Dimensions Of Organizational Structure Research Articles

Influence of Organizational Structure and Administrative Processes on the Performance of State-Level Malaria Programs in Nigeria

—Studies have found links between organizational structure and performance of public organizations. Considering the wide variation in uptake of malaria interventions and outcomes across Nigeria, this exploratory study examined how differences in administrative location (a dimension of organizational structure), the effectiveness of administrative processes (earmarking and financial control, and communication), leadership (use of data in decision making, state ownership, political will, and resourcefulness), and external influences (donor influence) might explain variations in performance of state malaria programs in Nigeria. We hypothesized that states with malaria program administrative structures closer to state governors will have greater access to resources, greater political support, and greater administrative flexibility and will therefore perform better. To assess these relationships, we conducted semistructured interviews across three states with different program administrative locations: Akwa-Ibom, Cross River, and Niger. Sixty-five participants were identified through a snowballing approach. Data were analyzed using a thematic framework. State program performance was assessed across three malaria service delivery domains (prevention, diagnosis, and treatment) using indicators from Nigeria Demographic and Health Surveys conducted in 2008 and 2013. Cross River State was best performing based on 2013 prevention data (usage of insecticide-treated bednets), and Niger State ranked highest in diagnosis and treatment and showed the greatest improvement between 2008 and 2013. We found that organizational structure (administrative location) did not appear to be determinative of performance but rather that the effectiveness of administrative processes (earmarking and financial control), strong leadership (assertion of state ownership and resourcefulness of leaders in overcoming bottlenecks), and donor influences differed across the three assessed states and may explain the observed varying outcomes.

