New structural forms in multinationals: decentralization at the expense of personal communication networks? Online publication date: Fri, 22-May-2009
by Rebecca Marschan
International Journal of Technology Management (IJTM), Vol. 11, No. 1/2, 1996
Abstract: Recent literature on less-hierarchical multinationals suggests that these structures encourage the development of personal and horizontal communication networks. An in-depth case study of twelve units of one Finnish multinational shows that the decentralization process enhanced personal communication networks among top managers, while middle management and operating employees perceived limited opportunities to extend their personal contacts with other units. Channelling, computerizing and formalizing information flows intruded upon the natural development of personal communication networks below top management.
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