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Catherine L. Wang (Catherine L. Wang is currently a Research Assistant at the Wolverhampton Business School and member of the Centre for Enterprise Excellence. Her research interest includes organizational learning, knowledge management, and quality and innovation management. She previously worked as a Research Assistant at the Coventry and Warwickshire Chamber of Commerce.)
Pervaiz K. Ahmed (Professor Pervaiz K. Ahmed, is Director, Japanese Management Research Unit, and Head of the Centre for Enterprise Excellence. He has published over 100 papers in international journals and has presented as keynote speaker at a number of prestigious venues. He is currently the editor of the European Journal of Innovation Management. He was editor of Business Process Management Journal from 1996‐2000 and co‐editor of the International Journal of Benchmarking, Quality Focus, Journal of Management in Medicine until 2000. He currently serves on the editorial advisory board of numerous international journals. He is also active in the European Foundation for Quality Management, and has served as a panel member for academic awards for four years. Additionally, he has worked with many blue chip companies such as Eida Faberge, Lever Europe, Birds Eye Walls, Van den Berg Foods, AT&T etc.)
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Abstract
Organizational forms have evolved over the decades. Organizational design reflects the systems view, which considers that structure consists of both hard and soft components, and is the superior composition of relationship between organizational elements. Structural dimensions are traditionally examined along three dimensions of formal relationship: hierarchical, functional, and the dimension of inclusion and centrality, underlining two prime types of structure: mechanistic and organic organizations. However, the knowledge economy makes new demands on organizational structuring based on processes. Informal structure better depicts actual organizational activities and reflects dynamic interaction that is critical to knowledge creation. This conceptual paper incorporates informal structure as an important dimension and further elaborates organizational structuring at a higher level: trust‐based relationship, externally‐oriented interactive relationship, and emotionally‐inclusive relationship; and their importance in the attainment of organizational success in the knowledge economy.
Keywords
Citation
Wang, C.L. and Ahmed, P.K. (2003), "Structure and structural dimensions for knowledge‐based organizations", Measuring Business Excellence, Vol. 7 No. 1, pp. 51-62. https://doi.org/10.1108/13683040310466726
Publisher
:MCB UP Ltd
Copyright © 2003, MCB UP Limited
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