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Exploring The Duality Between Product And Organizational Architectures: A Test Of The "Mirroring" Hypothesis

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Executive Summary

A variety of academic studies argue that a relationship exists between the structure of an organization and the design of the products that this organization produces. The authors explore this relationship in the software industry. The research takes advantage of a natural experiment, in that they observe products that fulfill the same function being developed by very different organizational forms. The mirroring hypothesis predicts that these different organizational forms will produce products with distinctly different architectures.

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