M-form, in which the parent company operates relatively autonomous business units, was the most successful of the organizational structure of the twentieth century. However, current economic conditions require designs that allow firms to exploit synergies across their business units, and on this M-dimensional form, as we know, is weak. This paper reports on empirical research that highlights a fundamental contradiction between the clear lines of authority and operation of interaction that companies face as they move from the M-form and implementation of shared service centers, corporate account management, and matrix organizations. However, a limited but significant number of firms in developing organizational structures that signal a new way to resolve this tension. These firms are organized around multiple dimensions (eg, region, product, and account) and can simultaneously perform various leaders are responsible for implementing these dimensions. Multidimensional organization is best understood as the next step in the evolution of resources focused on the production of a physical model of a client-oriented knowledge service model. This method of organization, which is particularly well suited to stimulate collaboration, you need to create economic value in difficult markets based on distributed knowledge and intangible resources. "Hide
by J. Strikwerda, JW Stoelhorst Source: California Management Review 22 pages. Publication Date: August 1, 2009. Prod. #: CMR432-PDF-ENG
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