New Management Structures

Due to radical changes in internal organizational structures, businesses are increasingly forced to work on several structural contradictions at the same time. For example, because of growing entrepreneurial decentralization, managers are inclined to use synergies by establishing networks on a horizontal as well as vertical level. In practice, businesses focusing on their own key competencies automatically and unexpectedly must spend more time coordinating their own performance processes with those of their suppliers and clients. To manage these processes efficiently, the organization has to acquire new skills.

In this field, our research activities focus on the question of how vertical and horizontal management structures must cooperate to cope with a company’s increasing complexity. Concrete results of these research activities are the design of adequate learning structures.