Impact Of Organizational Size Research Articles

A Literatur Review in Learning Organization

The learning organization idea represents a shift in how organizations are developed and grow. Within the training and development literature, staff development and individual learning were emphasized. This review undertakes a critical review of the confused and confusing literature on the learning organization. Draws on both psychological and organizational perspectives and focuses on the distinction between organizational learning and the concept of the learning organization. The discussion is centered around the issues of learning organization and the nature of learning organization. The issues include the neglect of intra-organizational phenomena and a lack of clarity regarding the treatment of the organization, the nature of learning itself, the lack of an accepted theory of what constitutes a learning organization's culture and climate, the impact of organizational size, the role of teamwork within the learning organization concept, and the fundamental question of whether the learning organization is a variable or a root metaphor. This article looks at some of the problems with the learning organization literature and then asks whether the learning organization is a concept that is applicable to organizations. Much of the literature on organizations doesn't take into account the unique nature of organizations in terms of their membership and the people with influence within them. Collaborative learning allows employees to gain new knowledge, skills, and attitudes by working together. Finally, it concludes with a consideration of the issues involved in creating a learning organization.

PENGARUH UKURAN PERUSAHAAN, FINANCIAL LEVERAGE DAN LABA SEBELUM PAJAK TERHADAP PEMILIHAN METODE AKUNTANSI PERSEDIAAN (STUDI EMPIRIS PADA PERUSAHAAN MANFAKTUR YANG TERDAFTAR DI BEI TAHUN 2015-2018)

The goals of this examination are (1) to break down the impact of organization size on the decision of stock bookkeeping strategies, (2) to dissect the impact of monetary influence on the decision of inventory accounting methods (3) to investigate the impact of benefit before charge on the decision of inventory accounting methods (4) to examine the impact of size organization, monetary influence and benefit before charge on the determination of inventory accounting methods. This exploration is an experimental investigation led on assembling organizations recorded on the Indonesian stock trade during 2015-2018 and there are 78 organizat

Impact of organization size and project type on BIM adoption in the Chinese construction market

Building Information Modelling (BIM) is perceived as an effective tool for improving the delivery and coordination of construction projects. The Chinese construction sector has demonstrated significant interest in implementing the 3-dimensional modelling-based process. BIM adoption is influenced by several factors which can either be operational or strategic related. Factors which can have a significant impact include the size of the construction organization and the type of projects that the organization has to deliver (i.e. building vs infrastructure projects). This study aims to evaluate the effect of project type and size on BIM adoption in the Chinese market, via an adoption model which analyses factors impacting the adoption decision. The study examines 200 samples collected from the Chinese construction industry, split equally between infrastructure and building construction data groups, as well as SMEs and large organizations. The collected data are first analyzed by principal component analysis and then through a Structural Equation Modelling-based multiple group analysis. Results demonstrate that essential factors such as operational risks are considered by small organization, whereas large organizations focus on implementation challenges. Implementation benefits and challenges are significant on the adoption decision in infrastructure organizations, but not in building organizations. In addition, the study reveals that “technical support” is an important factor when it comes to BIM adoption among all types of organizations, regardless of the organization’s size and project type delivered.

Does Size Matter? The Implications of Firm Size on Enterprise Systems Success

<p class="JnlBody">With the increasing emphasis on globalization and consumer demands in highly competitive markets, organizations have attempted to integrate and standardize across their corporate subsidiaries by implementing Enterprise Systems (ES). In such corporate-wide ES implementations, system requirements are dictated by headquarters, favouring large subsidiaries, and thus potentially compromising the unique business requirements of smaller units. This research reports findings from an ES initiative within a group of large, medium, and small organizations, where the impact of organization size is assessed in relation to the level of system success and knowledge-management competence. The results of this analysis suggest that (i) large organizations, in contrast to their smaller counterparts, receive greater benefits in terms of both Individual and Organizational Impacts, (ii) while no such differences were observed in relation to System and Information Quality. Similarly, (iii) no differences were observed in relation to knowledge-creation competencies amongst large, medium, and small organizations. However, (iv) differences were observed between the large and smaller firms on their Knowledge-Retention and Knowledge-Transfer competencies. </p>

Too big to innovate? Exploring organizational size and innovation processes in scientific research

We explore the impact of organizational size in six federally funded research organizations on a range of organizational processes related to the pursuit of innovation. The data utilized consisted of 266 scientists drawn from 64 research projects across five programmatic research areas: alternative energies, biology, chemistry, geophysical sciences, and material sciences. A sixth project category was added to accommodate the highly interdisciplinary character of a handful of projects. Although the data had some limitations, it was found that organizational size had a negative impact on three categories of innovation processes: the amount of time spent in research and professional activities, how research time is spent, and exchanges of technical knowledge. In addition, some potential advantages of larger size, such as: greater research resources, better perceived managerial quality or a visionary strategy, were not found to be significant.

