Broken Ties: The Impact of Organizational Restructuring on the Stability of Information-Processing Networks

Broken Ties: The Impact of Organizational Restructuring on the Stability of Information-Processing Networks

Information-processing networks (IPNs) denote dynamic network-based information-processing structures that operate as coordination mechanisms that transcend formal hierarchies. Despite growing interest in information technology–enabled IPNs, the literature has been silent in exploring the various on...

Ausführliche Beschreibung

Bibliographische Detailangaben
Veröffentlicht in:Journal of Management Information Systems. - Taylor & Francis, Ltd.. - 24(2007), 1, Seite 201-231
1. Verfasser: Kwon, Dowan (VerfasserIn)
Weitere Verfasser: Oh, Wonseok, Jeon, Sangyong
Format: Online-Aufsatz
Sprache:English
Veröffentlicht: 2007
Zugriff auf das übergeordnete Werk:Journal of Management Information Systems
Schlagworte:computer simulation information-processing networks network theory organizational restructuring social networks Business Behavioral sciences Economics Mathematics Social sciences Applied sciences
LEADER 01000caa a22002652 4500
001 JST049758500
003 DE-627
005 20240621171326.0
007 cr uuu---uuuuu
008 150324s2007 xx |||||o 00| ||eng c
035 |a (DE-627)JST049758500 
035 |a (JST)40398887 
040 |a DE-627  |b ger  |c DE-627  |e rakwb 
041 |a eng 
100 1 |a Kwon, Dowan  |e verfasserin  |4 aut 
245 1 0 |a Broken Ties: The Impact of Organizational Restructuring on the Stability of Information-Processing Networks 
264 1 |c 2007 
336 |a Text  |b txt  |2 rdacontent 
337 |a Computermedien  |b c  |2 rdamedia 
338 |a Online-Ressource  |b cr  |2 rdacarrier 
520 |a Information-processing networks (IPNs) denote dynamic network-based information-processing structures that operate as coordination mechanisms that transcend formal hierarchies. Despite growing interest in information technology–enabled IPNs, the literature has been silent in exploring the various ontological structures of IPNs and the structural efficiency embedded in each IPN, especially in the event of radical organizational changes. To fill this gap, this study identifies, from the perspective of graph theory, four ontological IPN archetypes that can serve as blueprints for information processing within and across organizations—random, small world, moderate scale free (MSF), and Barabasi. We then assess how each structure reacts to corporate restructuring (e.g., downsizing) and investigate, based on computer simulation, the extent to which each structure preserves a worker's efficiency and the stability of the network structure in the event of downsizing. Two moderating variables are included in the model—that is, scale of downsizing and the reconnection strategy in the presence of downsizing. In this study, downsizing is viewed not only as the simple elimination of individual workers but also as the elimination of the communication and information-processing conduits necessary for effective communication and coordination. We find that when firms implement a relatively small-scale workforce reduction, centralized coordination structures such as MSF and Barabasi are generally more resilient and facilitate better coordination. However, when the downsizing strategy involves massive and severe layoffs, decentralized coordination structures such as random and small world are more durable, and tend to provide a stronger safety net, irrespective of the strategies employed to create new ties. Although this study focused exclusively on the context of downsizing, the results of the study have important implications for other types of organizational restructuring (e.g., organizational expansion and merger and acquisition) that reconfigure IPNs. 
540 |a Copyright 2007 M.E. Sharpe, Inc. 
650 4 |a computer simulation 
650 4 |a information-processing networks 
650 4 |a network theory 
650 4 |a organizational restructuring 
650 4 |a social networks 
650 4 |a Business  |x Business operations  |x Business transformation  |x Organizational change  |x Layoffs 
650 4 |a Behavioral sciences  |x Psychology  |x Clinical psychology  |x Psychological stress  |x Mental fatigue  |x Burnout 
650 4 |a Business  |x Business administration  |x Human resources  |x Employee characteristics  |x Employee efficiency 
650 4 |a Behavioral sciences  |x Psychology  |x Cognitive psychology  |x Cognitive processes  |x Comprehension  |x Information processing 
