A Study of Project Based to Matrix Organisation: Rapidly Expanding Generic Pharmaceutical Company in New Zealand
Abstract: The company under investigation (Beta) is rapidly growing which necessitated an organisational restructure in the Research and Development (R&D) department from project based to matrix style. A matrix structure is considered to have the capacity to sustain future company growth while retaining or improving R&D productivity and efficiency. Currently, there is no defined operational management system for the newly implemented matrix organisation in the main case company under study. Moreover, little empirical research has been achieved on how to operationally manage a matrix organisation and minimise potential matrix challenges.
The purpose of this thesis is to identify best practice for the operational management of a matrix organisation design within a generic pharmaceutical company. To achieve this, the implementation and managerial challenges of a matrix organisation were investigated. To answer the research questions, semi-structured interviews were undertaken with employees from the main case company under study (Beta), and one participant each from two smaller complementary cases: Gamma and Delta. Additionally, one key informant experienced with matrix implementation and management was interviewed.
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