The Key Advantages and Disadvantages of Matrix Organizational Structures

• Authors: Goś Krzysztof

Title variants

PL

Kluczowe zalety i ograniczenia macierzowych struktur organizacyjnych

• Languages of publication: PL EN

Abstracts

PL

ograniczeń koncepcji macierzowych struktur organizacyjnych. Po krótkim wprowadzeniu do dziedziny zidentyfikowano w nim i omówiono osiem kluczowych cech organizacji macierzowych. Przeprowadzona analiza publikacji wykazała, że trzy ze wspomnianych cech są przeważnie postrzegane jako zalety organizacji macierzowych, jedna jako ich ograniczenie, zaś pozostałe cztery budzą kontrowersje wśród teoretyków co do ich pozytywnego bądź negatywnego charakteru. Owe kontrowersyjne cechy wskazano jako proponowany obszar do dalszych badań.

EN

The article is a review of the literature on the key advantages and disadvantages of matrix organizational structures. After providing a brief introduction into the discipline, it identifies and discusses eight major characteristics of matrix organizations. In the reviewed publications, three characteristics are considered primarily as advantages of matrix structures, one as a disadvantage, whereas the four remaining arouse controversies as to their beneficial or negative nature. The controversial characteristics are indicated as a field for further investigation.

Keywords

PL

struktury macierzowe; organizacje macierzowe; zarządzanie macierzowe,; zespoły międzyfunkcyjne

EN

matrix structures; matrix organizations; matrix management; cross-functional; structures

• Publisher: Uniwersytet Warszawski. Wydział Nauk Ekonomicznych
• Journal: Studia i Materiały
• Year: 2015
• Issue: 2/2015 (19)
• Pages: 66-83

