Determining the Best Loci of Knowledge, Responsibilities and Decision Rights in Major Acquisition Organizations
Research rept. 1 Oct 2004-30 Jun 2005
NAVAL POSTGRADUATE SCHOOL MONTEREY CA GRADUATE SCHOOL OF BUSINESS AND PUBLIC POLICY
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The Department of Defense DoD is a large, bureaucratic, rule-intensive organization that may not be well-suited for its environment. Building upon prior research on acquisition centralization and knowledge dynamics, the authors employ computational methods to assess the behavior and performance of different organizational designs in varying environments. Their results reinforce Contingency Theory and suggest that particular characteristics of different acquisition environments make one organizational form relatively more or less appropriate than another. Practically, answers to their research questions have direct and immediate application to acquisition leaders and policy makers. Theoretically, they generalize to broad classes of organizations and prescribe a novel set of organizational design guides.
- Administration and Management
- Operations Research
- Logistics, Military Facilities and Supplies