A Social Network Approach to Organizational Design-Performance

Abstract

Prior research has failed to confirm a direct relationship between organizational design and group performance. The reason, as revealed by this literature review, may be that organization-level characteristics first affect group structural properties, which, in turn, have a direct impact on performance. In support of this view, this paper offers both a conceptualization of a moderated design-performance relationship and a set of literature-derived hypotheses to serve as guides for empirical research.