Any structure at all is better than none, as long as it leaves some room to explore.

Every organisation’s formal structure contains a host of assumptions about how, and with whom, members should interact in order to achieve the best organisational outcomes. These assumptions are reflected in the org chart, incentive measures and even the headquarter’s physical layout. In most cases, these are all designed to facilitate collective behaviours deemed productive, while preventing the “wrong” or “less useful” ones.


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Researchers at INSEAD have modelled the impact of formal structures on how networks evolve in organisations. It would seem that some form of organisational structure is necessary for networks to evolve and flourish.


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