Disruptive Texts: Case Narratives As Research Inspirations

Academy of Management ReviewVol. 42, No. 1 What Inspires the Academy: Book Reviews and Beyond?Disruptive Texts: Case Narratives As Research InspirationsDanny MillerDanny MillerHEC Montreal and University of AlbertaPublished Online:7 Jan 2016https://doi.org/10.5465/amr.2015.0418AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCESAnderson R., Reeb D. 2003. Founding-family ownership and firm performance: Evidence from the S&P 500. Journal of Finance, 58: 1301–1328. Google ScholarAnderson T., Warkov S. 1961. Organizational size and functional complexity. American Sociological Review, 26: 23–28. Google ScholarBarney J. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17: 99–120. Google ScholarChandler A. D. 1990. Scale and scope: The dynamics of industrial capitalism. Boston: Harvard University Press. Google ScholarChild J. 1973. Parkinson’s progress: Accounting for the number of specialists in organizations. Administrative Science Quarterly, 18: 328–329. Google ScholarGalbraith J. R. 1973. Designing complex organizations. Reading, MA: Addison-Wesley. Google ScholarHofstadter D. R. 1979. Gödel, Escher, Bach: An eternal golden braid. New York: Random House. Google ScholarKhandwalla P. 1973. Viable and effective organizational designs of firms. Academy of Management Journal, 16: 481–495.Link , Google ScholarLe Breton-Miller I., Miller D. 2015. The paradox of resource vulnerability: Considerations for organizational curatorship. Strategic Management Journal, 36: 397–415. Google ScholarLevine J. 1999. The rise and fall of the House of Barneys: A family tale of chutzpah, glory, and greed. New York: Morrow. Google ScholarMcNichols T. J. 1967. Policy making and executive action (3rd ed.). New York: McGraw-Hill. Google ScholarMerton R. K. 1968. Social theory and social structure. New York: Simon & Schuster. Google ScholarMiller D. 1981. Toward a new contingency approach: The search for organizational gestalts. Journal of Management Studies, 18: 1–27. Google ScholarMiller D. 2003. An asymmetry-based view of advantage. Strategic Management Journal, 24: 961–976. Google ScholarMiller D. 2007. Paradigm prison. Strategic Organization, 5: 177–184. Google ScholarMiller D., Eisenstat R., Foote N. 2002. Strategy from the inside out: Building capability-creating organizations. California Management Review, 44(1): 37–54. Google ScholarMiller D., Friesen P. 1984. Organizations: A quantum view. Englewood Hills, NJ: Prentice-Hall. Google ScholarMiller D., Le Breton-Miller I. 2005. Managing for the long run: Lessons in competitive advantage from great family businesses. Boston: Harvard Business School Publishing. Google ScholarMintzberg H. 1973. Strategy making in three modes. California Management Review, 16(2): 44–53. Google ScholarMintzberg H. 1979. The structuring of organizations: A synthesis of the research. Englewood Cliffs, NJ: Prentice-Hall. Google ScholarPhillips N., Hardy C. 2002. Discourse analysis: Investigating processes of social construction. Beverly Hills, CA: Sage. Google ScholarPugh D. S., Hickson D. J., Hinings C. R. 1969. An empirical taxonomy of structures of work organizations. Administrative Science Quarterly, 14: 115–126. Google ScholarPugh D. S., Hickson D. J., Hinings C. R., Turner C. 1968. Dimensions of organization structure. Administrative Science Quarterly, 13: 65–105. Google ScholarRushing W. 1967–68. The effects of industry, size and division of labor on administration. Administrative Science Quarterly, 12: 273–295. Google ScholarRushing W. 1976. Two patterns of industrial administration. Human Organization, 10: 32–39. Google ScholarShapiro D. 1965. Neurotic styles. New York: Basic Books. Google ScholarStarbuck W. H. 1981. A trip to view the elephants and rattlesnakes in the garden of Aston. In A. Van de Ven & W. Joyce (Eds.), Perspectives on organization design and behavior: 167–198. New York: Oxford. Google ScholarTeece D. J., Pisano G., Shuen A. 1997. Dynamic capabilities and strategic management. Strategic Management Journal, 18: 509–533. Google ScholarTerrien F., Mills D. 1955. The effect of size on the changing structure of organizations. American Sociological Review, 20: 11–13. Google ScholarThompson J. D. 1967. Organizations in action. New York: McGraw-Hill. Google ScholarFiguresReferencesRelatedDetailsCited byOrganizing Refugee Camps: “Respected Space” and “Listening Posts”Marlen de la Chaux, Helen Haugh and Royston Greenwood25 June 2018 | Academy of Management Discoveries, Vol. 4, No. 2 Vol. 42, No. 1 Permissions Metrics in the past 12 months History Published online 7 January 2016 Published in print 1 January 2017 Information© Academy of Management ReviewI would like to thank my wife, Isabelle Le Breton-Miller, for suggesting the thesis of this essay, and Jean Bartunek, for her encouragement and inspired comments.Download PDF

The relationship between structure and performance organizational from emergency staff viewpoints

Background and Purpose: This study aimed to evaluate the relationship between organizational structure and organizational performance from the perspective of the staff of 115 emergency departments of Mazandaran province, Iran. Materials and Methods: In this study, data were collected from the emergency personnel of different hospitals of Mazandaran province, Iran in 2014. Moreover, data on two variables of organizational performance and organizational structure were obtained using Frank’s standard organizational structure questionnaire (2006). In this questionnaire, organizational structure is assessed in three dimensions of formalization, centralization, and complexity. This study was conducted on the staff of 115 emergency departments of Mazandaran province. Initially, 499 emergency personnel were selected, and sample population was determined using the Cochran’s formula and random sampling. In total, 207 participants were enrolled in this study. Data analysis was performed using the Kolmogorov-Smirnov test, Spearman’s correlation-coefficient, and Friedman’s rank test. Results: According to the results of Spearman’s correlation-coefficient, the correlation-coefficient between organizational structure and organizational performance was 0.793. Moreover, the correlation-coefficients of the complexity and centralization dimensions of organizational performance were 0.979 and 0.493, respectively. Correlation-coefficient of the formalization dimension of organizational performance was obtained at 0.287. Conclusion: According to the results of this study, all the dimensions of organizational structure (formalization, complexity, and centralization) had significant, positive correlations with organizational performance in the viewpoint of the staff of 115 emergency departments of Mazandaran province.

