Impact Of Organizational Structure Research Articles

Interdisciplinary team members’ experiences of family meetings in an Irish rehabilitation hospital: a social work action-research project

This study set out to gain a better understanding of how family meetings are facilitated and experienced in an Irish rehabilitation hospital setting from the perspectives of interdisciplinary team (IDT) members, patients and their family members. This article reports the findings from IDT members’ perspectives. A critical-realist action-research approach was utilised that involved medical social workers (N = 15) and a social work academic. A quantitative, descriptive study design was adopted, which utilised a cross-sectional survey of IDT members. A total of 85 clinical staff responded to the questionnaire, of which 69 were fully completed. Four key themes emerged: pre-meeting engagement and preparation – a critical step; the impact of organisational structures; supporting participation; and mechanisms for effective family meetings. Findings indicate the importance of pre-meeting preparation, the mutuality of the relationships between participants, a standardised approach and the use of patient-centred and inclusive practices to achieve truly participatory family meetings. Family meetings involve complex processes in which mutual influence, context, preferences, values, information shared, the nature of the relationships involved and the communicative style of participants all play significant roles in both the process and decision-making outcomes. This study concluded that social workers are perhaps in a unique position to work with IDTs in clarifying the reality of the limits of choice and the involvement of the patient and family in rehabilitation hospital settings. In preparation for the role of family-meeting facilitation, the implementation of education and training programmes for IDT members is strongly recommended.

Dampak Struktur Organisasi terhadap Komitmen Organisasi: Perbandingan Antara Sektor Publik dan Swasta

A good organizational structure will have an impact on employee organizational commitment. This study aims to examine the impact of organizational structure on organizational commitment in public and private sector companies in Banjarmasin. The three main structural dimensions included in this research are formalization, centralization (in the form of a hierarchy of authority and participation), and standardization. 100 questionnaires were distributed to 8 public and private companies in Banjarmasin and a sample of 80 valid questionnaires was obtained. The research results show that all structural dimensions have a relationship with organizational commitment in both sectors, except for authority hierarchy. Among the structural dimensions, formalization shows the greatest correlation with organizational commitment in public companies, while participation has the largest correlation with organizational commitment in private companies. Employee demographics have no impact on dimensions of organizational structure or commitment in either the private or public sectors. In addition, position in the private or public sector does not mediate the relationship between organizational structure and organizational commitment.

The impact of organizational structure on the quality of management accounting information: An exploratory study in Iraq

The impact of organizational structure on the quality of management accounting information: An exploratory study in Iraq

Disabled Student Technology Accessibility through Personnel Management: Impact of Organizational Structures and Processes

Disabled Student Technology Accessibility through Personnel Management: Impact of Organizational Structures and Processes

Impact of Organizational Structure and Culture on E-Government Implementation: A Survey of Local Government Employees in Yogyakarta Special Region, Indonesia

Developed and developing countries have implemented e-government to improve public services, being government organization a key factor influencing e-government effective deployment. Therefore, this study examined variables related to organizational structure and culture and their influence in predicting e- government implementation. This work involved the participation of 400 respondents from regencies and city employees and used a survey data-gathering approach and a purposive sample technique. A Likert scale was used to design the questions. The data were assessed by sem-pls for validity and reliability, as well as to test hypotheses and regression. In aspects of organizational structure, unit size and span of control, in contrast to unit grouping, have a positive and significant impact on e-government implementation. In addition, regarding organizational culture, cooperative attitude, obeying social norms, keeping harmony, and prioritizing duty, as opposed to strong ties to the community, empathy, and being honest and trustworthy, showed a positive and significant effect on e-government implementation. Moreover, independent variables had a substantial impact on dependent variables, as evidenced by an R-square of 0.865. This study has as its main limitations the research area, the number of respondents, and the length of the research period. Finally, theoretical and practical implications and suggestions for future studies are assessed.

