01222nas a2200157   4500008004100000245008000041210006900121260000900190300000900199490000600208520072600214653001500940100001700955700002300972856006900995       2012                        eng d00aA contingency approach to designing project organizations: theory and tools0 acontingency approach to designing project organizations theory a  c2012  a5-140 v23 aMany firms have increasingly come to rely on projects as a fundamental approach to organizing work. Yet understanding the best way to organize projects is a challenge, given the various contingencies that impact project success. We focus here on three contingency-based project organization design tools (the design structure matrix, OrgCon™ and SimVision™) that help to manage project complexity and ensure project success by identifying misfits or misalignments between organizational elements. We discuss the application of these models to a large National Aeronautics and Space Administration project as an example. We conclude with a consideration of how the existing tools are useful, and where they fall short.10aManagement1 aCarroll, Tim1 aBurton, Richard, M  uhttps://www.tandfonline.com/doi/abs/10.1080/21573727.2011.64111801197nas a2200193   4500008004100000245009000041210006900131260000900200300001200209490000700221520053000228653001500758100001700773700002300790700002400813700002300837700002200860856012100882       2006                        eng d00aDesigning a New Organization at NASA: An Organization Design Process Using Simulation0 aDesigning a New Organization at NASA An Organization Design Proc  c2006  a171-3120 v173 aThe challenge for NASA’s Systems Analysis Integrated Discipline Team (SAIDT) is to develop a new organization design capable of performing complex modeling and analysis tasks, using team members at various NASA centers. The focus is on: (1) design as a process, (2) the effect of design tools on the process as well as alternative designs, (3) the fit between the tools and their fit with the organization, (4) the effect of an ongoing agency-wide transformation, and (5) implications for organizational contingency theory.10aManagement1 aCarroll, Tim1 aGormley, Thomas, J1 aBilardo, Vincent, J1 aBurton, Richard, M1 aWoodman, Keith, L  uhttps://business.oregonstate.edu/biblio/designing-new-organization-nasa-organization-design-process-using-simulation02056nas a2200157   4500008004100000245006600041210006500107260000900172300001200181490000600193520155000199653001501749100001701764700002301781856009401804       2000                        eng d00aOrganizations and complexity: Searching for the edge of chaos0 aOrganizations and complexity Searching for the edge of chaos  c2000  a319-3370 v63 aTraditional organizational theory advocates increased differentiation and horizontal integration for organizations in unstable environments or with uncertain technologies. This paper seeks to develop a better understanding of the relationship of group structure and the level of interdependency between individuals on group performance under various task complexities. Complexity theory in general, and NK models in particular, are introduced as theoretical frameworks that offer an explanation for group performance. Simulation models are developed, based on the communication network research of Bavelas (1948) and Leavitt (1952), to explore the effects of decentralization and interdependence. The simulation model developed here shows general consistency with previous human subject experiments. However, contrary to predictions, not all decentralized group structures perform well when undertaking complex task assignments. Structures that are highly connected (actors communicating with all others) perform much worse than those with a lower level of connection. Further experiments varying both the number of actors and the degree of interdependence between them find evidence of the “edge of chaos.” This research advances our understanding of organizations beyond earlier models by suggesting that there is an optimal range of interconnectedness between actors or tasks that explains the variation in performance. An intriguing result is that this optimal level of interdependence is fairly low, regardless of the size of the group.10aManagement1 aCarroll, Tim1 aBurton, Richard, M  uhttps://business.oregonstate.edu/biblio/organizations-and-complexity-searching-edge-chaos