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Organization structures are as important to competitiveness as strategy because structures enable both performance and learning. Yet, organization design factors and considerations are often overlooked. The matrix structure and similar types of adhocracies have the potential to transform organizational learning and thereby create a continuous acceleration of innovation. Unlike some adhocracies, the matrix structure focuses on performance and learning. Because of deficiencies in organization culture and management skills, the matrix structure has been less than fully effective. This paper seeks to clarify the issues that continue to block organizational competitiveness as they relate to performance and learning in matrix structures.

Matrix structures are complex and conflict prone, so multinational enterprises (MNEs) would utilize them only if they conferred some advantage over less complex organizational structures. Based upon the information-processing view, a theory of matrix advantage is proposed. It is supported by a secondary analysis of data from a major study of German MNEs. Matrix structures are shown to have an advantage over the elementary structural types. Specifically, the matrix structures fit higher levels of transnational strategy than elementary structures. Transnational strategy is assessed by two concepts: firm internationalization (involvement in foreign sales, manufacturing, and research and development (R&D)) and corporate integration (intracompany transfers). Moreover, three-dimensional matrices are associated with higher levels of transnational strategy than are two-dimensional matrices, confirming the gains from having additional structural dimensions. Matrix structures arise because of the need to simultaneously fit high levels of both firm internationalization and corporate integration. Matrices fit the transnational strategy type of Bartlett and Ghoshal. Implications are drawn for the relationship between the head office and the subsidiary. The matrix often subjects the subsidiary to conflicting expectations from the head office, which it can attempt to manage. Similarly, the head office is challenged by the task of integrating the information that comes from different dimensions of the matrix.

The aim of this article is to obtain a stable tensegrity structure by using the minimum knowledge of the structure.

Three methods have been formulated based on the eigen value decomposition (EVD) and singular value decomposition theorems. These two theorems are being implemented on the matrices, which are computed from the minimal data of the structure. The required minimum data for the structure is the dimension of the structure, the connectivity matrix of the structure and the initial force density matrix computed from the type of elements. The stability of the structure is analyzed based on the rank deficiency of the force density matrix and equilibrium matrix.

The main purpose of this article is to use the defined methods to find (1) the nodal coordinates of the structure, (2) the final force density values of the structure, (3) single self-stress from multiple self-stresses and (4) the stable structure.

By using the defined approaches, one can understand the difference of each method, which includes, (1) the selection of eigenvalues, (2) the selection of nodal coordinates from the first decomposition theorem, (3) the selection of mechanism mode and force density values further and (4) the solution of single feasible self-stress from multiple self-stresses.

There are many structures that have a repetitive pattern. If a relationship can be established between a repetitive structure and a circulant structure, then the repetitive structure can be analyzed by using the properties of the corresponding circulant structure. The purpose of this paper is to develop such a transformation.

A circulant matrix has certain properties that can be used to reduce the complexity of the analysis. In this paper, repetitive and near-repetitive structures are transformed to circulant structures by adding and/or eliminating some elements of the structure. Numerical examples are provided to show the efficiency of the present method.

A transformation is established between a repetitive structure and a circulant structure, and the analysis of the repetitive structure is performed by using the properties of the corresponding circulant structure.

Repetitive and near-repetitive structures are transformed to circulant structures, and the complexity of the analysis of the former structures is reduced by analyzing the latter structures.

Matrix structures are increasingly used in organisations as they become more complex and as the pace of change increases. They are similar to project management arrangements, although matrix structures may be a permanent feature. Matrix structures, like project management, involve the creation and management of multi‐disciplinary teams. The team leaders have a dual reporting relationship. For the structures to work effectively they should only be introduced when appropriate and even then after careful planning. An important aspect is the training of multi‐disciplinary team leaders. However, it can also be crucial to ensure that those other key members of management who need to monitor and support matrix structures are properly selected and have received appropriate management training.

This paper aims to analyze the different between matrix and overhanging structure and indicate the laws and mechanism of overhanging structure formed by selective laser melting (SLM).

