Organizational Structure In Terms Research Articles

TMT conflict, organizational structure, and entrepreneurial orientation: An attention-based view

Drawing on the attention-based view, this study investigates the linkage of top management team (TMT) conflict to entrepreneurial orientation (EO) and the moderating effect of organizational structure in terms of formalization and centralization on the linkage. It finds that TMT cognitive conflict is positively related to EO, while affective conflict is negatively related to it. Furthermore, formalization positively moderates the linkage of TMT cognitive conflict to EO, while negatively moderates the negative linkage of TMT affective conflict to EO. Moreover, centralization does not significantly moderate the linkage of either TMT cognitive or affective conflict to EO. This study enriches our knowledge of the antecedents of EO, improves our understanding of the value of TMT conflict by distinguishing between TMT cognitive conflict and affective conflict, and introduces a novel insight—the attention-based view—to elaborate the TMT conflict-EO linkage.

Towards sustainable collaborative networks for smart cities co-governance

This paper addresses the concept of collaborative governance in the context of smart cities, with a focus on supporting and recommending performing organizational structures for sustainable collaborative networks (SCN). It highlights that governing a smart city is about promoting an effective environment of collaboration in the government and implying adaptive policy-making to construct new, internal and external human collaborations. Considering the smart governance as a collaborative network of government agencies and external stakeholders including citizens and a socio-technical system, we conduct in this paper an ethnographic mixed method by combining a qualitative method that studies actors’ collaboration and engagement in co-governance with a quantitative method that is based on graph theory to provide numerical analyses of organizational structures. While the qualitative method aims to discover organizational “smart factors” that affect the performance of SCN structures or configurations, the quantitative method aims to find “smart indicators” and metrics to evaluate these organizational factors. The result of this mixed method is an analytical recommender framework of the relevant SCN organizational structures in terms of robustness, flexibility and efficiency.

Parent-subsidiary investment layers and the value of corporate cash holdings

Our study investigates whether agency costs arising from organizational structure in terms of the number of investment layers which connect the parent firm and its lowest-tiered subsidiaries within the corporate pyramid are associated with the value of cash holdings. Using a sample of Taiwanese publicly traded firms, we find that a change of a dollar in cash holdings is associated with less than a dollar change in market value. In line with our expectation, we find that the marginal value of cash decreases with the number of investment layers, supporting the agency theory of excess cash holdings. We also find that the negative association between the number of layers and the value of cash holdings is stronger for firms with high deviation between cash flow and voting rights and for family-controlled firms.

Implementation of the Determinants of Organizational Structure in Business Firms

The study focused on the determinants of organizational structure and the financial conditions of the business firms. It aims to measure the extent of implementation of the determinants of the firms’ organizational structure in terms of the strategy, technology, size of the organization, and environment that affects the firms’ profitability, liquidity, and stability. It was conducted to 45 DTI-registered business firms with 290 BOD members and managers as the respondents. The results of the study show that the determinants of organizational structure are implemented by business firms under study to a great extent. Further, the firms’ financial condition is significantly related with its strategy, technology, organizational size, and environment. The findings reveal that business firms that were implementing strategic actions to a greater extent had lesser rate of returns and lesser current assets ratio. Business firms that were implementing technology, organizational size determinants and environment determinants to a great extent had lesser rates of returns, lesser current ratios, and lesser returns. Firms should maximize the investments they have allocated for the various areas and phases of the determinants.

LEADERSHIP PERCEPTIONS AND COMPETENCIES OF DEPUTY PRINCIPALS

The research aims to determine the leadership levels the deputy principals feel, their perceptions of their personal features and the environment of the organization in which they demonstrate leadership role. In the research, case study method from qualitative research methods was used. The data were collected by one of the qualitative data collection tools; interviewing. The data were analysed with descriptive analysis techniques. The following results were obtained in the research: Deputy Principals consider themselves as leaders in terms of personal features and behaviours. The competencies of deputy principals in terms of leadership are; technical competencies, interpersonal competencies, conceptual and cognitive competencies. The aspects that deputy principals think that they need to improve and enhance are; human relations, determinedness, consistency, sensitivity, talkativeness and hurriedness. According to research results, it is found that deputy principals are of the opinion that schools have the centralist, inflexible, disaggregated, officialised and non-creative features of the organizational structure in terms of institution, culture, legislation and management. Key words: case study, deputy principals, leadership roles and attitudes, leadership competencies.

