This paper focuses on the internal system of the organization as a determinant of the optimization of the input/output ratio. Describes the two subsystems of which the internal system consists. Addresses the question of the extent to which, each one of those, impacts on the output synergetically and not modularly and stresses the necessity for holistic interventions to the system. Identifies three distinct work systems depicting different combinations of the technical and social subsystem on an intra and inter‐organizational level. Introduces the basic guidelines for building a diagnostic model for the internal system of the organization and concludes by discussing the applicability of the proposed model and suggesting areas for further research.
In today's hypercompetitive environment, the survivability of business organisations hinges on the internal efficiency mastered and the external competitiveness conquered. Stable and static environments experience slow changes, homogeneity, minimal information processing dispersion, with predictability being the end result. Dynamic environments, on the contrary, are primarily characterised by technological breakthroughs, quantum changes, diffusion of information and power and clientele heterogeneity. Thus, both environments require distinctly different coordination mechanisms. This paper will focus on:• the differentiation between vertically integrated workflows and workflows that cross organisational boundaries • the attributes of workflows crossing organisational boundaries, and the pertinent coordination mechanism.
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