Can Ivory Towers be Green? The Impact of Organization Size on Organizational Social Performance

Organizations differ tremendously in the extent to which they engage in socially responsible behavior and the extent to which this behavior is evaluated by stakeholders. This research examines the complex role of organization size as a driver of perceptions of an organization’s socially responsible behavior and its social performance. Using a unique data set of 302 organizations in the higher education industry, we find that the strength of the organization size–organizational social performance (OSP) relationship is contingent on whether the organization is autonomous from community stakeholders and resource pressures. Our results show that the organization size–OSP relationship is stronger when stakeholders in the organization’s community are more involved in the organization itself and decision-making processes, and that this relationship is weaker when greater financial and human resources are available to the organization.

Impact of Organisational Size on the Relationship between Organisational Culture and Organisational Effectiveness: The Case of Small and Medium Size Organisations in Iran

This paper investigates the relationship between organizational culture and organizational effectiveness in small and medium size organisations in Iran. Using the Competing Values Framework (Quinn and Rohrbaugh, 1983; Quinn, 1988) this study investigates to what extent the influence of organisational culture on organisational effectiveness for a given national culture; is impacted on by organisational size. The authors have designed a model which helps to show the impact of size on the organisational culture and organisational effectiveness relationship. In order to test our model a convenience sample of 1000 respondents from different management levels from 40 Iranian private sector organisations were gathered. The results of this study confirm the relationship between organisational culture and organisational effectiveness in small and medium size organisations, apart from the adhocracy culture type. Furthermore, the results of this study confirm the moderating impact of organisational size on the culture–effectiveness relationship. Implications of this study for managers who are overseeing rapid changes in organizational size are discussed.

Burdened by Bureaucracy? Determinants of Administrative Intensity in Public Organisations

ABSTRACT Why does the level of administrative intensity—the bureaucratic component of the workforce—vary across public organisations? We address this question by developing and testing a model that is derived from structural contingency theory and public choice theory. The results show that administrative intensity is higher in small organisations, in turbulent external environments, and in organisations with big budgets. Furthermore, we find that the impact of organisational size is nonlinear, that large size mitigates the effects of turbulence, and that administrative intensity is a cause as well as an effect of bigger budgets. The theoretical and practical implications of these results are discussed.

Organizational Size: The Impact of Internationalization Processes and Business Group

This paper examines the relationships between two processes of firm internationalization (pace and scope) and organizational size, using information-processing perspective. Additionally, as contextual variables like business group may influence the impact of organizational size, I investigate its moderating role. My analysis involves a sample of 772 publicly-listed firms in Taiwan over a period of nine years (2000-2008). The findings indicate that internationalization pace and internationalization scope positively influences the organizational size. I also observe that business groups moderate the relationship between processes of firm internationalization and organizational size. This research contributes to the literature linking corporate strategy in terms of firm internationalization and organizational theory. The implications of the findings from the perspective of theory and managerial practice are discussed, along with possible directions for future research.

HRM outsourcing: the impact of organisational size and HRM strategic involvement

PurposeThe aims of this paper are, first, to consider the impact of organisational size and the strategic involvement of the human resource management (HRM) function on the decision to outsource, second, to consider the impact of HRM outsourcing on organisational performance for organisations of different size and where the HRM function has access to positions of elevated political power.Design/methodology/approachThe research examines responses from 441 Australian senior HRM managers who participated in an online survey of a national HRM professional association. The hypotheses were tested using multiple regression.FindingsAlthough results did not confirm the expected relationship between smaller organisational size and increased outsourcing, there was a positive relationship between HRM strategic involvement and the decision to outsource. The relationship between HRM outsourcing and perceived financial performance was positive for smaller firms and negative for larger firms. The positive relationship between strategic HR involvement and organisational effectiveness was also enhanced when HRM activities were kept in‐house rather than when they were outsourced.Research limitations/implicationsOverall, the research findings confirm advantages for smaller firms that seek out external HRM assistance. The results of the study also indicate that there are organisational benefits when an elevated strategic HRM role in an organisation is combined with the decision to develop in‐house HRM activities rather than externalise these responsibilities.Originality/valueUsing political influence theory, the research applies an alternative theoretical perspective to the analysis of HRM outsourcing.

Factors considered when outsourcing an IS system: an empirical examination of the impacts of organizational size, strategy and the object of a decision

As IT expenditures have been growing over the last few years, organizations have started to scrutinize them more closely and some are deciding to outsource parts of their Information Systems (IS) operations. Unfortunately, there is a lack of research on the impact that the object of an outsourcing decision may have on the factors considered when making such a decision. The impact of organizational size and the firm's strategy has also not been conclusively established in the literature. This paper examines and compares the different supplier, internal, technology and cost factors considered when outsourcing Online Transaction Processing (OLTP) or Decision Support Systems (DSSs) (the object of a decision). It also examines the divergent decision factors for large, medium and small organizations, and the competitive strategy's impact on the factors that are considered. The paper is based on a study with samples from four large SAP Conferences and includes 1889 individuals working in organizations that use enterprise resource planning software. This research found that the object being outsourced, the firm's competitive strategies, and the organizational size are factors that significantly influence the outsourcing decision process. We found that the relative importance of decision factors for the outsourcing of OLTP is significantly different from those for a DSS and that, where the outsourcing object is of strategic importance, there is a closer attention to internal factors. Our findings confirm that outsourcing strategies are aligned with organizational strategies. For example, cost factors dominate in the outsourcing decision among organizations that employ a low-costs strategy as compared to those following a differentiation or niche strategy. Also, compared to firms pursuing other competitive strategies, for the outsourcing of DSS, differentiators place a significantly higher emphasis on supplier factors. Regarding the role of company size, we found significant differences in the importance given to supplier, internal, technology, and cost factors by organizations of different sizes. For example, compared to smaller organizations, larger organizations gave less importance to supplier and technology factors and more importance to cost factors.

