ABSTRACT
Dealing with a dynamic enviroment often creates a need for a complex organisation network. This has been discussed in many ways, from the contingencies placed by organisational structures on the rate of change in the environment (e.g. Burns and Stalker, 1961) to the need for pluralistic organisational structures to create radical innovation ( Vedin, 1980a ). One reason why a complex organisational structure will contribute to the creation of more and better ideas is, of course, that a new thought is basically created by the combination of two or more already existing ones. Other reasons are that new ideas are stimulated by cross-functional communication and so on. Increased amount of communication is often claimed to be an efficient way of improving the innovativeness of an organisation, but there should be some point of equilibrium after which the communication network will be overloaded or so complex that it will become inefficient (cf. Galbraith, 1974).