Exploring healthcare staff narratives to gain an in-depth understanding of changing multidisciplinary team power dynamics during the COVID-19 pandemic

BackgroundMultidisciplinary teams (MDTs) are integral to healthcare provision. However, healthcare has historically adopted a hierarchical power structure meaning some voices within the MDT have more influence than others. While power dynamics can influence interprofessional communication and care coordination, the field’s understanding of these power structures during the COVID-19 pandemic is limited.MethodsAdopting a narrative inquiry methodology, this research addresses this knowledge gap and provides an in-depth understanding of MDT power dynamics during COVID-19. Using semi-structured interviews (n = 35) and inductive thematic analysis, this research explores staff perspectives of changing power dynamics in MDTs during the pandemic response.ResultsAn in-depth analysis generated three overarching themes: (1) Healthcare: a deeply embedded hierarchy reveals that while a hierarchical culture prevails within the Irish health system, staff perceptions of influence in MDTs and ‘real’ experiences of autonomy differ significantly. (2) Team characteristics: the influence of team structure on MDT power dynamics highlights the impact of organisational structures (e.g., staff rotations) and local processes (e.g., MDT meeting structure) on collaborative practice. (3) Ongoing effort to stimulate true collaboration underscores the importance of ongoing interprofessional education to support collaborative care.ConclusionBy offering a greater understanding of MDT power dynamics throughout the COVID-19 pandemic, this research supports the development of more appropriate strategies to promote the provision of interprofessional care in practice.

What Drives Microfinance Provider's Financial Sustainability: The Moderating Role of National Governance Indicators (NGIs)

Microfinance providers have been known to provide programs to reduce poverty in rural areas. However, they are still facing the issue of sustaining the operations on a long-term basis. This study investigates the impact of organizational structure, outreach, leverage, liquidity, and operating cost on the financial sustainability of microfinance providers in South Asia, moderated by national governance. A financial sustainability index has been developed by using Principal Components Analysis (PCA), considering both conventional (ROA & ROE) and efficiency (OSS and FSS) measures. This study uses the two-step system GMM estimates to examine the impact of factors affecting the financial sustainability of microfinance providers in South Asia, covering 85 MFPs from India, 34 from Pakistan, and 30 from Bangladesh from 2006 to 2018. The finding reveals a strong and significant relationship between financial sustainability and its determinants. The average loan per borrower has a significant positive, and the cost per borrower has a significant negative impact on financial sustainability. Further analysis demonstrated that national governance indicators significantly moderated the association between financial sustainability and its determinants. The finding indicates that microfinance banks are more sustainable than non-bank microfinance providers. Further results reveal that GDP and inflation significantly impact the financial sustainability of microfinance providers in South Asia.

How and when does centralization affect the likelihood of passive leadership?

PurposeThis study empirically investigates the impact of organizational structure (specifically centralization) on the occurrence of the passive leadership. The authors also examine the mediating role of autonomy frustrations and the moderating effect of turnover intentions in these relationships.Design/methodology/approachUsing structural equation modelling as well as PROCESS macro (version 3.5), the research model is analysed based on a sample of 133 employee–supervisor dyads in various public sector organizations in Dubai.FindingsContrary to the study hypothesis and assumption, the results demonstrate that centralization has no significant direct effect on the occurrence of passive leadership; however, this effect found to be significant only via the mediating of autonomy frustrations (fully mediator). This influence is strengthening when a supervisor has the intentions to leave his/her organizations.Originality/valueThese findings point on how and why centralization can lead to occurrence of passive leadership.

