The Macroergonomical Challenge of Industrial Teaming Arrangements' Organizational Structure

Abstract

Industrial teaming arrangements that are formed by industry to take advantage of pooled resources have problems of coordination and communication in their operations. The central contention of this study is that the organizational structure is the precipitating cause of the resulting inefficiencies. Organizations that have their own self-referential rules are unable to mesh without causing conflict. The location of the majority of structural difficulties are in the interstitial, boundary spanning roles between teamed companies. A mailed questionnaire was developed and distributed to key individuals, generally occupying boundary spanning positions, who participate in teaming arrangements. The data from this industrial survey was analyzed by principal component, multiple regression and path analytic procedures. Studies in individual teaming arrangements are suggested to identify and solve structural issues that detract from their operations.

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