Matrix structures and performance: the search for optimal adjustment to organizational objectives
研究了采用矩阵结构的高科技公司中三种资源分配政策对组织绩效的影响，通过仿真找出不同工作参数和组织目标下项目经理影响力的最优分配方式。
Matrix structures continue to be utilized at high-tech companies despite considerable evidence about the many shortcomings of the method. Empirical research among companies employing matrix structures revealed three different resource allocation policies: (1) profit and cost centers; (2) direct priorities; and (3) comprehensive allocation planning. In order to evaluate organizational performance for each policy, a simulation was constructed to ascertain the optimal distribution of influence for managers under different work parameters and for various organizational objectives. The simulation provided answers for when organizational and market conditions necessitate increases or reductions in the influence of project managers in order to reach optimum performance. Based on the organizational objectives selected for this study, different patterns were found to characterize decision-making. Patterns varied considerably. At one extreme, the distribution of influence for reaching a specific objective remained stable despite changes in work parameters. In contrast, another pattern involved a high dependence between a specific work profile and the optimization of performance, with changes in each work parameter leading to quite different decisions about whether to increase, decrease, or maintain influence.