This means that organizations must become more agile to act more decisively, cultivating and aligning resources more quickly and creating and transforming as well as sharing knowledge more efficiently (Mccann, 2004). One way that organizations can do this is by eliminating the traditional barriers that exist between management and other levels of the organization. This suggests a greater emphasis on decentralization and more emphasis or streamlining operations through participative management.
Of course this more open organizational structure does not come without risks and costs. A more open organizational style does afford greater adaptability and flexibility but can also create increased costs and inhibit certain controls; organizations may also become in some contexts "overexposed" when an organizations ability or capacity to adapt doesn't match the level of "interdependence and complexity the organization has crated and must manage" (Mccann, 2004: 42). Managing in this environment will likely result in greater costs and risks that may exceed any benefits that result from flexibility. Under management may occur in some situations increasing an organizations susceptibility to failure.
Conclusions
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