A Framework of Organisations as Dynamic Structures

Carroll, Timothy N. and Samina Karim (2011). “A framework of organisations as dynamic structures.” International Journal of Strategic Change Management 3(3): 230-246.

30 Pages Posted: 7 Nov 2014 Last revised: 27 Aug 2021

See all articles by Tim Carrol

Tim Carrol

Independent

Samina Karim

Northeastern University

Date Written: 2011

Abstract

This paper integrates advances in organisational structure research into a broader framework of ‘structural action’ that depicts organisations as dynamic structures. The purpose of this paper is to highlight the main contributions from various theories and perspectives that have all informed our understanding of the impact of organisational structure on strategic change. We propose that organisational structures, as one mechanism by which strategy is enacted, are moulded purposefully and in different ways. To better understand how organisations are re-designed, the framework recommends particular structural actions depending on the turbulence (both internal and external) and performance (both actual and aspired) aspects of the organisation.

Keywords: organisational structure, design, restructuring, recombination, reconfiguration, patching, strategic change

Suggested Citation

Carrol, Tim and Karim, Samina, A Framework of Organisations as Dynamic Structures (2011). Carroll, Timothy N. and Samina Karim (2011). “A framework of organisations as dynamic structures.” International Journal of Strategic Change Management 3(3): 230-246., Available at SSRN: https://ssrn.com/abstract=2520350

Tim Carrol

Independent

Samina Karim (Contact Author)

Northeastern University ( email )

Boston, MA 02115
United States

HOME PAGE: http://www.damore-mckim.northeastern.edu/faculty/k/karim-samina/

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