Dates

published

2015-11-15

Contributors

author

Goś Krzysztof

• Faculty of Management, University of Warsaw

References

• Anderson, R. E. (1994). Matrix Redux – Matrix Management. Business Horizons, 37(6), 6–11.
• Appelbaum, S. H., Nadeau, D. and Cyr, M. (2008). Performance evaluation in a matrix organization: a case study (Part One). Industrial and commercial training, 40(5), 236–241.
• Argyris, C. (1967). Today’s Problems with Tomorrow’s Organizations. Journal of Management Studies, 4(1), 31–55.
• Atkinson, P. (2003). Managing Chaos in a Matrix World. Management Services, 47(11), 8–11.
• Barker, J., Tjosvold, D. and Andrews, R. I. (1988). Conflict approaches of effective and ineffective project managers: A field study in a matrix organization. Journal of Management Studies, 25(2), 167–178.
• Bartlett, C. A. and Ghosal, S. (1990). Matrix Management: Not a Structure, a Frame of Mind. Harvard Business Review, July–August, 2–8.
• Bresnen, M. (1990). Organising Construction. Project Organisation and Matrix Management. New York: Routledge.
• Brown, J. L. and Agnew, N. (1982). The Balance of Power in a Matrix Structure. Business Horizons, 25(6), 51–55.
• Butler, N. M. (1973). Project management: A study of organizational conflict. Academy of Management Journal, 16, 84–102.
• Cleland, D. I. (1981a). The cultural ambience of the matrix organization. Management Review, 70(11), 24–31.
• Cleland, D. I. (1981b). Matrix management (Part II): A kaleidoscope of organizational systems. Management Review, 70, 48–56.
• Cummings, J. N. (2004). Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization. Management Science, 50(3), 352–364.
• Daft, R. L. (2007). Organization Theory and Design. Mason: Thomson/Southwestern.
• Davis, K. (1967). Human Relations at Work (3rd Ed.). New York: McGraw-Hill.
• Davis, S. M. and Lawrence, P. R. (1977). Matrix. Reading: Addison-Wesley.
• Davis, S. M. and Lawrence, P. R. (1978). Problems of matrix organizations. Harvard Business Review, 56(3), 131–142.
• Denis, H. (1986a). Is the matrix organization a cumbersome structure for engineering projects? Project Management Journal, 17(1), 49–55.
• Denis, H. (1986b). Matrix structures, quality of working life, and engineering productivity. IEEE Transactions on Engineering Management, 33(3), 148–156.
• Derven, M. (2010). Managing the Matrix in the New Normal. Training and Development Magazine, 64(7), 42–47.
• Dill, D. and Pearson, A. W. (1984). The effectiveness of project managers: Implications of a political model of influence. IEEE Transactions on Engineering Management, 31(3), 138–146.
• DiMarco, N., Goodson, J. R. and Houser, H. F. (1989). Situational leadership in a project/matrixenvironment. Project Management Journal, 20(1), 11–18.
• Duliniec, E. (2009). Marketing międzynarodowy. Warsaw: PWE.
• Egelhoff, W. G., Wolf, J. and Adzic, M. (2013). Designing Matrix Structures to Fit MNC Strategy. Global Strategy Journal, 3, 205–226.
• Ford, R. C. and Randolph, W. A. (1992). Cross- Functional Structures: A Review and Integration of Matrix Organization and Project Management. Journal of Management, 18(2), 267–294.
• Galbraith, J. R. (1971). Matrix Organization Designs. How to combine functional and project forms. Business Horizons, 14(1), 29–40.
• Galbraith, J. R. (1973). Designing Complex Organizations. Reading: Addison-Wesley.
• Galbraith, J. R. (1977). Organization design. Reading: Addison-Wesley.
• Galbraith, J. R. (2008). Designing Matrix Organizations That Actually Work: How IBM, Procter & Gamble and Others Design for Success. San Francisco: Jossey-Bass.
• Galbraith, J. R. (2013). Matrix Management: Structure is the Easy Part. People and Strategy, 36(1), 6–7.
• Galbraith, J. R. (2014). Designing Organizations: Strategy, Structure, and Process at the Business Unit and Enterprise Levels (3rd Ed.). New York: John Wiley & Sons.
• Gobeli, D. and Larson, E. W. (1987). Relative effectiveness of different project structures. Project Mana gement Journal, 18(2), 81–85.
• Goggin, W. C. (1974). How the Multi-dimensional Structure Works at Dow-Corning. Harvard Business Review, 52(1), 54–65.
• Gottlieb, M. R. (2007). The Matrix Organization Reloaded: Adventures in Team and Project Management. London: Praeger Publishers.
• Greiner, L. E. (1972). Evolution and Revolution as Organizations Grow. Harvard Business Review, 50(4), 43–44.
• Greiner, L. E. and Schein, V. E. (1981). The paradox of managing a project-oriented matrix: EstabEstablishing coherence within chaos. Sloan Management Review, 2(2), 17–22.
• Guterl, F. V. (1989). Goodbye old matrix. Dun’s Business Month, 133, 32–38.
• Herzberg, F., Mausner, B. and Snyderman, B. B. (1959) The motivation to work (2nd Ed.). New York: John Wiley & Sons.
• Hill, R. (1974). Corning Glass Reshapes its International Operations. International Management, 29(10).
• Hopej-Kamińska, M., Hopej, M. and Kamiński, R. (2013). Epoki strukturalne. Research papers of Wrocław University of Economics, 277, 113–119.
• Hrebiniak, L. G. and Joyce, W. F. (1984). Implementing strategy. New York: Macmillan Book Publishing.
• Hutt, M. D. (1995). Cross-Functional Working Relationships in Marketing. Journal of the Academy of Marketing Science, 23(4), 351–357.
• Jerkovsky, W. (1983). Functional management in matrix organizations. IEEE Transactions on Engineering Management, 30(2), 89–97.
• Joyce, W. F. (1986). Matrix organization: A social experiment. Academy of Management Journal, 29(3), 536–561.
• Katz, R. and Allen, T. J. (1985). Project performance and the locus of influence in the R & D matrix. Academy of Management Journal, 28(1), 67–87.
• Kerzner, H. (1984). Project management. A systems approach to planning, scheduling and controlling. New York: Van Nostrand Reinhold.
• Kesler, G. and Schuster, M. H. (2009). Design Your Governance Model to Make the Matrix Work. People & Strategy, 32(4), 16–25.
• Kingdon, D. R. (1973). Matrix Organization. London: Tavistock.
