Abstract
This chapter provides an extension and refinement of the information processing model of organization design (Galbraith 1973, Tushman and Nadler 1978). In the paper, I suggest that organization design constrains firms’ realized strategy, and thus influences organizational performance: I suggest that the choice of design becomes crucial for performance since organizations may face different functional demands that are determined by environments and strategic intentions, and since organization designs require costly and irreversible commitments.
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Eriksen, B. (2006). Organization Design Constraints on Strategy and Performance. In: Burton, R.M., Håkonsson, D.D., Eriksen, B., Snow, C.C. (eds) Organization Design. Information and Organization Design Series, vol 6. Springer, Boston, MA . https://doi.org/10.1007/0-387-34173-0_9
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DOI: https://doi.org/10.1007/0-387-34173-0_9
Publisher Name: Springer, Boston, MA
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