Design and use of a flat structure in a multiproject research organization

Abstract

In early 1986, the organization of the Management Systems Laboratories of the Virginia Polytechnic Institute and State University, USA, was changed from a standard matrix organization to a flat organization. The flat organization created more negative influences on the organization and its goals than positive influences. One year later, the flat organization was changed to a standard hierarchy, and most of the negative influences were overcome. Before, during and after the flat organization, MSL experienced significant growth in funding and in its resource needs. The paper is an account of an experience with a type of flat organization, why that organization was changed to, what worked and what did not, why the organization was changed away from, what was learned from the experience, and what the authors recommend for research organizations considering flat organizations.