• Kisielnicki, J. (2014). Zarządzanie. Jak zarządzać i być zarządzanym. Warsaw: PWE.
• Knight, K. (1976). Matrix Organization: A Review. The Journal of Management Studies, 13(2), 111–130.
• Knight, K. (1977). Matrix Management: A Crossfunctional Approach to Organisation. Westmead: Gower Press.
• Kolodny, H. F. (1979). Evolution to a matrix organization. Academy of Management Review, 4(4), 543–553.
• Kolodny, H. F. (1980). Matrix organization designs and new product success. Research Management, 23(5), 529–533.
• Kolodny, H. F. (1981). Managing in a matrix. Business Horizons, 24(2), 17–24.
• Kur, C. E. (1982). Making matrix manageme
• Larson, E. W. and Gobeli, D. H. (1987). Matrix management: contradictions and insights. California Management Review, 29(4), 126–138.
• Lawrence, P. R., Kolodny, H. F. and Davis, S. M. (1977). The Human Side of Matrix. Organizational Dynamics, Summer, 43–61.
• Lawrence, P. R. and Lorsch, J. W. (1967). New Management Job: The Integrator. Harvard Business Review, November–December, 142–151.
• Lawson, J. W. (1986). A quick look at matrix organization from the perspective of the practicing manager. Engineering Management International, 4, 61–70.
• Likert, R. (1976). Improving cost performance with cross-functional teams. Management Review, 65(3), 36–43.
• Lorsch, J. W. and Lawrence, P. R. (1972). Organization Planning: Cases and Concepts. Homewood: Irwin-Dorsey.
• Ludwig, S. (1970). The Move to Matrix Management. Management Review, 59(6), 60–65.
• Marquis, D. (1969). Ways of Organizing Projects. Innovation, 5, 26–33.
• Mee, J. F. (1964). Matrix Organization. Business Horizons, 7(2), 70–72.
• Meredith, J. R. and Mantel, S. J. Jr (1989). Project Management (2nd Ed.). New York: John Wiley.
• Naylor, T. H. (1985). The International Strategy Matrix. Columbia Journal of World Business, 20(2), 11–19.
• Nesheim, T. (2011). Managing Process Ownership and Line Management in a Matrix-like Organization. Knowledge and Process Management, 18(2), 109–119.
• North, M. and Coors, C. (2010). Avoiding death by dotted line. Healthcare financial management, 64(1), 120–121.
• Numerof, R. E. and Abrams, M. N. (2002). Matrix management: Recipe for chaos? Organization Management, 26(4), 42–45.
• Parker, G. M. (1994). Cross-Functional Teams: Working with Allies, Enemies, and other Strangers. San Francisco: Jossey-Bass.
• Perham, H. (1970). Matrix Management: a Tough Game to Play. Dun’s Review, August, 31–34.
• Pitts, R. A. and Daniels, J. D. (1984). Aftermath of the matrix mania. Columbia Journal of World Business, 19(2), 48–54.
• Posner, B. Z. (1986). What‘s all the fighting about? Conflicts in project management. IEEE Transactions on Engineering Management, 33(4), 207–211.
• Prahalad, C. K. (1976). Strategic choices in diversified MNCs. Harvard Business Review, 54(4), 67–78.
• Randolph, W. A. and Posner, B. Z. (1992). Getting the job done: Managing project teams and task forces for success. Englewood Cliffs: Prentice-Hall.
• Raza, S. and Standing, C. (2011). A Systemic Model for Managing and Evaluating Conflicts in Organizational Change. Systemic Practice & Action Research, 24(3), 187–210.
• Reeser, C. (1969). Some potential human problems of the project organization. Academy of Management Journal, 12, 459–467.
• Rizzo, J. R., House, R. J. and Lirtzman, S. I. (1970). Role conflict and ambiguity in complex organizations. Administrative Science Quarterly, 15, 150-163.
• Russell, E. (1999). Time is of the essence. Automotive Engineer, 24(5), 31–32.
• Schermerhorn, J. R. (2008). Zarządzanie. Warsaw: PWE.
• Simon, M. E. (1983). Matrix Management at the U.S. Consumer Product Safety Commission. Public Administration Review, 43, 357–361.
• Smith, H. R. (1978). A socio-biological look at matrix. Academy of Management Review, 3(4), 922–926.
• Strikwerda, J. and Stoelhorst J. W. (2009). The Emergence and Evolution of the Multidimensional Organization. California Management Review, 51(4), 11–31.
• Stuckenbruck, L. C. (1982). The implementation of project management: The professional’s handbook. Reading: Addison-Wesley.
• Sy, T. and D’Annunzio, L. S. (2005). Challenges and Strategies of Matrix Organizations: Top-level and Mid-level Managers’ Perspectives. Human Resource Planning, 28(1), 39–48.
• Taylor, A. (1999). Compaq Looks Inside for Salvation. Fortune, August 16, 126.
• Turner, S. G., Utley, D. R. and Westbrook, J. D. (1998). Project Managers and Functional Managers: A Case Study of Job Satisfaction in a Matrix Organization. Project Management Journal, 29(3), 11–19.
• Wall, W. C. Jr (1984). Integrated management in matrix organization. IEEE Transactions on Engineering Management, 31(1), 30–36.
• White, K. B. (1979). Alternative forms of project organization. In: R. Hill and B.J. White (eds.), Matrix organization and Project Management. Ann Arbor: MI Business Papers.
• Whitford, A. B. (2006). Unitary, Divisional and Matrix Forms as Political Governance Systems. Journal of Management Governance, 10, 435–454.
• Wilemon, D. L. (1973). Managing Conflict in Temporary Management Systems. Journal of Management Studies, 10(3), 282–296.
• Wilemon, D. L. and Gemmill G. R. (1971). Interpersonal Power in Temporary Management Systems. Journal of Management Studies, 8(3), 315–328.
• Wilemon, D. L. and Thamhain, H. J. (1983). Team building in project management. Project Management Quarterly, 14(3), 73–81.
• Wolf, J. and Egelhof, W. G. (2013). An empirical evaluation of conflict in MNC matrix structure firms. International Business Review, 22(3), 591–601.
• Wright, N. H. (1980). Matrix management – fortifying the organization structure. Manufacturing World, May, 24–26.
• Youker, R. (1977). Organization alternatives for project managers. Management Review, 66(11), 46–53.
• Zdziarski, M. (2014). Struktury firm międzynarodowych. In: K. Obłój and A. Wąsowska (eds.), Zarządzanie międzynarodowe. Teoria i praktyka (pp. 127–157). AWarsaw: PWE.

Identifiers

ISSN

1733-9758

DOI

10.7172/1733-9758.2015.19.5