Organizational structure and enterprise systems implementation
研究了客户团队在定制化信息系统项目中的结构设计，发现高绩效团队未必完全遵循灵活型组织原则，并提供了实际基准值。
Purpose – The purpose of this paper is to discuss the structural design of customer teams (CuTes) working with external teams to implement customized information systems (IS). Design consists of theoretically based measures and a first set of real-world, empirical values. Design/methodology/approach – A search in the organizational literature suggested that the adhocracy is the preferred structure for CuTes. Adhocracy-like measures were then developed and applied to a high-performance CuTe to reveal a first benchmark for a team’s adhocratic design. Findings – High-performance CuTes do not necessarily implement the adhocratic principles to the highest degree. Research limitations/implications – It is still open whether all the structural measures described here are necessary and sufficient to describe the adhocracy-like structural design of CuTes. Practical implications – The CuTe is highlighted as the key incumbent of cooperation with the technology supplier and consultants in terms of project authority and responsibility. A psychometric instrument and real-world values are proposed as a reference for the structural design of high-performance CuTes. Social implications – The performance of IS projects is a social concern, since IS products should be aimed at serving people better both inside and outside the organization. Professionals who work in CuTes to develop better IS should receive institutional recognition and management attention. Originality/value – This study seems to be the first to discuss the structure of CuTes in customized IS projects from a theoretical and applied perspective.