Managing Complexity in High Technology Organizations

Managing Complexity in High Technology Organizations

Managing Complexity in High Technology Organizations

Managing Complexity in High Technology Organizations


High technology--which accounts for a rapidly growing section of the global workforce--presents a different set of management problems than have usually been encountered by traditional industry. In this book, Von Glinow, Mohrman, and their expert contributors discuss the reasons for this difference and define new organizational forms for global high technology management. Propounding a revolutionary approach to high technology management issues, they explore management teams, high velocity environments, and high technology marketing, as well as human resource considerations, including team interdependence, compensation, and culture clash.


This book is about managing a growing segment of the global economy: high technology industries, systems, and people. It is also about the complexity associated with managing in high technology industries and organizations. the contributors to this volume are noted for their original and pioneering work in the field of high technology management. Collectively they have captured the high technology phenomenon, departing from traditional prescriptions and theoretical bases in an attempt to define the field's parameters. the majority of the selections are based on extensive empirical findings. This in itself is a departure from most treatments of high technology management. Moreover, for the first time a new framework is presented for dealing with the numerous complexities and challenges that managing in high technology industries and organizations poses.

The introductory chapter defines the scope of the book, presenting a case study of a high technology organization that at first glance seems in distress. However, careful examination reveals that the ceaseless threats and challenges illustrated in this setting, which would be debilitating to more traditional organizations, are the lifeblood of this firm. Some of the fundamental differences between high technology management and management within more traditional organizational forms are thus highlighted.

We quickly shift to global high technology management. Everett M. Rogers and Ying-Chung Annie Chen provide an in-depth analysis of domestic and foreign technopolii, the dense concentration of high tech firms and research labs that serve as energy centers for technology development and commercialization. This is followed by Jay Galbraith's chapter on global strategies and structures, which demand new organizational forms. Rounding out this section, Gerardo Ungson describes international competition in high technology industries, utilizing the United States, Japan, and eec countries as examples.

The emphasis in the next four chapters shifts to organizational phenomena. Kathy Eisenhardt and Jay Bourgeois, who have studied top management teams in rapidly changing, "high-velocity," high tech environments, present some fundamental paradoxes for individuals forced to make decisions. Claudia B. Schoonhoven and Mariann Jelinek challenge the lessons of the past by proposing that altogether different forms of organizational . . .

Search by... Author
Show... All Results Primary Sources Peer-reviewed


An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.