The impact of organisational structures on management compensation packages and investment decisions - a principal-agent approach investigating formula apportionment and separate accounting

The impact of organisational structures on management compensation packages and investment decisions - a principal-agent approach investigating formula apportionment and separate accounting

Effects of Organizational Structure Centralization on Employee Performance in Narok County Government

Organizational structure describes the formal arrangement of jobs and tasks in organizations. It describes the allocation of authority and responsibility, and how rules and regulation are executed by workers in firms. Locally, studies on the relationship between organizational structure and organizational performance remain inconclusive and contradictory as evidenced from previous studies. This study used Kenyan data and government institutions by investigating the likely impact of organizational structure on performance of County governments of Kenya taking a case of Narok County government. The specific objectives of the study examine the effect of organizational structural centralization on employee performance. The study was anchored on Goal theory and equity theory. This study adopted a descriptive research design. Both primary and secondary data was used in this study. Primary data was obtained by use of questionnaires while secondary data by use of existing records. The population of the study was all staff working in Narok County Government. The study targets a total population of 5345 distributed in all departments and a sample size of 372 respondents was obtained from it. The County Executives, chief officers and directors will be randomly selected from the county. Other employees were selected using stratified random sampling thus the study draw 10% of each department employees using strata method. The collected data was processed and analyzed using SPSS Version 26.0 where linear regression was used to establish the relationship between (structural complexity, structural centralization, and structural formalization) and employee performance. The study has a lot of significance to Narok County Government as it will shed light on the importance of utilizing and improving effective organizational structure in order to enhance the performance of individual employees. The findings of this study are likely to benefit researchers in their efforts towards understanding the relationship between organizational structure and the performance of employee which is directly related to their organization productivity.

The Model of Job Performance : Leadership, Workplace, and Motivation

The Model of Job Performance : Leadership, Workplace, and Motivation

Overcoming women’s isolation at work: The effect of organizational structure and practices on female managers’ workplace relationships

Successful career outcomes depend on maintaining positive relationships with and evaluations from supervisors and peers. Recognizing that structure frames behaviors and perceptions, this study explores the impact of organizational structure and practices on the relationships of 598 women in 298 Korean companies using longitudinal data from 2010 to 2016. The results from fixed-effects models show that corporate structure and practices shape female managers’ relationships with supervisors and peers. Gender equality practices improve relationships with both men and women. By contrast, diversity programs have negative effects on female managers’ relationships with female supervisors and peers, and work–life programs show mixed results. However, in firms with female executives and firms that encourage men to use parental leave, diversity programs and work–life practices stimulate positive relationships with both male and female supervisors and peers. This study suggests that organizational contexts, rather than intrinsic gender preferences, shape women’s relationships in the workplace.

Will Academic Library Publishing Break OER? A Diffusion of Innovations Study

Academic libraries are among the organizations advocating for open educational resources (OER), often playing a key campus role in education, advocacy, and support of their creation and publication. Publication of OER resonates with the role of the academic library. Because “incongruence in perceptions” (Chtena 2019: 24) can cause difficulties and unforeseen challenges with implementation and use of OER, organizations involved in OER initiatives need familiarity with how OER and organizational values align. The goal of this exploration was to investigate how academic libraries enact academic library publishing programs and the ramification that has in the diffusion process of OER in higher education. Data collected in this single case study research project was analyzed through the lens of Diffusion of Innovations Theory. The findings from the study suggest that, if academic libraries are to enact the creation and publication of OER in ways appropriate to their conception, those involved will need to be intentional about ensuring enactment of the values foundational to OER. Future suggested research includes a multiple-case study comparative research study looking at academic library publication of OER, exploration of how opinion leaders and attributes of innovations impact academic library publication of OER, and investigation into the impact of organizational structure on the diffusion of OER creation and publication.

The Impact of Organizational Structure and Technology Use on Collaborative Practices in Computer Emergency Response Teams: An Empirical Study

Besides the merits of increasing digitization and interconnectedness in private and professional spaces, critical infrastructures and societies are more and more exposed to cyberattacks. In order to enhance the preventative and reactive capabilities against cyberattacks, Computer Emergency Response Teams (CERTs) are deployed in many countries and organizations. In Germany, CERTs in the public sector operate on federal and state level to provide information security services for authorities, citizens, and enterprises. Their tasks of monitoring, analyzing, and communicating threats and incidents is getting more complex due to the increasing amount of information disseminated into public channels. By adopting the perspectives of Computer-Supported Cooperative Work (CSCW) and Crisis Informatics, we contribute to the study of organizational structures, technology use, and the impact on collaborative practices in and between state CERTs with empirical research based on expert interviews with representatives of German state CERTs (N=15) and supplementary document analyses (N=25). We derive design and policy implications from our findings, including the need for interoperable and modular architecture, a shift towards service level agreements, cross-platform monitoring and analysis of incident data, use of deduplication techniques and standardized threat exchange formats, a reduction of resource costs through process automation, and transparent reporting and tool structures for information exchange.