Discovering and Evaluating Workflow Organizational Patterns from Events Log

This paper contributes to address an important issue in Workflow mining: organizational patterns mining issue. First, it reveals a critical and comparative study of three representative Workflow mining systems (InWolve, WorkflowMiner and ProM). The major drawback of these systems is their inability to deal with organizational patterns mining. This work considers organizational patterns as being social structures defining the activity distribution among actors involved in the Workflow, as well as the interaction protocols ruling the communications between them. To compensate the previous drawback, the paper proposes an agent based approach that includes an Events Log model integrating the interactions among actors using a performative-based enrichment of Events Log. This paper also gives the principles of organizational patterns mining and shows how evaluate the quality of discovered patterns and notably the organizational structures in terms of flexibility, efficiency and robustness. Finally, it describes DiscoopFlow that implements a crisis case study to validate the contributions.

Designing HR Organizational Structures in terms of the HR Business Partner Model Principles from the Perspective of Czech Organizations

This paper describes new trends related to the concepts contained in HR organizational structures within Czech organizations. In addition, it describes the specifics of the roles played by HR in those organizations which have transformed their HR departments in terms of the principles of the HR Business Partner Model, both in theory based on available resources, and at the practical level based on the results of primary examination. The goal of this paper is to present the key perceptions of the changes made in the HR structure within the organizations, as well as the impact of these changes on the effectiveness of the HR departments concerned. Another goal of the paper is to summarize the responsibilities of the newly created position known as the HR Business Partner in these organizations as well as the demands placed upon the personnel employed in the HR Business Partner role. The paper offers conclusions based on the results of both quantitative and qualitative surveys. It also contains a case study of one organization which has one of the best transformed HR departments, and whose services are classified, by internal clients, as being of high quality.

Organizing for Open Innovation: Aligning Internal Structure with External Knowledge Search

In the past decade, research on open innovation has brought renewed attention to ways how firms can gain from the interaction with external sources of knowledge and innovation. Complementary internal management practices, however, that explain why some firms benefit from open innovation more than others are still largely unexplored. This study adopts the notion of open innovation as external knowledge search and investigates its mutual interdependence with internal organizational structures of a firm’s innovation function. Drawing upon behavioral theories about organizational search and information processing, we hypothesize how structural dimensions such as specialization, formalization and decentralization affect gains from open innovation. Based on a sample of German manufacturing firms, we find higher performance gains from open innovation by aligning internal organizational structures in terms of lower specialization as well as higher formalization and decentralization. These organizational contingencies of open innovation are further emphasized in light of firms’ internal R&D intensity: (1) Low specialization is especially beneficial for firms that try to align open innovation in a complementary fashion with their high internal R&D intensity. (2) Higher formalization and decentralization is essential for firms that try to substitute their low internal R&D intensity by the means of open innovation.

Contractual relations and organizational structure in franchising

In this paper, we employ a new dataset based on a sample of 123 franchise systems originating from Germany to empirically test hypotheses stemming from agency theory and capital scarcity considerations on the contractual relations and the organizational structure in franchising. We include proxies for the franchisor’s capital scarcity as well as for moral hazard on the franchisee’s and the franchisor’s side. Furthermore, we distinguish between initial and ongoing franchisor support. Our results indicate that agency models based on double moral hazard do explain the design of franchise contracts and the organizational structure in terms of the proportion of franchised outlets. We find that the incentive component of the franchise contract (the royalty rate) is not influenced by moral hazard on the franchisee’s side, but rather by moral hazard on the franchisor’s side. Furthermore, the proportion franchised is strongly influenced by moral hazard on the franchisee’s side. Hence, after providing incentives to outlet managers by turning them into franchisees, thereby granting them residual claimancy, the royalty rate mainly serves to ensure ongoing franchisor input. The franchisor’s capital scarcity influences the fixed fee in franchise contracts and the proportion of franchised outlets, thus supporting standard capital scarcity arguments.

The New Zealand Dairy Cooperatives’ Adaptation toChanging Market Conditions

This article examines the market conditions, the strategies, and the organizational structures of agricultural cooperatives. Based on the growing literature on cooperative organizational models, it is expected that the new organizational patterns in the New Zealand dairy cooperatives in the early 2000s are a consequence of market changes. Case studies of the three cooperatives are conducted, focusing on the organizational structures in terms of collective versus individualized attributes. The dissolution of the New Zealand Dairy Board created new market opportunities for the cooperatives. Hence, the co-operatives had reason to develop new market strategies, and in order to pursue these well, they changed their organizational structures. The observations indicate that more liberalized and open markets require cooperative organizational models with more individualized traits.

