Decision Sciences Journal
Volume 32, Number 2
Spring 2001
Organization Structure from a Loose Coupling Perspective:
A Multidimensional Approach
Rafik I. Beekun
Managerial Sciences Department, Mail Stop 028, University of
Nevada, Reno, NV 89557-0016, email: beekun@unr.nevada.edu
William H. Glick
Box 874006, Department of Management, Arizona State University,
Tempe, AZ 85287-4006, email: bill.glick@asu.edu
ABSTRACT. Organizational theories frequently rely on
notions of sharing and dependence among organizational participants,
but researchers usually focus on characteristics of the actors
themselves instead of the relational patterns among the actors.
Loose coupling is one conceptual tool that emphasizes relational
patterns. Loose coupling, however, is an abstract metaphor that
is simultaneously fertile and ambiguous. This paper develops
a rigorous and comprehensive framework that sharpens the theoretical
contributions of loose coupling to our understanding of structural
relationships. Characteristics of loose coupling capture some
important and underexplored features of multidimensional fit
and interdependence in organizations. The proposed framework
clarifies these theoretical contributions of loose coupling with
concepts and equations modified from network analysis. Testable
hypotheses are proposed with respect to three key independent
variables that may affect patterns of coupling: organization
strategy, technology, and environmental turbulence. Additional
hypotheses are advanced with respect to the use of the multidimensional
approach to loose coupling in studying new organizational forms.
Initial psychometric and empirical evidence are presented.
Subject Areas: Experimental Design, Interorganizational
Linkages, Loose Coupling, Network Theory, Organization Structure,
Organization Theory, and Strategic Decision Making. |