With changes in organizational environments, the domination of thebureaucratic organization is under attack. The coming of new,nontraditional organizations poses a challenge for those who want tounderstand the information aspects of such organizations, particularlybecause the new organizations are presumed to be more information-based.Apart from the new technology and the associated IT management andinformation management in the new organization, attention should be paidto structural, cultural, political, and other organizational dimensionsthat affect the information domain. However, our knowledge of theseaspects is meager. Travica’s study helps to fill this gap, albeit in alimited way, by proposing a model of a nonbureaucratic organizationaldesign and providing a preliminary empirical test of that model.

The author has, however, chosen a rather narrow study domain,limited to the public accounting industry. Although the literaturesurvey is thorough and the methodology deployed for empirical modelingis rigorous, the research is skewed by the unrepresentative sample oforganizations. In my view, one organization each from the distinctsegments of government, industry, and business would have provided abetter framework for the research. In any case, it is alsodebatable whether a public accounting firm can be categorized as a“new” organization.

Within the limitations of this sample, the paper has definitelythrown open the information-linked characteristics of nontraditionalorganizations for further research.