The “right kind” of hierarchy can benefit the process of innovation, write professors Bret Sanner and J Stuart Bunderson for MIT Sloan Management Review.
When it comes to innovation, a ‘flat’ organisational structure is supposedly the way to go. Managers must step back and set their employees free to explore and innovate. But the authors disagree.
Four studies conducted by Bunderson and research by other scholars has convinced the duo there is “a disconnect between the rhetoric and reality” – that completely eradicating hierarchy has been, and will continue to be, detrimental to the process of innovation.