A matrix organization uses the matrix structure, so-named because it crosses one organizational structure with another to form a grid -- the matrix -- on an organizational chart.

In a matrix organizational structure, functional managers are not pulled from their comfort zones and areas of expertise to manage projects that require a specific skill set. As a result, they can ...

Ultimately, the most successful matrix-style managers do not treat their organization as a matrix. They engage the framework to structure cross-functional initiatives and tap the talent within them.

Within a matrix organizational structure, a marketing specialist and engineer may report to their individual department managers but then report to the same product manager for a specific project.

Bartlett, C. A., and S. Ghoshal. "Matrix Management: Not a Structure, a Frame of Mind." Harvard Business Review 68, no. 4 (July–August 1990): 138–145 ...

With a matrix organizational structure, there are multiple reporting obligations. For instance, a marketing specialist may have reporting obligations within the marketing and product teams.