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The ongoing relevance of any major organization both within itself and to a nation's social, political, and economic prosperity depends, in large part, on its ability to respond to a rapidly changing operational context. Organizations must be capable of exploiting new opportunities and of coping with new challenges. In short, organizations must be adaptive and agile in responding to changes in their operational environment. Informal collaborative arrangements in organizations and the salient role of informal networks in many aspects of life are well recognized (Ehin, 2004; Liccardi et al., 2007). However, research on organizational responses to the complexity of the environments in which they operate largely focuses on the formal aspects of organizations in terms of their design, structures, and business strategy (Donaldson, 2001; Mintzberg, 1980; Monge & Contractor, 2003; Monge & Eisenberg, 1987: Watson & Weaver 2003). Although, in organizational life, formal and informal structures are intertwined (Rank, 2008; Zenger & Lazzarini, 2002), what research and discussion there is of informal structures tends to treat these as separate entities. There seems to be a lack of empirical studies looking at the issues that would make the entwinement of formal and informal organizational structures effective and the mechanisms that enable this interaction have not been sufficiently explored. The current paper builds on earlier published work in the informing sciences discipline where details of the methodological approach of the study are discussed (Ali, 2014). This paper describes a model for enhancement of organizational agility in response to complex operational environment. The model is derived from empirical studies and draws on the strengths of formal and the flexibility of informal organizational structures. The aim of this paper is to add to the body of knowledge for practitioners and researchers in the field of informing sciences and organizational studies in view of constantly evolving nature of informing sciences (Cohen, 2009). Setting a Scene Informal Structures--Their Role and Significance The literature on informal networks seems to suggest that the extent and the types of networks individuals form affects many aspects of individuals' lives, from their health, identity, and well-being to career advancement and power in organizations (Brass, Galaskiewicz, Greve & Tsai, 2004; Granovetter, 1983; Kilduff & Tsai 2003; Krackhardt, 1990; Krackhardt & Hanson, 1993). In the field of knowledge management, knowledge distribution, and gaining competitive advantage, the role of informal networks is well supported (Awazu, 2004; Cross, Parker, Prusak, & Borgatti, 2001; Hoffman, Hoelscher, & Sherif, 2005; Kurland & Pelled, 2000; Plickert, Cote, & Wellman, 2007). Although these aspects of the significance of informal networks are important, the role of informal networks in the management of emergency and crisis situations is of particular interest because change and uncertainty are constant features of any operational environment. Response to a modern disaster, whether natural or man-made, presents many challenges. Traditionally, disaster response management was based, to a large extent, on a command and control standpoint. However, based on analysis of disaster response over the past years, an alternative perspective on management of complex situations has emerged. This view emphasizes the importance of informal networks and hastily formed networks (Denning, 2006), and trust between individuals and agencies in crisis management (Denning, 2006; O'Brien & Ali, 2006; O'Neil & O'Brien, 2004) as disaster management seldom works according to standard operating procedures or neatly defined roles and responsibilities. Management of emergency situations requires flexibility, adaptability, and fast information flows. …

Doing the Organizational Tango: Symbiotic Relationship between Formal and Informal Organizational Structures for an Agile Organization