Examining Effect of Organizational Structure Dimensions on the Knowledge management (Case Study: Payame Noor Universities of Semnan Province)

Transferring and understanding high volume of information and knowledge in organizations are affective internal and external factors. One of the effective internal factors on the knowledge management in organizational activities are divided, organized and coordinated. Organizations have created structures to coordinate factors of doing task and to control acts of members. In this research, structural Equation Method (SEM) is used for examining whether organizational structure dimensions have positive effect on knowledge management in Payame Noor organization in Lorestan province or not. Results of the research showed that there is direct and significant relationship between complexity dimension and knowledge management, formality dimension and knowledge management and centralization dimension and knowledge management. This means that the more complexity, formality and centralization dimensions, the more knowledge management effect in the organization.

Dimensions of Organizational Structure in Greek Nonprofit Municipal Sports Organizations

Dimensions of Organizational Structure in Greek Nonprofit Municipal Sports Organizations

Examining the process R&D investment–performance chain in supply chain operations: The effect of centralization

There remains inconclusive evidence about the impact of R&D investment on firm performance. This research theorizes an investment–performance consecution cast in a supply chain framework to fill in these gaps through resource orchestration theory. We examine how process R&D investment as a key resource and enabler of knowledge generation impacts firm performance through a “chain of events” that includes internal knowledge application and supply chain operations process variance. Further, we investigate the moderating effect of a critical organizational structure dimension: centralized decision-making regarding supply chain operations. Findings support the contention that the chain is weakened when supply chain decision-making is centralized, thereby indicating that this dimension of organizational structure has profound effects on the efficacy of the process R&D investment decision.

The impact of organizational structure on knowledge management processes in Egyptian context

Knowledge management is recognized as important weapon for sustaining competitive advantage and improving performance. The evaluation of knowledge management (KM) performance has become increasingly important since it provides the reference for directing the organizations to enhance their performance and competitiveness. Also, working together involves interdependence, and people must therefore depend on others in various ways to accomplish their personal and organizational goal. This study aims to investigate the difference between manufacturing sector and service sector in Egypt as regards the impact of Organizational Structure dimensions on Knowledge Management activities. The study is carried out through administering questionnaires to 211 employees (110 employees from manufacturing sector and 101 employees from sector companies) from 7 organizations (4 manufacturing organizationsand 3 service organizations). The questionnaire consists of three parts. First part contains personal information. Second part contains Knowledge Management capabilities such as knowledge creation, sharing and utilization. Third part measures the organizational structure dimensions. The statements are assessed by using Likert scale of five points scale ranging from 1 - “highly agree” to 5 - “highly disagree”. The questionnaire was developed on the basis of some previous studies. In order to assess the reliability, the reliability coefficient was calculated by using Cranbach’s alpha that the values of cronbach’s alpha for the variables under study exceed 0.6, which is an acceptable level for the reliability of the variables. There are two variables in the present study:the independent variable is Organizational Structure dimensions, and the dependent variable is Knowledge Management. This study will find out the effect of Organizational Structure dimensions on Knowledge Management in manufacturing and service sectors. This study has multilevel units of analysis which are organizational structure dimensions and knowledge management activities, while the unit of observation is the employees working in the companies in both sectors. Collecting and analyzing data based on correlation coefficient of Pearson and hierarchal regression showed that there was a direct relationship between organizational structure dimensions and knowledge management more in service sector than the product sector and opened up new questions to be explored by future research. Knowledge management activities in product sector are predicted by centralization and integration dimensions. Also, in service sector, knowledge management activities arehighly predicted by centralization, integration and complexity. For the future research endeavors, it is recommended to investigate the impact of demographic characteristics as control variables and the cultural dimensions on the relationship between organizational structure dimensions and knowledge management activities. It is also recommended to measure the effect of other organizational dimensions such asprofessionalism, personnel ratios