Enterprising Local Government

The establishment of the first civil aviation airport at Manchester, England, in 1929, and its subsequent development, especially after World War II, owed much to the enterprise and vision of the local authority. Despite potential constraints on investment arising from municipal ownership, Ringway became an important regional center of civil air transport, and operated consistently on sound commercial principles. This article considers the ways in which the mode of ownership affected policy formulation and implementation up to the early 1980s, when the major post-war planning phase was completed. Three distinct, but interrelated, issues are concentrated upon: 1) identification of the crucial initiatives that underpinned airport development; 2) the ways in which conflicting interests within the authority were resolved, first during the early period of financial losses, and then later, when profits began to rise; and 3) the probing of key aspects of the evolving organizational structure in terms of the political economy of ownership, management, and control.

The learning curve: Health education in STI clinics in South Africa

This qualitative study aims to assess health education practice in sexually transmitted infection (STI) clinics in South Africa with a view to develop improved health education programs in such clinics. Health workers' knowledge of and attitudes towards health education practice, their perceived health education skills, the content of health education in STI clinics and the organizational structure as context for health education were investigated. In-depth interviews were conducted with 18 health care workers practicing in the area of STI control. A lack in knowledge and skills required for effective health education practice was reported. The constraints posed by health workers' current knowledge and skills around health education and the organizational structure in terms of the absence of policy and protocols to govern health education, limited time, space and resources, impede on the actual practice of health education. It seems that these obstacles to health education facilitate a biomedical approach to STI management. This approach is further portrayed in the power dynamics between the health workers as well as between health workers and patients. The data suggest that a health education intervention needs to be directed at an individual level namely at health workers and at the organizational level, i.e. the clinic that provides the context for health education. The newly adopted district health system which equally embraces medical care and health promotion augers well for a holistic management of STIs in South Africa. This would ensure the recognition of all categories of health workers' contributions to health education within their own functions, strengths and time limitations.

Organizational Characteristics of American and Japanese Firms in Taiwan.

We compare organizational structure in terms of formalization, specialization, and centralization in decision making between American and Japanese firms in Taiwan. Our data confirms that American and Japanese firms generally do carry their organizational characteristics along with their production technology when they invest in Taiwan.

Organization Within the Pharmaceutical Industry - a Survey

AbstractA survey has been made of 12 U.S. and 5 U.K. companies in order to establish if there are any favored organizational structures in terms of pilot plant and related operations, production trouble shooting, clinical supplies manufacture and general engineering support services. Broad patterns of behavior become apparent in terms of the manner in which companies organize themselves to perform these functions. Communication, background and training of personnel and well-drawn lines of responsibility emerge as important factors in the efficient operation of the organizations surveyed.This survey was undertaken in order to establish if there are any favored organizational structures in terms of pilot plant and related operations, production trouble shooting, clinical supplies manufacture, and general engineering support services. Senior Research and Development and Manufacturing personnel in 12 U.S. and 5 U.K. companies were contacted individually and asked to participate. The confidentiality of the sur...

A SCHEME FOR THE EMPIRICAL STUDY OF ORGANIZATIONAL BEHAVIOUR

Abstract Industrial sociologists and psychologists have in the past concentrated on the one-case study and there has been little systematic attempt to relate behaviour to contextual and organizational settings. A study of the literature on bureaucracy leads to an analysis of organizational structure in terms of a set of variables (specialization, standardization, formalization, centralization, configuration and flexibility) that are capable of empirical verification. Comparative studies will establish organizational “profiles”, along these variables, and relate them to contextual variables such as size, ownership and control, charter, and technology. The profiles will also allow comparative studies of individual and group behaviour to be undertaken in clear relation to organizational structure.

A Conceptual Scheme for Organizational Analysis

Studies of work behavior have been primarily processual as opposed to factorial. There has been a great concentration on the one-case study and little systematic attempt to relate behavior to contextual and organizational settings. A survey of the literature on bureaucracy leads to an analysis of organizational structure in terms of a set of variables (specialization, standardization, formalization, centralization, configuration, and flexibility) that are capable of empirical verification. Comparative studies will establish organizational along these variables and relate them to contextual variables such as size, ownership and control, charter, and technology. The profiles will also allow comparative studies of individual and group behavior to be undertaken in clear relation to organizational settings. The authors are members of the Industrial Administration Research Unit, College of Advanced Technology, Birmingham, England. Industrial research conducted by this unit is jointly supported by the Department of Scientific and Industrial Research and The College.