Valve Software's Sustainability

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Valve Software's Sustainability Valve software has crafted a remarkable organization that has a unique organizational structure; in fact the company has literally no management. A flat organizational structure has been shown to improve communication among team members, enhance job satisfaction, and reduce the cost of management that middle-management layers can add to the organization (La Rooy, 2012). Organizational members have complete freedom to design their own projects, teams, work environment, and virtually every aspect of their daily job function. The Valve organization represents an extreme example of a move towards "self-management" and employee "empowerment" that originated several decades ago (Shipper & Manz, 1992). Such structures have shown to assist research and development teams to solve problems and accomplish creative tasks (Misra, 2011). Much research is dedicated to understanding and studying the factors that are associated with the complex notion of the "innovation culture" that can be found within progressive organizations such as Valve (Jucevicius, 2010). Even though the success of the Valve structure is undeniable when its accomplishments are considered through its history one problem that existing in researching such an organization is whether the model (or lack thereof) is sustainable and reproducible. This research will consider if innovation can cascade or build in organizations in different industries and different organizational structures by

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