The Influence of Organizational Structure and Readiness to Adopt a Public Private Partnership in Yemen

PPPs are widely implemented worldwide and it has become vital issues in several studies. This study investigates the relationship between organizational structure and readiness to implement PPPs. The aim of this research is to provide a theoretical framework for the impact of organizational structure on readiness to adopt PPPs and test whether the organizational structure dimensions have significant impact on the PPPs readiness index. The research model and hypotheses were formed and tested using correlation and regression analysis. The results show that formalization as one of the attributes in organizational structure is the main predictor to PPPs readiness index. This finding also shows that the organizational structure has a significant and positive relationship with readiness to implement PPPs. Based on the findings, it is recommended that in order to enhance the implementation of the PPPs, there is a strong need to consider organizational structure attributes such as centralization and formalization.

Structural and contextual dimensions of Iranian primary health care system at local level.

Background:In recent years, family physician plan was established as the main strategy of health system in Iran, while organizational structure of the primary health care system has remained the same as thirty years ago.Objectives:This study was performed to illustrate structural and contextual dimensions of organizational structure and relationship between them in Iranian primary health care system at local level.Materials and Methods:A cross-sectional quantitative study was conducted from January to June 2013, during which 121 questionnaires were distributed among senior and junior managers of city health centers at Medical Sciences universities in Iran. Validity of the questionnaire was confirmed by experts (CVI = 0.089 and CVR more than 0.85) and Cronbach α was utilized for reliability (α = 0.904). We used multistage sampling method in this study and analysis of the data was performed by SPSS software using different tests.Results:Local level of primary health care system in Iran had mechanical structure, but in contextual dimensions the results showed different types. There was a significant relationship between structural and contextual dimensions (r = 0.642, P value < 0.001). Goals and culture dimensions had strongest effects on structural dimensions.Conclusions:Because of the changes in goals and strategies of Iranian health system in recent years, it is urgently recommended to reform the current structure to increase efficiency and effectiveness of the system.

The Relationship Between Structural Characteristics of Organization and Followed Business Strategy: An Application in Denizli

Over the years, strategy and structure have represented two important constructs that captured the interest of researchers in the business field. This research explores the relationship between organizational structure and business strategy. We hypothesized that several dimensions of organizational structure (centralization, formalization, size, and complexity) would influence perceptions of prospector, defender, analyzer and reactor strategy. We retrieved the data used in this study from the Denizli Chamber of Commerce and Industry. We collected data through a survey and tested the hypotheses using some analyses.

Explanation of the Relationships between Different Types of Organizational Structure and Strategic Capabilities of Employees : Descriptive Analysis

This paper presents a descriptive analysis of explanation of the relationship between different types of organizational structure and strategic capabilities of employees. To this end dimensions of organizational structure are considered as: mechanical, semi-organic and organic. Also dimensions of strategic capabilities of employees are considered as: strategic value and exclusivity. Statistical population in this survey is made of all employees of manufacturing companies in industrial park of Kerman. There are 71 companies in this complex and by the use of Cochran sampling method the number of statistical sample is 342 individuals. Data gathering tools in this survey are two questionnaires, one about organizational structure and the other about strategic capabilities of employees. Validity and reliability of the organizational structure questionnaire are 0.93 and 0.914 respectively, and these two parameters for the strategic capabilities of employees questionnaire are 0.93 and 0.879 respectively. To characterization and analysis of data gathered by these two questionnaires, frequency distribution, middle and mean tables were used and all statistical analysis were performed by computer and SPSS. Data analysis showed that: by moving from mechanical organizational structure toward organic structure, strategic capabilities increase that implies a direct and positive relationship between these two parameters. As the results of survey show, in manufacturing companies in industrial park of Kerman, there is a meaningful relationship between different types of organizational structure and its two dimensions which are strategic value and exclusivity.

