Examining Organic and Mechanistic Structures: Do We Know as Much as We Thought?
回顾Burns和Stalker的有机/机械结构理论在实证研究中的操作化方式，总结发现不一致性，指出未来需深化概念化并关注员工体验这一被忽视的推论。
Abstract Burns and Stalker's theory of organic/mechanistic structures (1961, The Management of Innovation . London: Tavistock) has been widely used. However, review of the empirical literature revealed inconsistencies in how the concepts have been operationalized. These inconsistencies may interfere with the ability to consolidate knowledge. This paper reviews the various ways in which researchers have operationalized the concepts, and summarizes the empirical findings derived from these operationalizations. In doing so, it highlights gaps and opportunities for future empirical and methodological work, suggesting the need to further our theoretical conceptualization of the concepts and to draw attention to Burns and Stalker's ( ) largely neglected corollary of the employee experience. As such, this review provides a road map for future exploration of the wide‐ranging implications associated with organic and mechanistic structures.