmedien Wiesbaden GmbH 2020 ©2020 1 Online-Ressource (218 Seiten) txt rdacontent c rdamedia cr rdacarrier AutoUni - Schriftenreihe Ser. v.149 Description based on publisher supplied metadata and other sources Intro -- Foreword -- Acknowledgements -- Table of Contents -- List of Figures -- List of Tables -- List of Abbreviations -- Abstract -- 1 Introduction -- 2 The Contemporary Matrix Organization & -- Concepts -- 2.1 Towards the Contemporary MNC -- 2.1.1 From a Hierarchical Coordination Perspective to a Network Perspective -- 2.1.2 Mechanisms of Coordination and Control in the MNC -- 2.1.3 Relevance and Associated Research Questions -- 2.2 Understanding the Matrix Organizational Form -- 2.2.1 The Matrix Organization in the Field of Organization Theory -- 2.2.2 Decision Making in the Contemporary Matrix Organization -- 2.2.3 The Question of Innovation in a Matrix Organization -- 2.2.4 Relevance and Associated Research Questions -- 2.3 Conflicts, Negotiations and Power Capabilities in the MNC -- 2.3.1 Conflict in MNCs -- 2.3.2 Power in MNCs -- 2.3.3 Relevance and Associated Research Questions -- 2.4 Towards a Dynamic View of Culture in the Matrix -- 2.4.1 Organizational Culture -- 2.4.2 Organizational Identity -- 2.4.3 The dynamic View of Culture -- 2.4.4 Integration and the Emergence of New Culture -- 2.4.5 Matrix Organizations and Culture -- 2.4.6 Relevance and Associated Research Questions -- 2.5 The Role of Boundary Spanning in the MNC -- 2.5.1 Boundary Spanning Activities and their Antecedents -- 2.5.2 Boundary Spanners, Skills and Objects -- 2.5.3 Relevance and Associated Research Questions -- 2.6 Research Questions Emerging from the Literature Review -- 3 Research Design -- 3.1 Methodology -- 3.1.1 Research Paradigm, Ontology, Epistemology and Methodology -- 3.1.2 The Choice of Case Study Research -- 3.1.3 Seals of Quality and Ethics -- 3.2 Case Description and Context -- 3.2.1 Case Study Overview -- 3.2.2 National Contexts -- 3.2.3 The Strategic Choice of HR and R& -- D as a Field of Study 3.2.4 Defining the Holding Matrix Organization and the Cross-Brand Project -- 3.3 Data Collection and Analysis -- 3.3.1 Data Collection -- 3.3.2 Data Analysis -- 4 Empirical Findings -- 4.1 HR Project Analysis -- 4.1.1 The HR Function Governance and Chronology -- 4.1.2 Group Grading -- 4.1.2.1 Mechanisms of Control and Coordination -- 4.1.2.2 Decisions and Conflict -- 4.1.2.3 Learning, Knowledge and Innovation -- 4.1.2.4 Culture and Identities -- 4.1.2.5 Boundary Spanning -- 4.1.2.6 Key Findings -- 4.1.3 Pluralism & -- Inclusion Cooperation -- 4.1.3.1 Mechanisms of Control and Coordination -- 4.1.3.2 Decisions and Conflict -- 4.1.3.3 Learning, Knowledge and Innovation -- 4.1.3.4 Culture and Identities -- 4.1.3.5 Boundary Spanning -- 4.1.3.6 Key Findings -- 4.1.4 Management Dialogue -- 4.1.4.1 Mechanisms of Control and Coordination -- 4.1.4.2 Decisions and Conflict -- 4.1.4.3 Learning, Knowledge and Innovation -- 4.1.4.4 Culture and Identities -- 4.1.4.5 Boundary Spanning -- 4.1.4.6 Key Findings -- 4.1.5 Group Development Programs -- 4.1.5.1 Mechanisms of Control and Coordination -- 4.1.5.2 Decisions and Conflict -- 4.1.5.3 Learning, Knowledge & -- Innovation -- 4.1.5.4 Culture and Identities -- 4.1.5.5 Boundary Spanning -- 4.1.5.6 Key Findings -- 4.1.6 Global Assignment Toolbox -- 4.1.6.1 Mechanisms of Control and Coordination -- 4.1.6.2 Decisions and Conflict -- 4.1.6.3 Learning, Knowledge and Innovation -- 4.1.6.4 Culture and Identities -- 4.1.6.5 Boundary Spanning -- 4.1.6.6 Key Findings -- 4.1.7 Summary and Analysis of Key Findings within HR Projects -- 4.1.7.1 Governance and the Power Capabilities of the Holding -- 4.1.7.2 Classic Matrix Issues with Contemporary Complexities -- 4.1.7.3 Knowledge Sharing and the Value of Balanced Decision Making for Innovation -- 4.1.7.4 Organizational Culture Differences 4.1.7.5 Boundary Spanning, a Key Success Factor -- 4.2 The Research and Development Project Processes -- 4.2.1 The R& -- D Function Governance and Chronology -- 4.2.2 CHAMP Project -- 4.2.2.1 Mechanisms of Control and Coordination -- 4.2.2.2 Decisions and Conflict -- 4.2.2.3 Learning, Knowledge and Innovation -- 4.2.2.4 Culture and Identities -- 4.2.2.5 Boundary Spanning -- 4.2.2.6 Key Findings -- 4.2.3 Engine Project -- 4.2.3.1 Mechanisms of Control and Coordination -- 4.2.3.2 Decisions and Conflict -- 4.2.3.3 Learning, Knowledge and Innovation -- 4.2.3.4 Culture and Identities -- 4.2.3.5 Boundary Spanning -- 4.2.3.6 Key Findings -- 4.2.4 Axle Project -- 4.2.4.1 Mechanisms of Control and Coordination -- 4.2.4.2 Decisions and Conflict -- 4.2.4.3 Learning, Knowledge & -- Innovation -- 4.2.4.4 Culture and Identities -- 4.2.4.5 Boundary Spanning -- 4.2.4.6 Key Findings -- 4.2.5 Gearbox Project -- 4.2.5.1 Mechanisms of Control and Coordination -- 4.2.5.2 Decisions and Conflict -- 4.2.5.3 Learning, Knowledge & -- Innovation -- 4.2.5.4 Culture and Identities -- 4.2.5.5 Boundary Spanning -- 4.2.5.6 Key Findings -- 4.2.6 Summary and Analysis of Key Findings within R& -- D Projects -- 4.2.6.1 Lead brand and the Role of the Holding -- 4.2.6.2 Slow Decision Making and Conflict -- 4.2.6.3 Knowledge Sharing and the use of Conflict as a Lever for Innovation -- 4.2.6.4 Cultural Differences and Identity Threats -- 4.2.6.5 Boundary Spanning Activities and the Required Skills -- 4.3 Summary of Empirical Analysis -- 4.3.1 Governance and Leveraged Power Capabilities -- 4.3.2 Issues and Actors in Decision Making -- 4.3.3 Knowledge Sharing and the Barriers to Innovation -- 4.3.4 Organizational Culture Differences and Identity Threats -- 4.3.5 The Snowball Effect of Boundary Spanning and Associated Skills -- 5 Contributions and Conclusions 5.1 Main Contributions -- 5.1.1 A Matrix Organization Supporting Lateral Coordination -- 5.1.2 Decision Making Contingency Theory and the Role of Conflict -- 5.1.3 Knowledge Sharing in the Matrix Facilitating Exploration Activities -- 5.1.4 Organizational Culture and Identity Issues in a Matrix Organization -- 5.1.5 Boundary Spanning, Facilitated by and Required in a Matrix Organization -- 5.2 Conclusion -- 5.2.1 The Research Findings at a Glance -- 5.2.2 Main Contributions -- 5.2.3 Implications for Practice, Limits and Further Research -- References -- Annexes -- A.1 Research Questions and Sub-Questions -- A.2 Interview Template -- A.3 Declaration of Consent -- A.4 Initial Coding Grid -- A.5 Example of an Adapted Coding Grid -- A.6 Number of Interviewees per Project Traton (DE-588)1213890314 gnd rswk-swf Matrix organization Teams in the workplace Personnel management Matrixorganisation (DE-588)4136164-7 gnd rswk-swf Organisationsstruktur (DE-588)4115464-2 gnd rswk-swf Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf (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 Erscheint auch als Druck-Ausgabe Shahani, Jasmine Limits and Opportunities of a Matrix Organization Wiesbaden : Springer Vieweg. in Springer Fachmedien Wiesbaden GmbH,c2020 9783658322601 |
