Organisation structuring from the perspective of complexity paradigm a case of content creating company of entertainment industry (WITHDRAWN AS PER THE REQUEST RECEIVED FROM UNIVERSITY [TISS] TILL JANUARY, 2015)

Abstract

Choices about organisation structure represent a powerful strategic lever available to management. Structuring brings about coherence between these three distinct decision areas that of strategy, organizing mode and integrating employees, as they separately and interdependently change over time. It is an architecture which connects and weaves together all aspects of organization s activities, its external and internal contexts, so that it functions as a complete dynamic entity. However, the theoretical knowledge base in the area is decades old. The present study aims to produce novel understanding of the factors that shape organisation structures, using complexity paradigm. Instead of scientific traditions, which imbue the worldview of organisational studies, complexity paradigm captures (a) the reality of formal and informal structures that are present in every organisation for coordination and collaboration purpose, (b) does justice to the understanding of organisations, which need to strike optimum balance between creatives and dictates of professional world and (c) allows for autonomy to teams and individuals with great leeway, yet, contain chaos by way of certain overarching boundary conditions. Complexity deals with interesting patterns that emerge due to non linear relations between autonomous entities, which are capable of creating non-normal results through intentional and not necessarily planned response to the internal and external environment, as well as historical accidents. The study uses the existing framework of I (information) space, which provides a powerful concept to understand transactional relationship based on information asymmetry. Four typologies of firms are possible in I space. The type labelled as clan experiences highest transactional complexity a diffusion structure characterised by lack of routinisation of data leading to frequent face to face relationships which are non hierarchical, leading to overall high transactional complexity.