The DOI matches its Crossref record; 4 of the 4 references it cites were found in a registry or an index.
ADOPTION AND ABANDONMENT OF MATRIX MANAGEMENT PROGRAMS: EFFECTS OF ORGANIZATIONAL CHARACTERISTICS AND INTERORGANIZATIONAL NETWORKS.
Abstract
Organizational design theorists argue that organizations adopt matrix (departmentalized) structures for technical reasons, to solve problems of internal coordination and information processing. Research on interorganizational networks suggests that organizations adopt new structures because of mimetic forces and normative pressures. We examined the effects of both sets of factors on the adoption of matrix management in a group of hospitals. Multivariate analyses revealed that matrix adoption is influenced not only by task diversity, but also by sociometric location, the dissemination of information, and the cumulative force of adoption in interorganizational networks. Such variables exert little influence on decisions to abandon matrix programs, however.
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Organizational Strategy, Structure, and Process
Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman, H. J. (1978) · Academy of Management Review · doi:10.5465/amr.1978.4305755 · Cited by 4,527
Organization design: an information processing view
Galbraith, J. R. (1974) · Interfaces · doi:10.1287/inte.4.3.28 · Cited by 2,451
Information richness. A new approach to managerial behavior and organization design
Daft, R. L., & Lengel, R. H. (1983) · doi:10.21236/ada128980 · Cited by 2,263
Determinants of Coordination Modes within Organizations
Ven, A. H. V. D., Delbecq, A. L., & Koenig, R. (1976) · American Sociological Review · doi:10.2307/2094477 · Cited by 1,979
Cited by
Diffusion of Innovations in Service Organizations: Systematic Review and Recommendations
GREENHALGH, T., ROBERT, G., MACFARLANE, F., BATE, P., & KYRIAKIDOU, O. (2004) · The Milbank Quarterly · doi:10.1111/j.0887-378x.2004.00325.x · Cited by 7,448
Predicting Intention to Adopt Interorganizational Linkages: An Institutional Perspective1
Teo, H. H., Wei, K. K., & Benbasat, I. (2003) · MIS Quarterly · doi:10.2307/30036518 · Cited by 1,639
Corporate Elite Networks and Governance Changes in the 1980s
Davis, G. F., & Greve, H. R. (1997) · American Journal of Sociology · doi:10.1086/231170 · Cited by 1,237
Kim, J.-Y. (., & Miner, A. S. (2007) · Academy of Management Journal · doi:10.5465/amj.2007.25529755 · Cited by 443
Mendel, P., Meredith, L. S., Schoenbaum, M., Sherbourne, C. D., & Wells, K. B. (2008) · Administration and Policy in Mental Health and Mental Health Services Research · doi:10.1007/s10488-007-0144-9 · Cited by 407
Metadata
- Authors
- Burns, L. R., & Wholey, D. R.
- Venue
- Academy of Management Journal
- Publisher
- Academy of Management
- Published
- 1993-02-01
- Volume
- 36
- Issue
- 1
- Pages
- 106-138
- ISSN
- 0001-4273 (ISSN-L)
- 1948-0989
- OpenAlex
- W2005185017
- Cited by
- 602
- References
- 4
- FWCI
- 7.30
- Type
- journal article
- Language
- en
- Open access
- closed
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- CoChat. (2026). Citation check: ADOPTION AND ABANDONMENT OF MATRIX MANAGEMENT PROGRAMS: EFFECTS OF ORGANIZATIONAL CHARACTERISTICS AND INTERORGANIZATIONAL NETWORKS. https://app.cochat.ai/papers/10.2307/256514
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- Burns, L. R., & Wholey, D. R. (1993). ADOPTION AND ABANDONMENT OF MATRIX MANAGEMENT PROGRAMS: EFFECTS OF ORGANIZATIONAL CHARACTERISTICS AND INTERORGANIZATIONAL NETWORKS. Academy of Management Journal. https://doi.org/10.2307/256514
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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