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3.3.1 Organizational structure
Most studies focused on the influence of ICT on organizations are based on the
organizational structure, since technology is a determinant of organizational structure (Woodward,
1965; Hage and Aiken, 1969; Zwerman, 1970). Also Pfeffer and Leblebici (1977) found that
“
information technology is significantly correlated with several dimensions of organizational
structure
”.
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Mintzberg (1979) defines organizational structure as “
the sum total of the ways in which it
divides its labor into distinct tasks and then achieves coordination among them
” (Mintzberg, 1979). It
is the configuration of tasks and activities (Skivington and Daft, 1991). Thompson (1967) describes
three ways in which tasks are related;
pooled
interdependence
(tasks depend on the same resource),
sequential
interdependence
(tasks depend on previous tasks), and
reciprocal
interdependence
(same
as sequential interdependence, but cyclical). The important link between organizational structure
and the spatial environment is, against expectations, rarely mentioned in literature (Mobach, 2009).
This is visible in the definition of organizational structure by Mintzberg (1979) as mentioned above,
where time and space are not taken into account. Brill et al. (1985) state that task interdependencies
are linked to a physical layout of the organization. Architectural structures form human behavior
(Markus, 2006), since they directly affect organizational structures (Baldry et al., 1998). It is therefore
important to design spaces according to the tasks performed in that space. This creates order (Fayol,
1917) and unity (Becker, 1981). Furthermore, physical layout directly influences task
interdependencies, for instance with distance, proximity and vision in the execution of different but
interdependent tasks (Bennett, 1977). Much interdependency asks for restriction of distance and
physical barriers between tasks.
In a study on the effect of the introduction of computers on organizational structure, Whisler
(1970) concluded that information technology might be an important component of organizational
change. Barley (1986) claims that technologies influence organizational structures, both anticipated
and unanticipated. Leavitt and Whisler (1958) claim that organizations would decentralize and levels
of middle management would disappear. Simon (1977) argued that ICT would not change the basic
hierarchical nature of organizations, but would decentralize decision making. More recently, Bosch-
Sijtsema (2002) stated that virtual organizations often experience problems involving their
organizational structure. Čudanov et al. (2009) conclude that “
ICT itself does not point organization
toward more or less decentralization, but widens possibilities for adjusting level of decentralization to
other internal or external parameters characteristic to the organization
”, which emphasizes the
influence of ICT on organizational structure.
Organizations can influence the distinction of tasks and its coordination by the use of
design
parameters
. By implementing these design parameters in a certain way, one can form the behavior
of an organization. Different design parameters are mentioned in literature. For instance, Taylor
(1911) mentions scientific task provision, selection and training, instruction and supervision,
separation of planning and execution. Fayol (1917) distinguishes, among others, division of labor,
authority, discipline, centralization, hierarchy, and unity of management and direction. Other similar
distinctions were made by Urwick (1943), Kieser and Kubicek (1976), De Leeuw (1986) and Jansen
and Jägers (1990). Mintzberg (1979) mentions the design parameters job specialization (horizontal
and vertical), behavior formalization, training and indoctrination, unit grouping, unit size, planning
and control systems, liaison, and decentralization (horizontal and vertical). For this research, the
design parameters of Mintzberg (1979) are used for organizational structure design, since its
extensiveness covers both Taylor’s and Fayol’s, and therefore also all other mentioned, parameters.
This ensures that all structural aspects are considered during this study.
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The different design parameters of Mintzberg (1979) are described and analyzed below. Two
analyses are performed. Firstly, the model (figure 3.1) will be strictly followed. Here the focus is on
the influence of ICT (and thereby enabled NWW) on the specific organization design parameter (“Is it
confirmed in scientific literature that ICT influences this particular organization design parameter?”).
Secondly, because scientific literature may not be up to date with the latest developments in NWW,
a wider and more contemporary perspective was taken as well. The question addressed here was: “Is
it suggested in white papers and grey literature that NWW influences this particular organization
design parameter?”. If the answer to both questions was positive, the specific design parameter was
made applicable as a question for the expert interviews. In case the specific design parameter is of
interest for this study, the question formed to be answered by the use of expert interviews is stated
at the end of each paragraph. The experts’ answers to all stated questions together give answer to
the influence of changing organizational structure on the (academic) office workplace.
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