A Social Network Approach to Organizational Design-Performance

John A. Pearce · Fred R. David

52 citations0/0 files storedAcademy of Management Review

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Team Dynamics and Performance Job Satisfaction and Organizational Behavior Management Theory and Practice

Abstract

Prior research has failed to confirm a direct relationship between organizational design and group performance. The reason, as revealed by this literature review, may be that organization-level characteristics first affect group structural properties, which, in turn, have a direct impact on performance. In support of this view, this paper offers both a conceptualization of a moderated design-performance relationship and a set of literature-derived hypotheses to serve as guides for empirical research.

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1994The Management of Innovation 1959The Social Psychology of Groups 1967Organization and environment 1976Determinants of Coordination Modes within Organizations 1960The Social Psychology of Groups.1977Special Boundary Roles in the Innovation Process 1972Organization and Environment 1980Organization Structure and Performance: A Critical Review

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