This paper includes processing the matrix and overhanging structure with optimized parameters and analyzing the microstructure and properties of matrix and overhanging with OM, SEM, XRD etc. so as to analyze and reveal the laws and mechanism of overhanging structure formed by SLM.

The solidification of overhanging structure begins from the structure’s edge and extends to its center; the distribution of the Cr with a diameter of 250 nm in the Fe matrix is uniform; the grain in the overhanging structure is growing faster than the grain in the matrix. The overhanging structure mainly composed by austenite has no apparent layer. Moreover, the microhardness of the overhanging structure is 258.6-294.0 Hv0.3, smaller than the microhardness of the matrix which is 236.4-300.9 Hv0.3.

This paper clarifies how to manufacture overhanging structure and non-overhanging structure matrix with optimized parameters, analyzes the microstructures and compares the properties of both overhanging structure and non-overhanging structure “matrix”, so as to analyze the reasons for the forming of the overhanging structure, which in turn lauds basic data foundation for the theoretical studies in the future.

Organizations continue to employ the matrix organizational form as it enables companies to use human resources flexibly, produce innovative solutions to complex problems in unstable environments, increase information flow through the use of lateral communication channels, and leverage economies of scale while remaining small and task oriented. Despite its strengths, the matrix has inherent problems. Earlier studies have primarily addressed structural problems. In this paper, we identify four interpersonal challenges that impede matrix performance: misaligned goals increase competition among employees, roles and responsibilities are unclear, decision‐making is untimely and of possibly low quality, and silo‐focused employees do not cooperate. We propose that emotionally intelligent employees can function better in the matrix. We offer solutions for both managers and employees to improve performance in matrix organizations by applying the four components of emotional intelligence, specifically, managing, understanding, using, and perceiving emotion, to each interpersonal challenge.

In the analysis of some near‐regular structures one can solve the regular part independently and then superimpose the effect of the additional part. For such models, the matrices corresponding to regular part have canonical forms and their eigensolution or inversion can easily be performed. The effect of member changing the regular to a near‐regular structure can then be added. The purpose of this paper is to analyze near‐regular structures using the force method.

The paper uses the force method, and instead of selecting a statically determinate basic structure (standard method), the paper employs the regular part of the structure as the basic structure.

A new algebraic method is introduced for the force method of analysis for efficient analysis of large near‐regular structures.

In this paper, the force method is used, however, instead of selecting a statically determinate basic structure, the regular part of the structure is employed as the basic structure. Those additional elements are considered as redundant elements. This method is applied to truss and frame structures. In the present approach it is possible to have missing elements instead of additional elements.

THE general theorems given in Sections 4 and 6 include, from the fundamental point of view, all that is required for the analysis of redundant structures. However, to facilitate practical calculations it is helpful to develop more explicit methods and formulae. To find these is the purpose of this Section.

Despite much attention being devoted to shared leadership, the negotiation of such arrangements remains underexplored. In parallel, the revival of interest in matrix structures reveals their challenges but neglects the dynamics of shared leadership. In this case study, the author analyzes the tensions experienced by senior managers of a healthcare organization transitioning from a hierarchical to matrix structure as they negotiate their leadership roles in this new arrangement.

The author interviewed 16 senior managers, observed their meetings and analyzed documents. These data were combined with secondary data including previous interviews and observations of this top leadership team. The author then conducted an inductive data analysis.

The author's analysis reveals that the tensions experienced by senior managers as they negotiate their roles reflect the co-existence of leadership surpluses (too much leadership) and deficits (too little leadership) in matrix organizations. The author argues that surpluses and deficits are not mutually exclusive but are interrelated and shows how leadership surpluses can create leadership deficits.

The author’s findings suggest that in contexts of leader abundance, actors should explore leadership voids. Particular attention should be paid to incidents of intrusion and exclusion, moments of transition and intense role negotiation, as those contexts are particularly conducive to leadership deficits.

While previous work on matrix structures focuses on leadership surpluses, the author discusses leadership deficits. The author explores how more leaders do not necessarily mean more leadership, but instead how more leaders may result in leadership voids.