The impact of organization size on enterprise resource planning (ERP) implementations in the US manufacturing sector

Enterprise Resource Planning (ERP) systems have experienced a phenomenal growth in the last 5 years and at present they are pervasive in the US manufacturing sector. This paper describes an attempt to chronicle this phenomenon through a series of case studies and an extensive survey. Manufacturing companies ranging in size from a few million dollars in annual revenues to over a hundred billion dollars are included in this study. The key finding from this study is that companies of different sizes approach ERP implementations differently across a range of issues. Also, the benefits differ by company size. Larger companies report improvements in financial measures whereas smaller companies report better performance in manufacturing and logistics.

Bleak house or bright prospect? Human resource management in Australian SMEs

This study fills the gaps in existing research on HRM in Australian SMEs by considering a wide range of standard human resource (HR) practices and some industrial relations practices. The small business sector has been regarded as the natural home for ‘bleak house’ human resource management practices typified by low uptake of human resource practices, little or no collective representation of employees and little or no employee participation. The results, reporting a national study (n = 1435) on human resource management practices in Australian SMEs, reveal a moderate take-up of human resource management practices. These findings by themselves do not support what Storey has called the ‘bleak house’ scenario in Australian SMEs. However, there are factors that may have a negative impact on the relative positive picture portrayed in this study, when the impact of organisational size, the presence of a HR manager and prevalence of a strategic plan on the uptake of HR practices in SMEs are considered, together with low unionisation, low employee participation and a low incidence of collective practices.

The impact of organization size upon business development in UK retailing 1980–7: a statistical analysis

This paper uses comparable 1980–7 data relating to UK retail organizations defined in terms of size class by reference to the number of outlets per organization and broken down into a number of size categories to examine hypotheses relating to the impact of size of retail organization upon competitiveness. A number of statistical tests are used to isolate the impact of size of retail organization alone upon business performance and development. The results show that, while the largest size category of retail organizations has particularly prospered, this has not been at the uniform expense of smaller size classes of retailers but that the smallest (unit or independent) retailers have performed more strongly than intermediate size classes of business. This may be attributed either to the nature of the competitive environment in terms of the identity of those retail organizations most obviously exposed to competition from the largest (combined with the particular survival strategies adopted by smaller retailers) or to the relative efficiency of these smaller retailers.

Impact of organizational size, number of sites, and line of business on telecommunications acquisition

Technological developments in telecommunications are going to bring about as fundamental a change in the functioning of organizations in the future as computers have in the recent past. The study reported in this paper is part of a large-sample survey examining the acquisition and management of telecommunications technology by small and medium-sized organizations. The study examines variations in telecom purchasing patterns by an organization's number of sites, employee size, and its line of business. The impact of these predictor variables was assessed in terms of a number of dependent variables pertaining to the telecommunications characteristics of the organization, the process of acquiring telecommunications technology, and the outcome of this process. Findings indicate that size of the organization has a pervasive impact on almost all aspects of the telecom technology and its acquisition. Number of sites seems to have a clear impact on the cost, size, and complexity of the system acquired, a mixed impact on the purchase process, and only a marginal impact on the telecom characteristics of the organization. The impact of line of business is influenced by the specific line and the type of dependent variable.

Microcomputer adoption — The impact of organizational size and structure

Data collected from twenty-one firms were used to study the impact of organizational size and structure on the adoption of microcomputers in those firms. The results show that both size and structure had a significant impact on the adoption of microcomputers. Organizational size was measured as the organization's annual sales. The structural characteristics were measured as organizational links (lateral relations) between the information systems area and users of microcomputer technology.

An Audit of Personnel Management Activities in Queensland

This paper reports the findings of a survey of personnel activities in 87 Queensland organisations. The impact of organisational size, a separate personnel department and the type of industry on personnel activities performed, is discussed. Thus providing personnel practitioners with benchmarks for comparison purposes. The 54 organisations with separate personnel departments are analysed in terms of when to establish a separate personnel department, the status of and staff employed in such departments. Cost measurements in personnel departments are highlighted and compared to overseas organisations. The major conclusions are:— business organisations tend to be more involved in individual feedback activities compared to non-business organisations emphasis on bureaucratic activities; — qualifications of personnel staff, personnel ratios, and personnel cost measurements require managements’ serious attention.

The Impact of Organization Size on Employee Motivation

Behavioral factors in the economies of providing communications services are known to be very important, but they are essentially unquantified. What is known about some of the factors and relationships among them that do affect the economies of scale, particularly in the area of employee motivation, is reviewed.