An exploratory test of the matrix assumption in a highly differentiated research organization: Structural design versus behavioral imperatives

The matrix organizational form seems well suited to the needs of R&D managers due to its ability to balance, through dual hierarchies, system and functional workflows. The article presents an innovative, yet practical approach to make an initial assessment as to whether a large Federal agricultural research agency possessed the necessary structural and behavioral properties for formal implementation of matrix. An exploratory study to test the feasibility of conversion from line-staff to matrix was designed to focus on two dimensions: 1) structural congruity, and 2) actual behavior of the matrixed managers. While it was concluded that the line-staff organization could be converted to the structural requirements of the matrix form, the key matrix managers in the agency (Research Leaders, Area Directors, and National Program Staff Coordinators) did not operate in a manner consistent with the behavioral requirements of a formal matrix organization.