Objectifs commerciaux CoPs

This paper examines the effectiveness of producing so-called CoPS i.e., complex high value products, systems,

networks, capital goods, and constructs. in a project-based organisation PBO., as compared with a more traditional

functional matrix organisation. A simple model is developed to show how the PBO relates to identified forms of matrix and

functional organisation and a case study is used to identify some of the strengths and weaknesses of the two organisational

forms for CoPS production. On the positive side, the PBO is an intrinsically innovative form as it creates and recreates new

organisational structures around the demands of each CoPS project and each major customer. The PBO is able to cope with

emerging properties in production and respond flexibly to changing client needs. It is also effective at integrating different

types of knowledge and skill and coping with the project risks and uncertainties common in CoPS projects. However, the

PBO is inherently weak where the matrix organisation is strong: in performing routine tasks, achieving economies of scale,

coordinating cross-project resources, facilitating company wide technical development, and promoting organisation-wide

learning. The PBO can also work against the wider interests of corporate strategy and business coordination. Strategies to

stimulate organisational learning and technical leadership include the deployment of coordinators along functional lines to

cut across project interests and incentives. Project tracking and guidance at the corporate level is also important for achieving

broader business goals. The paper illustrates the wide variety of organisational choices involved in producing CoPS and

argues that the nature, composition, and scale of the product in question have an important bearing on appropriate

organisational form. q2000 Elsevier Science B.V. All rights reserved.

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