The Relationship between Organizational Space of Offices and Corporate Identity (Case Study: General Offices in Azerbaijan)

Institutional space as the value system determines what methods work and what behaviors are approved. This study aimed to identify the relationship between organizational space (organizational structure, corporate responsibility, corporate support and productivity management) with senior administration identity of corporate managers of West Azerbaijan. 150 standardized questionnaires were distributed among population and 100 questionnaires were returned to test hypotheses. According to normal data, the Pearson correlation coefficient used to determine the type and extent of the relationship between the variables. The results show there is a direct relationship between corporate responsibility, productivity management, organizational support and corporate identity. However, a significant relationship between the dimensions of organizational structure and corporate identity does not exist. So we suggest that serious efforts should be made in General Offices in West Azerbaijan by exercising efficiently management and developing appropriate organizational space (with respect to the liability of agents, productivity management and organizational support) in order to improve organizational identity administration.

The Relationship between Organizational Structure and Employee Job Stress

This study investigates the relationship between organizational structure and employee job stress in staffs of Khuzestan Steel Industries. The statistical population includes 382 and sample comprises 191 staffs, selected based on Krejcie and Morgan's (1970) table. To collect related data, two questionnaires were utilized: the designed organizational structure questionnaire consisting of complexity, formality, and centralization dimensions as well as job stress questionnaire adapted from standardized modified questionnaire developed by Kyriacou and Sutcliff (1978). Research methodology is descriptive correlational. The experts confirmed the content validity of two instruments. The reliability of questionnaires established through Alpha Cronbach's and reported for organizational structure (0.94) and job stress (0.90) questionnaire. The findings revealed that there are significant relationships between formality, complexity, and centralization dimensions of organizational structure and employee job stress. Key terms: Organizational structure, formality, complexity, centralization, job stress

The relations of organization structure and customer relationship management in Ansar Bank of Urmia

This study attempts to examin the relationship between dimensions of organizational structure with customer relationship management in Ansar Bank of Urmia. Data was collected in 2012. A questionnaire as an instrument and Likert mode was used. Cronbach`s alpha was used to determine the reliability of questionnaire. The reliability of 0.887 was calculated. The Study sample includes all staff of Ansar Bank in Urmia that is 100 persons. After evaluation of validity and reliability of questions, distributed in all over the province and achieved data were purified, classified and analyzed by methods of parametric and Spearman correlation analysis. The results indicate that a positive relation exist between dimensions of organizational structure and customer relationship management.

A Survey on Impact of Outsourcing on Effectiveness of Structural Dimensions of Organization and Productivity (A Case Study of Esfahan Mobarakeh Steel Company)

Outsourcing is applied to transfer doing of internal processes or activities to external provider under a specific contract. This research aimed to examine impact of outsourcing on 8 dimensions of organizational structure including: complexity, cent realization, hierarchy, formality, professionalism, specialization, standardization, personnel ratio and consequently impact on organizational effectiveness and productivity. Statistical population was consisted of 98 employees including managers , and supervisors in Mobarakeh Steel Company (M.S.C). which 77 persons were selected as sample. To gather data α 67 items questionnaire was used. Its reliability was determined by selecting scientific and valid components and opinion of organizational experts and thesis advisor and its validity was 0.97 using α Cronbakh. SPSS was used to analyze data. The results show that outsourcing had positive effect on all 8 dimensions and also Improved productivity and effectiveness of structure.

Outsourcing capabilities, organizational structure and performance quality monitoring: Toward a fit model

Provider IT services has grown substantially, since the advent of IT. However, research on it has been limited and mainly qualitative. A recurring provider problem was identified: a lack of attention to the performance of the IT they provide. Due to uncertainty or change in the client environment, the fit between capabilities and organizational structure of outsourcing providers must be balanced. Here we present the results of an exploratory quantitative empirical study among outsourcing experts involved with three different types of IT outsourcing providers: domestic, offshore, and global.We developed instruments that measured some core concepts such as outsourcing capabilities, organizational structure dimensions, and performance monitoring. We then used these in analyzing data gathered from three different types of IT outsourcing providers. We found that service providers who establish a fit between their outsourcing capabilities and their customers’ organizational structures are less susceptible to problems resulting from unexpected change in the clients’ environment.Our results therefore extended our understanding of how critical determinants in provider organizations are related to continuous quality monitoring of their performance.

