Abstract
In this study, we aimed to test a model to understand the process of organizational design from a cognitive perspective. In a quasi-experiment field, we gathered the implicit theories, from the members of two organizations, concerned with the organizational design parameters estimated as more or less necessary to satisfy different areas of organizational effectiveness. According with these data, we proposed specific changes in the design of one organization in its decentralization, formalization, and integration and coordination processes. The results show significant differences in perceived organizational effectiveness between the redesigned organization and the non-redesigned one.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication, with the work [SPECIFY PERIOD OF TIME] after publication simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).