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Other dimensions.


The Nature of Organization in Transnational Networks (Part #6)


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  1. Incorporated/unincorporated/illegal dimension (legal status)
  2. Secret/closed/open/public impact (visibility)
  3. Permanent/temporary (duration)
  4. Organized coordinative level (e.g. transnational organization with transnational organization members whose members are themselves transnational organizations, such as the Conference of NGOs with Consultative Status with UNESCO, of which the International Council of (international) Scientific Unions is a member).
  5. Cross-disciplinary coordinative level (e.g., the extent to which different disciplinary interests are integrated by an organization's programs).
  6. Cross-modal coordinative level (e.g., the extent to which an organization integrates such programs as research, real- world problem solution, long-term formulation of policy, etc.)
  7. Decision-making participativeness
  8. Dependence/independence/interdependence
  9. Dimension from stress on people involved through to stress on organization? binding their representatives
  10. Dimension from 'inhabited' organization through information system to hyper- formal organizations such as agreements.
  11. Territory-oriented/function-oriented (non-territorial) dimension
  12. Main issue type or goal
  13. Type of flow in interaction with other groups (information, funds, decisions, etc.)
  14. Intensity of interaction
  15. Binding power of interaction

Combining these dimensions and others produces a vast range of types of organization for which no adequate taxonomy yet exists.[4].

But because of the functional substitution between styles of organization, in different settings, it might be more profitable to analyze organizational systems in terms of the interactions between the component parts, rather than attempt to develop some "natural" classification, to the cells of which it is hoped that specific functions may be related. This may be of particular importance with the increasing complexification of the organizational world as Harold Leavitt notes [5]:

"The problems of the seventies will lie not so much within the organization as between it and society. We shall have to look much more to the social and family life of organizations; at organizational marriage and divorce, at the children that organizations spawn. We shall begin to know organizations by the company they keep. The future, I think, will be social, political, inter-organizational" (emphasis added).


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