Assesment of the Impact of Organisational Structures on the Economic and Social Activities of Companies and Unites

Assesment of the Impact of Organisational Structures on the Economic and Social Activities of Companies and Unites

Innovative performance of project teams: the role of organizational structure and knowledge-based dynamic capability

PurposeThis study aims to investigate the relationship between knowledge-based dynamic capability and organizational structure on team innovative performance in Brazilian industrial companies.Design/methodology/approachThis study is based on data from a survey of 262 respondents from 65 companies in the Brazilian industrial sector with project teams and followed the partial least squares approach to model the structural equation that was used for data analysis.FindingsThe results of the study show that mechanical structures with a high degree of formalization and centralization have a negative impact on knowledge-based dynamic capability and integration has a positive relationship with dynamic capability. Moreover, the research shows that project team innovative performance is directly affected by knowledge generation and combination capability; however, knowledge acquisition/absorption does not interfere with project team innovative activity.Practical implicationsThis study contributes to the managers of firms in the industrial sector by analyzing how the characteristics of organizational structure impact dynamic capability and project team innovative performance. The results of this study indicate that more mechanical structures have more difficulty in developing knowledge-based dynamic capability in the context of project teams.Originality/valueThis study advances the concept of knowledge-based dynamic capability from the firm level to the project team level. This study accesses a research gap that characterizes organizational structure as an antecedent of dynamic capability, analyzing the impact of organizational structure on the dimensions of dynamic capability and of the latter on project team innovative performance.

Impact of organizational decentralization degree on job satisfaction and job performance: a hierarchical linear model analysis for construction projects

PurposeModern construction projects are increasingly complex and rely heavily on multi-discipline collaboration, and this leads to a more and more decentralized project-based structure widely adopted in the construction industry. While job satisfaction (JS) and job performance (JP) have been heavily studied previously, few considered the impact of organizational structure and none investigated the relationship between the organizational decentralization degree with JS and JP. This research aims to fill this research gap and investigate the impacts of organizational decentralization degree on JS and JP and facilitate a better project management practice for large-scale construction projects.Design/methodology/approachThis research firstly establishes four hypotheses based on the literature review on general project-based organizations, then the hypotheses are tested by a survey covering 25 large complex construction projects in China. A hierarchical linear model analysis was carried out to analyze the survey data and to study the relationships between organizational decentralization degree, job satisfaction and job performance.FindingsAnalysis results show that projects' employees' JS and JP are positively correlated with the construction project organizations' decentralization degree, respectively. The decentralization degree has a higher impact on JS than on JP. Employees' JP is positively correlated with their JS, and a higher decentralization degree leads to a more significant positive impact that JS puts on JP.Originality/valueThe findings are new evidence of how construction organization structure and its decentralization degree can affect project employees' JS and JP. This research provides valuable guidance for the industry's management practice and is particularly important for large, complex and highly decentralized construction projects.

Impact of Organizational Structure on Development Strategy under Equity‐Based Incentives

This study considers the product development process for a start‐up that relies on equity‐based incentives to motivate effort by vendors who are hired to contribute to the development process. We study how the organizational structure of the start‐up affects the choice between sequential and concurrent development using a two‐task model, in which both tasks must be completed for the start‐up to earn revenue. We study several organizational structures, which differ in terms of task allocation, including centralized development, joint development, and decentralized development with one or two vendors. In the joint development and decentralized structures, the vendors must determine the amount of effort to exert on each task, where the probability that the task can be completed is increasing in effort. In exchange for effort, each vendor is offered a percentage of the revenue earned by the start‐up upon completion of the project. The start‐up must determine whether the tasks should be performed concurrently or sequentially, as well as the incentive rate to offer the vendors. We find that organizational structure plays a major role in determining the optimal development strategy. In a centralized setting, where both tasks are performed in‐house, the sequential development strategy is preferred. However, in a decentralized setting, where a single vendor performs both tasks, the opposite may occur. This is due, in part, to the inefficiency caused by the vendor's forward‐looking behavior under sequential development. This same result does not occur in a decentralized setting with two vendors or in the joint development setting.

