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Principals of Design for High Performing Organizations: A Suggested Research Program. Appendixes
Final rept. Sep 1991-Sep 1992
BATTELLE MEMORIAL INST COLUMBUS OH
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This is the second report in a series of three to identify useful directions for future research on military organization design. The first established a baseline of what is known from the published literature. This report focuses on the areas that are cutting edge, as identified by established and emerging scholars in this field. It provides in an extensive appendix the outline of research projects that, if conducted, would probably lead to a new technology of design for high performance organizations. It is based on a model that integrates consideration of the environment, the systems context, the structure, and emergent systems leadership, learning, culture, and innovation, among others. Causal mechanisms include rationality, powercontrol dynamics, institutional processes, and individual enhancement needs. Six broad research areas are 1 design of high performing organization in turbulent settings, 2 designs to implement strategy, 3 design robustness under changing systems contexts, 4 accommodation of apparently conflicting desired outcomes. 5 emergent systems, and 6 the effect of interpretations of design.
APPROVED FOR PUBLIC RELEASE