Effects of organizational complexity on high-tech systems design decisions: Insights from a Dutch equipment manufacturer

High-tech systems are becoming extremely complex and interconnected, often requiring multidisciplinary collaboration across technical and organizational perspectives. This complexity is frequently understood through a System of Systems (SoS) lens, where multiple interdependent systems interact to achieve overarching goals. Such system complexity is reflected in the organizational complexity, where each influences the other. However, the effects of such organizational complexity on high-tech systems design decisions remain understudied. In this paper we present insights from a study conducted at a Dutch high-tech equipment manufacturer, focusing on how organizational complexity contributes to knowledge-related inefficiencies in decision-making. The model based on the Design Research Methodology (DRM), is grounded in a case study of the Cooled Mirror (CM) feature at a Dutch high-tech equipment manufacturer, providing real-world insights into early-stage design challenges faced by Systems Engineers. It illustrates the causal relationships between organizational complexity, knowledge scattering, knowledge flow inefficiencies, and decision quality. Our empirical findings, supported by the literature, reveal that knowledge scattering is a critical factor impacted by organizational complexity, leading to decision inefficiencies and misalignment across Systems Engineering roles.