| spellingShingle | Shahani, Jasmine Limits and Opportunities of a Matrix Organization A Study of Coordination Mechanisms Within a Multiple Brand Organization Intro -- Foreword -- Acknowledgements -- Table of Contents -- List of Figures -- List of Tables -- List of Abbreviations -- Abstract -- 1 Introduction -- 2 The Contemporary Matrix Organization & -- Concepts -- 2.1 Towards the Contemporary MNC -- 2.1.1 From a Hierarchical Coordination Perspective to a Network Perspective -- 2.1.2 Mechanisms of Coordination and Control in the MNC -- 2.1.3 Relevance and Associated Research Questions -- 2.2 Understanding the Matrix Organizational Form -- 2.2.1 The Matrix Organization in the Field of Organization Theory -- 2.2.2 Decision Making in the Contemporary Matrix Organization -- 2.2.3 The Question of Innovation in a Matrix Organization -- 2.2.4 Relevance and Associated Research Questions -- 2.3 Conflicts, Negotiations and Power Capabilities in the MNC -- 2.3.1 Conflict in MNCs -- 2.3.2 Power in MNCs -- 2.3.3 Relevance and Associated Research Questions -- 2.4 Towards a Dynamic View of Culture in the Matrix -- 2.4.1 Organizational Culture -- 2.4.2 Organizational Identity -- 2.4.3 The dynamic View of Culture -- 2.4.4 Integration and the Emergence of New Culture -- 2.4.5 Matrix Organizations and Culture -- 2.4.6 Relevance and Associated Research Questions -- 2.5 The Role of Boundary Spanning in the MNC -- 2.5.1 Boundary Spanning Activities and their Antecedents -- 2.5.2 Boundary Spanners, Skills and Objects -- 2.5.3 Relevance and Associated Research Questions -- 2.6 Research Questions Emerging from the Literature Review -- 3 Research Design -- 3.1 Methodology -- 3.1.1 Research Paradigm, Ontology, Epistemology and Methodology -- 3.1.2 The Choice of Case Study Research -- 3.1.3 Seals of Quality and Ethics -- 3.2 Case Description and Context -- 3.2.1 Case Study Overview -- 3.2.2 National Contexts -- 3.2.3 The Strategic Choice of HR and R& -- D as a Field of Study 3.2.4 Defining the Holding Matrix Organization and the Cross-Brand Project -- 3.3 Data Collection and Analysis -- 3.3.1 Data Collection -- 3.3.2 Data Analysis -- 4 Empirical Findings -- 4.1 HR Project Analysis -- 4.1.1 The HR Function Governance and Chronology -- 4.1.2 Group Grading -- 4.1.2.1 Mechanisms of Control and Coordination -- 4.1.2.2 Decisions and Conflict -- 4.1.2.3 Learning, Knowledge and Innovation -- 4.1.2.4 Culture and Identities -- 4.1.2.5 Boundary Spanning -- 4.1.2.6 Key Findings -- 4.1.3 Pluralism & -- Inclusion Cooperation -- 4.1.3.1 Mechanisms of Control and Coordination -- 4.1.3.2 Decisions and Conflict -- 4.1.3.3 Learning, Knowledge and Innovation -- 4.1.3.4 Culture and Identities -- 4.1.3.5 Boundary Spanning -- 4.1.3.6 Key Findings -- 4.1.4 Management Dialogue -- 4.1.4.1 Mechanisms of Control and Coordination -- 4.1.4.2 Decisions and Conflict -- 4.1.4.3 Learning, Knowledge and Innovation -- 4.1.4.4 Culture and Identities -- 4.1.4.5 Boundary Spanning -- 4.1.4.6 Key Findings -- 4.1.5 Group Development Programs -- 4.1.5.1 Mechanisms of Control and Coordination -- 4.1.5.2 Decisions and Conflict -- 4.1.5.3 Learning, Knowledge & -- Innovation -- 4.1.5.4 Culture and Identities -- 4.1.5.5 Boundary Spanning -- 4.1.5.6 Key Findings -- 4.1.6 Global Assignment Toolbox -- 4.1.6.1 Mechanisms of Control and Coordination -- 4.1.6.2 Decisions and Conflict -- 4.1.6.3 Learning, Knowledge and Innovation -- 4.1.6.4 Culture and Identities -- 4.1.6.5 Boundary Spanning -- 4.1.6.6 Key Findings -- 4.1.7 Summary and Analysis of Key Findings within HR Projects -- 4.1.7.1 Governance and the Power Capabilities of the Holding -- 4.1.7.2 Classic Matrix Issues with Contemporary Complexities -- 4.1.7.3 Knowledge Sharing and the Value of Balanced Decision Making for Innovation -- 4.1.7.4 Organizational Culture Differences 4.1.7.5 Boundary Spanning, a Key Success Factor -- 4.2 The Research and Development Project Processes -- 4.2.1 The R& -- D Function Governance and Chronology -- 4.2.2 CHAMP Project -- 4.2.2.1 Mechanisms