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By Zhiang (John) Lin, Kathleen M. Carley

Designing rigidity Resistant Organizations demonstrates, in a persuasive manner, how computational association concept will be utilized to improve the sphere of administration with its winning integration of thought and perform.
At the theoretical point, the ebook incorporates a entire computational framework referred to as DYCORP, which simulates dynamic and interactive organizational behaviors by means of incorporating a number of components resembling organizational layout, job setting, and rigidity, and which generates constant and insightful propositions on organizational functionality.
The ebook makes use of a company technology established method of computational modeling. This procedure acknowledges the restrict of human cognition because it used to be defined via Herbert A. Simon in 1947. The version strives to target the essence of the truth that's so much proper to the examine factor. This procedure has been confirmed to be greater for us to appreciate the underlying dynamics of the phenomenon.

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Additional info for Designing Stress Resistant Organizations: Computational Theorizing and Crisis Applications

Example text

In fact, organizations are created for dealing with problems - task environment. Given the fact that organizational designs are closely connected with task environments (Thompson, 1967), it is necessary to recognize the difference between organizational design and task environment. Unlike the task environment, which is more exogenous to the organization, organizational design is, however, more under the control of the organization and is thus relatively adjustable or adaptive to the task environment.

Other people claim that hierarchy may exhibit lower performance due to information loss through the process of condensation as it goes up the hierarchies (Jablin et at, 1986) or inability to absorb uncertainty and interruption under stress (March and Simon, 1958; Simon, 1962). One study however, shows that matrix type organizations improve organizational performance (Houskisson and Galbraith, 1985). Davis and Lawrence (1977), on the other hand, suggested that a matrix would only exhibit high performance if the task environment was complex.

Of course, how agent style affects decision making performance depends also on how agents are trained and how stressful the situation is. So, how can begin to explore the underlying relationships between organizational performance and those factors that also interact among themselves? 2. Conventional Strategies Conventional strategies virtually ignore (or are unable to address) the complex relationships among organizational performance and the multiple factors affecting the performance. They usually focus on only one narrow aspect of the factor with the assumption that it determines organizational performance.

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