Examining Organic and Mechanistic Structures: Do We Know as Much as We Thought?

Burns and Stalker's theory of organic/mechanistic structures (1961, The Management of Innovation. London: Tavistock) has been widely used. However, review of the empirical literature revealed inconsistencies in how the concepts have been operationalized. These inconsistencies may interfere with...

Full description

Saved in:
Bibliographic Details
Published inInternational journal of management reviews : IJMR Vol. 19; no. 4; pp. 531 - 555
Main Authors Kessler, Stacey R., Nixon, Ashley E., Nord, Walter R.
Format Journal Article
LanguageEnglish
Published Oxford Blackwell Publishing Ltd 01.10.2017
Subjects
Innovations
Management science
Online AccessGet full text

Cover

More Information
Summary:Burns and Stalker's theory of organic/mechanistic structures (1961, The Management of Innovation. London: Tavistock) has been widely used. However, review of the empirical literature revealed inconsistencies in how the concepts have been operationalized. These inconsistencies may interfere with the ability to consolidate knowledge. This paper reviews the various ways in which researchers have operationalized the concepts, and summarizes the empirical findings derived from these operationalizations. In doing so, it highlights gaps and opportunities for future empirical and methodological work, suggesting the need to further our theoretical conceptualization of the concepts and to draw attention to Burns and Stalker's () largely neglected corollary of the employee experience. As such, this review provides a road map for future exploration of the wide‐ranging implications associated with organic and mechanistic structures.
Bibliography:The authors would like to thank Oswald Jones, Tim Edwards and the anonymous reviewers for their instrumental support during this process, and Jasmine James for her assistance with earlier versions of the manuscript.
ISSN:1460-8545
1468-2370
DOI:10.1111/ijmr.12109