of Control and Coordination -- 4.2.2.2 Decisions and Conflict -- 4.2.2.3 Learning, Knowledge and Innovation -- 4.2.2.4 Culture and Identities -- 4.2.2.5 Boundary Spanning -- 4.2.2.6 Key Findings -- 4.2.3 Engine Project -- 4.2.3.1 Mechanisms of Control and Coordination -- 4.2.3.2 Decisions and Conflict -- 4.2.3.3 Learning, Knowledge and Innovation -- 4.2.3.4 Culture and Identities -- 4.2.3.5 Boundary Spanning -- 4.2.3.6 Key Findings -- 4.2.4 Axle Project -- 4.2.4.1 Mechanisms of Control and Coordination -- 4.2.4.2 Decisions and Conflict -- 4.2.4.3 Learning, Knowledge & -- Innovation -- 4.2.4.4 Culture and Identities -- 4.2.4.5 Boundary Spanning -- 4.2.4.6 Key Findings -- 4.2.5 Gearbox Project -- 4.2.5.1 Mechanisms of Control and Coordination -- 4.2.5.2 Decisions and Conflict -- 4.2.5.3 Learning, Knowledge & -- Innovation -- 4.2.5.4 Culture and Identities -- 4.2.5.5 Boundary Spanning -- 4.2.5.6 Key Findings -- 4.2.6 Summary and Analysis of Key Findings within R& -- D Projects -- 4.2.6.1 Lead brand and the Role of the Holding -- 4.2.6.2 Slow Decision Making and Conflict -- 4.2.6.3 Knowledge Sharing and the use of Conflict as a Lever for Innovation -- 4.2.6.4 Cultural Differences and Identity Threats -- 4.2.6.5 Boundary Spanning Activities and the Required Skills -- 4.3 Summary of Empirical Analysis -- 4.3.1 Governance and Leveraged Power Capabilities -- 4.3.2 Issues and Actors in Decision Making -- 4.3.3 Knowledge Sharing and the Barriers to Innovation -- 4.3.4 Organizational Culture Differences and Identity Threats -- 4.3.5 The Snowball Effect of Boundary Spanning and Associated Skills -- 5 Contributions and Conclusions 5.1 Main Contributions -- 5.1.1 A Matrix Organization Supporting Lateral Coordination -- 5.1.2 Decision Making Contingency Theory and the Role of Conflict -- 5.1.3 Knowledge Sharing in the Matrix Facilitating Exploration Activities -- 5.1.4 Organizational Culture and Identity Issues in a Matrix Organization -- 5.1.5 Boundary Spanning, Facilitated by and Required in a Matrix Organization -- 5.2 Conclusion -- 5.2.1 The Research Findings at a Glance -- 5.2.2 Main Contributions -- 5.2.3 Implications for Practice, Limits and Further Research -- References -- Annexes -- A.1 Research Questions and Sub-Questions -- A.2 Interview Template -- A.3 Declaration of Consent -- A.4 Initial Coding Grid -- A.5 Example of an Adapted Coding Grid -- A.6 Number of Interviewees per Project Traton (DE-588)1213890314 gnd Matrix organization Teams in the workplace Personnel management Matrixorganisation (DE-588)4136164-7 gnd Organisationsstruktur (DE-588)4115464-2 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd |
| subject_GND | (DE-588)1213890314 (DE-588)4136164-7 (DE-588)4115464-2 (DE-588)4075092-9 (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 |
| title_fullStr | Limits and Opportunities of a Matrix Organization A Study of Coordination Mechanisms Within a Multiple Brand Organization |
| title_full_unstemmed | Limits and Opportunities of a Matrix Organization A Study of Coordination Mechanisms Within a Multiple Brand Organization |
| 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 Matrix organization Teams in the workplace Personnel management Matrixorganisation (DE-588)4136164-7 gnd Organisationsstruktur (DE-588)4115464-2 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd |
| topic_facet | Traton Matrix organization Teams in the workplace Personnel management Matrixorganisation Organisationsstruktur Multinationales Unternehmen Hochschulschrift |
| work_keys_str_mv | AT shahanijasmine limitsandopportunitiesofamatrixorganizationastudyofcoordinationmechanismswithinamultiplebrandorganization |