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From Functional Struct5ure to Project Structure: A Brazilian Clinical Research Company Case

From Functional Struct5ure to Project Structure: A Brazilian Clinical Research Company Case
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Author(s): Marcos Antonio de Oliveira (Polytechnic School of the University of Sao Paulo, Brazil) and Marly Monteiro de Cavalho (Polytechnic School of the University of Sao Paulo, Brazil)
Copyright: 2006
Pages: 2
Source title: Emerging Trends and Challenges in Information Technology Management
Source Editor(s): Mehdi Khosrow-Pour, D.B.A. (Information Resources Management Association, USA)
DOI: 10.4018/978-1-59904-019-6.ch133
ISBN13: 9781616921286
EISBN13: 9781466665361

Abstract

Companies have undergone a process of transformation, organizing themselves to be able to make effective and agile responses to environmental demands. Furthermore, these responses constitute a set of actions or activities that reflect the company’s competence in taking advantage of opportunities, and their capacity for rapid action, respecting time and cost limits and specifications, i.e., constructing project oriented organizations (Carvalho et al, 2003). In this context, the organizational structure design is a critical issue in order to achieve organizational responsiveness. According to Patah and Carvalho (2002), organizational structure should be dynamic and capable of rapid changes. This paper aims to discuss the process of organizational structural changes, through a case study analysis of a Brazilian clinical research company. The paper describes and analysis the impact of change from the functional structure to a project structure, concern to advantages and disadvantages perceived by employees and managers and compare with the theoretical framework.

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