Part 2 : Matrix Organization and Organizational Networks

...turbulent environments require some relationship between dissimilar organizations whose fates are, basically, positively correlated. This means relationships that will maximize cooperation and which recognize that no one organization can take over the role of « the other , and become paramount. We are inclined to speak of this type of relationship as an organizational matrix. Such a matrix acts in the first place by delimiting on value criteria the character of what may be included in the field specified — and therefore who. This selectivity then enables some definable shape to be worked out without recourse to much in the way of formal hierarchy among members. (F.E. Emery and E.L. Trist. The Causal Texture of Organizational Environments.)