Many studies have been devoted to representing, understanding and explaining organizational action. The purpose of this work is to contribute to the Theory of Operations Management. An understanding of the causal relationships between strategy, structure and performance is still of major importance in the area of 'Strategy and Organizations'. This paper discusses the theoretical assumptions of a reference framework that can be used in the construction of models aimed at studying organizational action from the standpoint of structuring, implementation and performance. The approach employed here is structuralism, into which concepts of resources and capabilities have been incorporated based on an approach centered on the development of organizational competences. The framework presented here is founded on the hypertext metaphor and interrelates the dimensions of organizational processes and structures in the context of organizational 'spaces'. The framework incorporates the dimensions of space, the structuralist approach founded on the definition of 'form', and the 'hypertext' architecture to integrate the dimensions. The framework articulates and represents the horizontal and vertical coordination of activities and processes in an integrated and coherent way within the context of participative management and knowledge management.
organizational framework; organizational models; organizational competences