Playing Nice in the Sandbox: Lessons on Roles, Interdisciplinary Collaboration, and Leadership from a VA National Improvement Intervention (F405D)

1.Apply organizational role theory in examining health care system initiative for goals of care conversations.2.Identify strategies that can increase health care system adoption of goals of care initiatives. The Department of Veterans Affairs (VA) implemented the Life-Sustaining Treatment Decisions Initiative (LSTDI) nationally in 2017. This policy encourages universal goals of care conversations (GoCCs) regarding life-sustaining treatments among veterans with serious illnesses. A key component is expanding clinician roles, including nurses and social workers, in GoCCs. To evaluate the impact of organizational structure on clinician role expansion in the LSTDI. We undertook secondary analyses of LSTDI implementation evaluation interviews to understand site experiences with expanded clinician roles. Interviews purposively sampled interdisciplinary providers from 12 diverse national VA sites. Organizational role theory informed our coding framework. Using an iterative, constant comparative, dual coding process, we summarize major themes. 1) Organizational culture change is needed to expand clinician roles in GoCCs. Most sites described the acceptance of expanded roles required a “culture shift” within the organization. Sites that defined GoCCs as “everyone’s job” increased adoption of the LSTDI. 2) Supportive executive leadership and diverse middle management are key in clinician role expansion. A diverse advisory council, including front-line staff, helped clinicians take GOCCs as a “role-specific versus person-specific” task. 3) Diverse education champions, trainers, and materials increased clinician readiness for role expansion, by enhancing a “provider’s initiative and comfort in having that kind of a conversation”. 4) Clarity in roles across disciplines improved acceptance of role expansion. Leadership support for interdisciplinary team structure increased uptake of the initiative. 5) Role expansion increased clinician task burden. Clinicians felt “overwhelmed, it was just one more thing on their plate”. Leadership acknowledgment alleviated this burden through dedicated clinician time to the initiative. Organizational role theory provided insights on LSTDI implementation and informs specific preparatory strategies to foster expanded clinician roles and improve system-wide adoption of GoCCs.

An exploration of ending psychotherapy: The experiences of volunteer counsellors

AbstractBackground/aimsLiterature suggests that the ending phase of therapy can be difficult and challenging for counsellors. Despite this, there is limited research in this area and no study has specifically looked at the experiences of volunteer counsellors. This is the first study to explore the experiences and challenges of volunteer counsellors and the impact of ending therapeutic relationships.Method/designA verbatim account of semi‐structured interview data was analysed using thematic analysis. The participants were six volunteer counsellors working in a mental health charity.FindingsThree main themes were identified during the analysis—length of therapy, impact of organisational structure and strategies for managing challenges.DiscussionThe counsellors perceived the fixed number of eight sessions as insufficient to address the presenting issues and problematic with regard to managing endings. The organisational structure (most likely influenced by the commissioning contracts) had a particular impact on these experiences. Endings were generally experienced as challenging; however, some of the participants perceived the time‐limited therapy as helpful in working with less difficult and complex issues.Clinical implicationsThe study highlighted the need for an ongoing consideration of the impact of inflexible regulations/structure by counselling organisations and funding bodies in order to empower and enable these clinicians to practice and manage endings effectively. There is need for therapeutic settings to consider flexibility of therapy length and allow volunteer counsellors to offer their services with some degree of autonomy. Services could think of creative ways of offering interventions based on clients’ needs and complexity of presenting problems.