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- catalog abstract "The split between the organization design and informal networks perspectives has created a barrier to understanding how organizations really work, we argue. From the organization design perspective, much is known about the effectsof formal practices on outcomes. There is a working assumption that these practices affect outcomes primarily by strengthening or weakening ties among organizational actors, but little has been done to test that assumption. From the network perspective, much is known about conceptualizing and measuring informal ties among organizational actors, but little is known about the power of organization design in shaping these ties. Combining these two perspectives enables us to better understand the dynamic relationship between formal organization design and informal network ties. Using the example of patient care coordination as a context for theory development, we make three contributions in this paper. First, we develop a typology of formal organizational practices which affect ties among organizationalactors. Second, we specify the links between types of organizational practices and multiple dimensions of networkties. We consider the effects of organizational practices not only on the structure of communication, but also on its content and on the quality of the underlying relationships among organizational actors. Third, we argue that informal networks do not just emerge but can be purposefully shaped in specific ways -- and along multiple dimensions -- by formal organization design.".
- catalog contributor b10574322.
- catalog contributor b10574323.
- catalog contributor b10574324.
- catalog created "c1997.".
- catalog date "1997".
- catalog date "c1997.".
- catalog dateCopyrighted "c1997.".
- catalog description "Includes bibliographical references (p. 51-55).".
- catalog description "The split between the organization design and informal networks perspectives has created a barrier to understanding how organizations really work, we argue. From the organization design perspective, much is known about the effectsof formal practices on outcomes. There is a working assumption that these practices affect outcomes primarily by strengthening or weakening ties among organizational actors, but little has been done to test that assumption. From the network perspective, much is known about conceptualizing and measuring informal ties among organizational actors, but little is known about the power of organization design in shaping these ties. Combining these two perspectives enables us to better understand the dynamic relationship between formal organization design and informal network ties. Using the example of patient care coordination as a context for theory development, we make three contributions in this paper. First, we develop a typology of formal organizational practices which affect ties among organizationalactors. Second, we specify the links between types of organizational practices and multiple dimensions of networkties. We consider the effects of organizational practices not only on the structure of communication, but also on its content and on the quality of the underlying relationships among organizational actors. Third, we argue that informal networks do not just emerge but can be purposefully shaped in specific ways -- and along multiple dimensions -- by formal organization design.".
- catalog extent "55 p. :".
- catalog isPartOf "Working paper (Harvard University. Graduate School of Business Administration. Division of Research) ; 98-051.".
- catalog isPartOf "Working paper / Division of Research, Harvard Business School ; 98-051".
- catalog issued "1997".
- catalog issued "c1997.".
- catalog language "eng".
- catalog publisher "[Boston] : Division of Research, Harvard Business School,".
- catalog title "How organization design shapes informal networks : the case of patient care coordination / Jody Hoffer Gittell, Leigh Weiss.".
- catalog type "text".