# Gerardine DeSanctis

Gerardine L. (Gerry) DeSanctis (January 5, 1954 - August 16, 2005) was an American organizational theorist and Thomas F. Keller Professor of Business Administration at Duke University, known for her work on group decision support systems and automated decision support.

## Quotes

* The coordination of information technology management presents a challenge to firms with dispersed IT practices. Decentralization may bring flexibility and fast response to changing business needs, as well as other benefits, but decentralization also makes systems integration difficult, presents a barrier to standardization, and acts as a disincentive toward achieving economies of scale. As a result, there is a need to balance the decentralization of IT management to business units with some centralized planning for technology, data, and human resources.
    Here we explore three major mechanisms for facilitating inter-unit coordination of IT management: structural design approaches, functional coordination modes, and computer-based communication systems. We define these various mechanisms and their interrelationships, and we discuss the relative costs and benefits associated with alternative coordination approaches.
    To illustrate the cost-benefit tradeoffs of coordination approaches, we present a case study in which computer-based communication systems were used to support team-based coordination of IT management across dispersed business units. Our analysis reveals possibilities for future approaches to IT coordination in large, dispersed organizations.
   * Gerardine DeSanctis and Brad M. Jackson (1994) "Coordination of information technology management: Team-based structures and computer-based communication systems." Journal of Management Information Systems Vol 10 (4). p. 85-110. Abstract
* Decentralization may bring flexibility and fast response to changing business needs, as well as other benefits, but decentralization also makes systems integration difficult, presents a barrier to standardization, and acts as a disincentive toward achieving economies of scale. As a result, there is a need to balance the decentralization of IT management to business units with some centralized planning for technology, data, and human resources
** Gerardine DeSanctis, Brad M. Jackson, in:Coordination of information technology management: team-based structures and computer-based communication systems, Journal of Management Information Systems - Special issue: Information technology and organization design Volume 10 Issue 4, March 1994, pp 85-110.
* In today's volatile world, organizational design is an everyday, ongoing activity and challenge for every executive, whether managing a global enterprise or a small work team. Globalization, worldwide competition, deregulation, and ever-new technologies drive the ongoing reassessment of the organization. The executive response has been many new forms of organizational design: virtual, learning, modular, cellular, network, alliance, or spaghetti – to name a few. New organizational forms challenge old ways of organizing for efficiency and effectiveness. Yet fundamental design principles underlie any well-functioning organization. Organizations still require a formal design.
** Richard M. Burton ‎Børge Obel, ‎Gerardine DeSanctis (2011). Organizational Design: A Step-by-Step Approach. p. 3