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Maintaining Organizational Viability and Performance: The Organizational Configuration Map

Maintaining Organizational Viability and Performance: The Organizational Configuration Map

Carlos Páscoa, José Tribolet
Copyright: © 2014 |Pages: 18
ISBN13: 9781466645622|ISBN10: 1466645628|EISBN13: 9781466645639
DOI: 10.4018/978-1-4666-4562-2.ch012
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MLA

Páscoa, Carlos, and José Tribolet. "Maintaining Organizational Viability and Performance: The Organizational Configuration Map." Rethinking the Conceptual Base for New Practical Applications in Information Value and Quality, edited by George Leal Jamil, et al., IGI Global, 2014, pp. 266-283. https://doi.org/10.4018/978-1-4666-4562-2.ch012

APA

Páscoa, C. & Tribolet, J. (2014). Maintaining Organizational Viability and Performance: The Organizational Configuration Map. In G. Jamil, A. Malheiro, & F. Ribeiro (Eds.), Rethinking the Conceptual Base for New Practical Applications in Information Value and Quality (pp. 266-283). IGI Global. https://doi.org/10.4018/978-1-4666-4562-2.ch012

Chicago

Páscoa, Carlos, and José Tribolet. "Maintaining Organizational Viability and Performance: The Organizational Configuration Map." In Rethinking the Conceptual Base for New Practical Applications in Information Value and Quality, edited by George Leal Jamil, Armando Malheiro, and Fernanda Ribeiro, 266-283. Hershey, PA: IGI Global, 2014. https://doi.org/10.4018/978-1-4666-4562-2.ch012

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Abstract

A certain state of an organization, in its strategic, tactical, and operational components results from a combination of elements that makes it a very complex entity. Its components should co-exist in a dynamic and constant balance, whose configuration must have flexible and adaptable reaction mechanisms. As processes increase in complexity, it becomes more difficult to manage an organization, almost in real time, in its many dimensions and configurations. It is therefore essential to identify, given its current complexity, how to guarantee holistic organizational adaptation, agent roles in configuration change, and also, how to design, organize, and manage an organization, in the resource domain, considering: 1) multiple restrictions, 2) critical needs of real time, and 3) various configurations. Using design and action research, this chapter proposes the concept of organizational configuration that, based on a macrogenesis capability, allows the creation and adaptation of transversal transformation mechanisms that, harnessing complexity, are able to maintain the necessary balance to guarantee viability and performance.

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