Structure and Perceived Performance in Public Organizations

The purpose of this study is to examine relationships and better-fits between organizational structure and performance in public organizations. This study takes into account multiple dimensions of organizational structure: span of control, organizational personnel size, global organizational red tape and personnel red tape. The relationships between the first two physical dimensions and perceived organizational performance are examined by taking different combinations of measures, such as raw measures, log-transformation measures and squared measures. The results of ordinal logistic regression models find that, except for span of control, the other structural dimensions have a negative influence on perceived organizational performance. While span of control shows a better-fit with perceived performance in a linear and positive direction, personnel size fits better in a log-linear relationship. Theoretical and practical implications are discussed in the conclusion.

A study on the relationship between organizational structure and organizational agility: A case study of insurance firm

Article history: Received August 25, 2012 Received in revised format 25 September 2012 Accepted 4 October 2012 Available online October 7 2012 The primary aim of this survey is to study the relationship between organizational structure and organizational agility in an insurance company in Iran. The statistical population includes 300 employees and managers of the proposed insurance company across in Tehran province, Iran and a sample of 73 people are selected, randomly for the survey. Questionnaire is used as a major tool of data collection. Validity of the questionnaire is confirmed through content validity by professors and experts. Reliability of the questionnaire was calculated using Cronbach alpha. SPSS software is used for data analysis. Research findings illustrate there is a significant relationship between organizational agility and two dimensions of organizational structure, i.e. formalization and centralization. No significant relationship was observed between complexity and organizational agility. © 2012 Growing Science Ltd. All rights reserved.

Impact of organizational structure on entrepreneurship: A case study of Moghan Corporation, Iran

One of the most important and topical subjects in today's organization is 'entrepreneurship'. Designing an effective structure is a necessary condition for success in organizations including government companies. The current study is a kind of descriptive-referential research with a purpose of evaluating the effect of the dimensions of organizational structure (complexity, formality, and concentration) on entrepreneurship in Moghan Corporation whose entire sub-group of companies constitutes the research population. From this, 210 people from only eight companies have been chosen by limited random sampling method based on Morgan table. A standard questionnaire (organizational structure) was used to collect the data, which was analyzed by both descriptive and inferential methods (variance analysis or F-test). The research results showed that there is a meaningful relation between different elements of structure and organizational entrepreneurship; while the influence of the former (complexity, formality and concentration) is different from that of organizational entrepreneurship. Key words: Organizational structure, organizational entrepreneurship, creativity.

The Effects of Absorptive Capacity and Decision Speed on Organizational Innovation: A Study of Organizational Structure as an Antecedent Variable

Following the dimensions of organizational structure and organizational innovation, this paper aims to discuss how organizational structure affects organizational absorptive capacity and decision speed, and subsequently influences organizational innovation. Based on the sample of 260 enterprises with 1282 valid questionnaires, the empirical method, using the Structural Equations Model showed the following. (1) The higher the degree of organizational formalization, the stronger the absorptive capacity of the organization, and then the higher the degree of organizational innovation. (2) The higher the degree of organizational centralization, the lower the absorptive capacity of the organization, and then the lower the degree of organizational innovation. (3) The higher the degree of organizational formalization, the slower the organizational decision speed, and then the slower that degree of organizational innovation. (4) The degree of organizational centralization is irrelative to absorptive capacity and decision speed; and therefore organizational innovation speed is not affected. Keywords: Organizational Structure, Absorption Capacity, Decision Speed, Organizational Innovation