The Semiformal Organization
The Semiformal Organization
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DOI：
10.1287/orsc.2013.0882
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发表时间：
2014-09-01
影响因子：
4.1
通讯作者：
Dahlander, Linus
中科院分区：
文献类型：
--
作者：
Biancani, Susan;McFarland, Daniel A.;Dahlander, Linus
本文提出了一种新的组织维度--半正式组织，揭示了不同成员形式的分配如何使知识密集型组织在不牺牲正式组织稳定发挥的职能的情况下，在知识创造中更具灵活性和探索性。大多数知识密集型组织寻求通过正式规定的部门和部门或通过偶然的、新兴的、非正式的协会（即，正式和非正式组织）。然而，组织也战略性地管理我们所说的“半正式组织”，以引导新的工作关系的建立并鼓励创新。这些二级成员资格是由组织赞助的，与组织的核心研究职能直接相关，但他们是自愿加入的。因此，它们有别于正式和非正式成员资格。在对斯坦福大学的研究活动进行广泛的纵向分析的基础上，我们发现，半正式组织提供了一个令人信服的渠道，通过该渠道，组织可以塑造员工的合作和整体生产力。
This paper draws attention to a new dimension of organization, the semiformal organization, and it reveals how the allocation of different membership forms can render knowledge-intensive organizations more flexible and exploratory in their knowledge creation efforts without sacrificing the functions stably enacted via the formal organization. Most knowledge-intensive organizations seek to create new spaces for collaborations through formally prescribed departments and divisions or through serendipitous, emergent, informal associations (i.e., the formal and informal organization). However, organizations also strategically manage what we call the "semiformal organization" to guide the creation of new work relations and encourage innovation. These secondary memberships are organizationally sponsored and directly related to the organizations' core research functions, but they are voluntarily joined. As such, they are distinct from formal and informal memberships. On the basis of extensive longitudinal analyses of research initiatives at Stanford University, we find that the semiformal organization provides a compelling channel through which organizations can shape employees' collaborations and overall productivity.