650 4 |a Business  |x Business economics  |x Commercial production  |x Productivity  |x Labor productivity  |x Work quotas  |x Workloads 
650 4 |a Economics  |x Economic disciplines  |x Information economics  |x Information economy  |x Economic coordination mechanisms 
650 4 |a Economics  |x Economic disciplines  |x Labor economics  |x Labor  |x Workforce 
650 4 |a Mathematics  |x Applied mathematics  |x Statistics  |x Random walk 
650 4 |a Social sciences  |x Communications  |x Communication theory  |x Organizational communication 
650 4 |a Applied sciences  |x Computer science  |x Computer engineering  |x Computer technology  |x Information technology 
650 4 |a Business  |x Business operations  |x Business transformation  |x Organizational change  |x Layoffs 
650 4 |a Behavioral sciences  |x Psychology  |x Clinical psychology  |x Psychological stress  |x Mental fatigue  |x Burnout 
650 4 |a Business  |x Business administration  |x Human resources  |x Employee characteristics  |x Employee efficiency 
650 4 |a Behavioral sciences  |x Psychology  |x Cognitive psychology  |x Cognitive processes  |x Comprehension  |x Information processing 
650 4 |a Business  |x Business economics  |x Commercial production  |x Productivity  |x Labor productivity  |x Work quotas  |x Workloads 
650 4 |a Economics  |x Economic disciplines  |x Information economics  |x Information economy  |x Economic coordination mechanisms 
650 4 |a Economics  |x Economic disciplines  |x Labor economics  |x Labor  |x Workforce 
650 4 |a Mathematics  |x Applied mathematics  |x Statistics  |x Random walk 
650 4 |a Social sciences  |x Communications  |x Communication theory  |x Organizational communication 
650 4 |a Applied sciences  |x Computer science  |x Computer engineering  |x Computer technology  |x Information technology 
655 4 |a research-article 
700 1 |a Oh, Wonseok  |e verfasserin  |4 aut 
700 1 |a Jeon, Sangyong  |e verfasserin  |4 aut 
773 0 8 |i Enthalten in  |t Journal of Management Information Systems  |d Taylor & Francis, Ltd.  |g 24(2007), 1, Seite 201-231  |w (DE-627)32495817X  |w (DE-600)2033010-8  |x 1557928X  |7 nnns 
773 1 8 |g volume:24  |g year:2007  |g number:1  |g pages:201-231 
856 4 0 |u https://www.jstor.org/stable/40398887  |3 Volltext 
912 |a GBV_USEFLAG_A 
912 |a SYSFLAG_A 
912 |a GBV_JST 
912 |a GBV_ILN_11 
912 |a GBV_ILN_20 
912 |a GBV_ILN_22 
912 |a GBV_ILN_23 
912 |a GBV_ILN_24 
912 |a GBV_ILN_26 
912 |a GBV_ILN_31 
912 |a GBV_ILN_32 
912 |a GBV_ILN_39 
912 |a GBV_ILN_40 
912 |a GBV_ILN_60 
912 |a GBV_ILN_62 
912 |a GBV_ILN_63 
912 |a GBV_ILN_65 
912 |a GBV_ILN_69 
912 |a GBV_ILN_70 
912 |a GBV_ILN_90 
912 |a GBV_ILN_95 
912 |a GBV_ILN_100 
912 |a GBV_ILN_110 
912 |a GBV_ILN_120 
912 |a GBV_ILN_151 
912 |a GBV_ILN_152 
912 |a GBV_ILN_187 
912 |a GBV_ILN_224 
912 |a GBV_ILN_285 
912 |a GBV_ILN_370 
912 |a GBV_ILN_374 
912 |a GBV_ILN_647 
912 |a GBV_ILN_702 
912 |a GBV_ILN_2001 
912 |a GBV_ILN_2003 
912 |a GBV_ILN_2005 
912 |a GBV_ILN_2006 
912 |a GBV_ILN_2007 
912 |a GBV_ILN_2009 
912 |a GBV_ILN_2010 
912 |a GBV_ILN_2011 
912 |a GBV_ILN_2014 
912 |a GBV_ILN_2015 
912 |a GBV_ILN_2018 
912 |a GBV_ILN_2020 
912 |a GBV_ILN_2021 
912 |a GBV_ILN_2025 
912 |a GBV_ILN_2026 
912 |a GBV_ILN_2027 
912 |a GBV_ILN_2034 
912 |a GBV_ILN_2044 
912 |a GBV_ILN_2048 
912 |a GBV_ILN_2050 
912 |a GBV_ILN_2055 
912 |a GBV_ILN_2056 
912 |a GBV_ILN_2057 
912 |a GBV_ILN_2059 
912 |a GBV_ILN_2061 
912 |a GBV_ILN_2065 
912 |a GBV_ILN_2068 
912 |a GBV_ILN_2088 
912 |a GBV_ILN_2093 
912 |a GBV_ILN_2106 
912 |a GBV_ILN_2107 
912 |a GBV_ILN_2108 
912 |a GBV_ILN_2111 
912 |a GBV_ILN_2112 
912 |a GBV_ILN_2113 
912 |a GBV_ILN_2118 
912 |a GBV_ILN_2119 
912 |a GBV_ILN_2122 
912 |a GBV_ILN_2129 
912 |a GBV_ILN_2143 
912 |a GBV_ILN_2147 
912 |a GBV_ILN_2148 
912 |a GBV_ILN_2152 
912 |a GBV_ILN_2153 
912 |a GBV_ILN_2190 
912 |a GBV_ILN_2232 
912 |a GBV_ILN_2336 
912 |a GBV_ILN_2470 
912 |a GBV_ILN_2472 
912 |a GBV_ILN_2507 
912 |a GBV_ILN_2548 
912 |a GBV_ILN_2949 
912 |a GBV_ILN_2950 
912 |a GBV_ILN_4035 
912 |a GBV_ILN_4037 
912 |a GBV_ILN_4046 
912 |a GBV_ILN_4112 
912 |a GBV_ILN_4125 
912 |a GBV_ILN_4126 
912 |a GBV_ILN_4242 
912 |a GBV_ILN_4246 
912 |a GBV_ILN_4249 
912 |a GBV_ILN_4251 
912 |a GBV_ILN_4305 
912 |a GBV_ILN_4306 
912 |a GBV_ILN_4307 
912 |a GBV_ILN_4313 
912 |a GBV_ILN_4322 
912 |a GBV_ILN_4323 
912 |a GBV_ILN_4324 
912 |a GBV_ILN_4325 
912 |a GBV_ILN_4326 
912 |a GBV_ILN_4335 
912 |a GBV_ILN_4338 
912 |a GBV_ILN_4346 
912 |a GBV_ILN_4393 
912 |a GBV_ILN_4700 
951 |a AR 
952 |d 24  |j 2007  |e 1  |h 201-231