A NEW ORGANIZATIONAL FORM: STARFISH ORGANIZATION IN BUSINESS MODEL PERSPECTIVE

As we moved into new economy, decentralization is a very powerful strategy day by day. A large number of traditional organizations are decentralized- some of them decentralize a part of the organization, some of them decentralize whole of the organizations- because of being a winner of the competition. As a decentralized organization, starfish organization is a new concept of the organizational science literature. In this framework, we focus on the starfish organization’s structure. The aim of this study is to represent starfish organization, as a new organizational form and a kind of business model of the management literature. Hence, in this study, starfish organization’s definition, its difference from traditional organizations, its organizational structure and its working are explained first. Then, some instruction about transforming starfish organization from the traditional organization will be given. Finally some cases will be given about transforming to starfish organization and some suggestion about either the firms in the cases should transform to starfish organization or should sustain to existing organizational structure.

Keywords:

Starfish Organization, Decentralization Business Models, Zero Hierarchy,

PDF

___

Brafman Ori, Beckstrom Rod A. (2007) The Starfish and the Spider: The Unstoppable Power of Leaderless Organization, London: Penguin Books.
Brickley James A., Dark Frederick H. (1987) “The Choice of Organizational
Form: The Case of Franchising”, Journal of Financial Economics, Vol: 18, pp: 420. Combs James G., Steven C. Michael, Gary J. Castrogiovanni, (2009) “Influences on the Choice of Organizational Form: The Case of Franchising”, Journal of
Management, Vol: 35, No 5, pp. 1268-1290.
Donmez Aygul, Ozevren Mina, (2009) “Is Modelleri ve Deniz Taksi Vaka
Analizi”, 17. Ulusal Yonetim ve Organizasyon Kongresi, pp.190-196. Online: w3.balikesir.edu.tr/~seymen/yonetim.pdf Giles Jim (2005) “Internet Encyclopedias Go A Head to Head”, Nature, p.900.
Hochschild Adam (2006) Bury the Chains: Prophets and Rebels in the Fight to
Free an Empire's Slaves, New York: Houghton Mifflin Company. Menard Claude (2004) “Ecomomics of Hybrid Organization”, Journal of
Institutional and Theoretical Economics, Vol: 160, s: 345-376. Moody Glyn (2001) Rebel Code: Linux and the Open Source Revolution, Boulder
Colo: Perseus Books Group. Osterwalder Alexander, Pigneur Yves, Smith Alan (2010) “Business Model
Generation: A Handbook for Visionaries, Game Changers, and Challengers”, New Jersey: John Willey Publising. Stuart Albert, Whetten David A. (1985) “Organizational Identity”, Research in
Organizational Behavior, Vol:7, 263-295. Teece David J. (2010) “Business Models, Business Strategy and Innovation”,
Long Range Planning, Vol: 43, pp.172-194
Zikmund Barbara Brown (2007)” When Chaos is Creative, Loosen Up”(Book Reviews) Christian Century, Vol:124, No: 19, pp.32-35. Appendix:
Is there a person in charge? Are there headquarters? If you thump it on the head, will it die? Is there a clear division of roles? If you take out a unit, is the organization harmed? Are knowledge and power concentrated or distributed? Is the organization flexible or rigit? Can you count the employees or participants? Are working group funded by the organization, or are self-funding? Do working groups communicate directly or through intermediaries?