Balanced Matrix Organization - Definition
Written by Jason Gordon
Updated at December 17th, 2020
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What is a Balanced Matrix Organization?
A balanced Matrix Organization is one in which a matrix management strategy is put in place to balance the level of authority between the project group and the functional groups. As such, a balanced matrix organization is regarded as a two-dimensional structure of management in which the power or authority of these groups is evenly distributed.
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Academic Research on Balanced Matrix Organization
- Cross-functional structures: A review and integration of matrix organization and project management, Ford, R. C., & Randolph, W. A. (1992). Journal of management, 18(2), 267-294.
- Matrix management: Contradictions and insights, Larson, E. W., & Gobeli, D. H. (1987). California management review, 29(4), 126-138.
- Organizing for product development projects, Larson, E. W., & Gobeli, D. H. (1988). Journal of Product Innovation Management: AN INTERNATIONAL PUBLICATION OF THE PRODUCT DEVELOPMENT & MANAGEMENT ASSOCIATION, 5(3), 180-190.
- Matrix organization: a review, Knight, K. (1976). Journal of Management Studies, 13(2), 111-130.
- Project performance and the locus of influence in the R&D matrix, Katz, R., & Allen, T. J. (1985). Academy of Management journal, 28(1), 67-87.
- Balanced scorecards in Finnish companies: a research note, Malmi, T. (2001). Management accounting research, 12(2), 207-220.
- Project management effectiveness in project-oriented business organizations, Hyvri, I. (2006). International journal of project management, 24(3), 216-225.
- How the balanced scorecard complements the McKinsey 7-S model, Kaplan, R. S. (2005). Strategy & leadership, 33(3), 41-46.
- Factors influencing project success: the impact of human resource management, Belout, A., & Gauvreau, C. (2004). International journal of project management, 22(1), 1-11.
- Managing two fits of strategic human resource management, Baird, L., & Meshoulam, I. (1988). Academy of Management review, 13(1), 116-128.
- Resource allocation under uncertainty in a multi-project matrix environment: Is organizational conflict inevitable?, Laslo, Z., & Goldberg, A. I. (2008). International Journal of Project Management, 26(8), 773-788.