Perspective Of Organizational Structure Research Articles

An Analysis of Corporate Headquarters Leadership Promotion Strategies from the Perspective of Organizational Structure

An Analysis of Corporate Headquarters Leadership Promotion Strategies from the Perspective of Organizational Structure

The BTS ARMY on Twitter flocks together: How transnational fandom on social media build a viable system

The world’s largest transnational fandom community of the BTS (BangTan Sonyeondan) ARMY (Adorable Representative M.C. for Youth) is structured to achieve common goals and exert influence. To identify a mechanism that explains the organizational structure of transnational virtual communities, we empirically investigate how the global fandoms carry out autonomous activities and adapt to the environment without coercive governance despite their massive size and complexity. Using the techniques of social network analysis and viable system model, we found some structural differences between the online communities with a viable and non-viable structure. First, the BTS ARMY network is sustained by a systematic structure of key players who voluntarily play distinct roles. In contrast, the Arianator network is relatively unorganized and dispersed. Moreover, multi-fandom accounts can act as potential user acquisition roles. Finally, two different diffusion types, text-based information and image-based media, are carried by distinct roles of subsystems. As one of the first studies to empirically examine the viability of online transnational fandom from an organizational structure perspective, this paper provides practical implications for fandoms from three perspectives; (1) resource mobilization and sustainability, (2) influence of fandom dynamics, and (3) economic impact. The results suggest that fandoms taking strategic actions upon the viable structure on digital platforms could represent a new cultural hegemony, promoting global unity and pop cosmopolitanism.

Power to the people—And then? A multilevel leadership perspective on organizational decentralization

AbstractAs organizations strive for more flexibility, decentralized decision‐making has been at the core of many modern HR approaches. Yet, on a company‐wide scale, it remains unclear whether decentralized decision‐making structures improve organizational performance. Our study aims to illuminate prior ambiguous evidence by examining an employee‐level mechanism underlying the organizational‐level relationship between decentralization and performance, and scrutinizing the critical role of formal leaders for empowering employees in decentralized structures. Integrating the perspective of organizational structure as opportunities and constraints with social information processing theory, we argue that transferring decision‐making authority to lower organizational levels positively affects employees' emergent leadership, but only to the extent that direct supervisors engage in empowering leadership and guide employees' behaviors in decentralized structures. Our predictions are supported by a multilevel, multisource field study of 5807 individuals across 144 companies. We further find that emergent leadership yields a positive effect on organizational performance. By developing a multilevel model that explicates both an employee‐level mechanism and a contingency of the decentralization–organizational performance link, our study enriches understanding of the key role that formal leaders play for achieving the strategic goals of decentralized decision‐making in organizations.

Women in Power? Examining Gender and Promotion in Policing Through an Organizational Perspective

Women bring important strengths to the field of policing, such as communication skills, the ability to lead teams, as well as the ability to coach and nurture subordinates. Despite these contributions, the rate of women entering policing has stagnated in recent years, and the percentage of women in supervisory, command, and leadership positions remains low. To explain this, we use an organizational structure perspective to explore how characteristics of police agencies (e.g., department size, officer demographics, and formalization) may influence the promotion of women to leadership positions. We make suggestions regarding hiring and retention and provide recommendations for further research.

Broadening our Sight on the Decentralization-Organizational Performance Link: A Multi-Level Study

As organizations strive for more flexibility in their business procedures, decentralized organizational structures have reemerged as a topic of interest in recent years. Yet, despite its long-standing tradition, the literature on the implications of decentralization for organizational performance has remained inconclusive. Our study aims at illuminating prior ambiguous evidence by examining a central individual-level mechanism underlying the relationship. Integrating the perspective of organizational structure as opportunities and constraints with social information processing theory, we argue that transferring decision-making authority to lower organizational levels has a positive effect on employees' emergent leadership, however only to the extent that their direct supervisors act in accordance with decentralized structures. Findings from a multi-level, multi-source field study of 5,816 individuals nested in 145 companies support our predictions that organizational-level decentralization exhibits a positive effect on individual employee's propensity to emerge as an informal leader, but only when the employee's direct supervisor shows high levels of empowering leadership. Individual-level emergent leadership, in turn, aggregates to higher organizational performance. By examining an individual-level mechanism of the decentralization-organizational performance link, our study bridges macro- and micro-perspectives and helps to gain a better understanding of how organizations may reap the benefits of decentralized decision-making.

Analyzing the Policy Process of the Business Continuity plans of Japanese Prefectures: Assessing the Administrative Capacity from the Perspective of Organizational Structure

Analyzing the Policy Process of the Business Continuity plans of Japanese Prefectures: Assessing the Administrative Capacity from the Perspective of Organizational Structure

Exploring the interoperability of innovation capability and corporate sustainability

The purpose of this study is to explore ways of improving the interoperability of innovation service and corporate sustainability by strategic corporate social responsibility (SCSR), as pursued through interactions among enterprises, knowledge sharing external to enterprises and leading guidance from managers. Moreover, creating SCSR on the deployment of R&D and innovation service provides the impetus for firms to pursue sustainability. This study evaluates the relationship among variables from the perspective of organizational structure, organization strategy, R&D talent, R&D technology, uncertainty in environment, stakeholders in environment, corporate innovation capability, corporate sustainability and SCSR. This study finds that the SCSR from corporate innovation service has a significant influence on the performance of corporate sustainability. Furthermore, the variables of organizational structure and R&D talent do not have a significant impact on corporate innovation service in high-technology industries.

Fostering Culture and Optimizing Organizational Structure for Implementing Model‐Based Drug Development

Model-based drug development (MBDD) is a promising approach to improve decision making in drug development. The pharmaceutical industry has made substantial progress from engaging in empirical decision making to increasingly using pharmacometrics (ie, modeling and simulation [M&S]) as a quantitative decision-making tool. Focusing on culture and an organizational structure perspective, this commentary summarizes experiences and vision from industry M&S leaders on implementing MBDD. A culture for MBDD needs to have wide acceptance of MBDD, enhanced decision making with probability-based evidence and transparent rationale, quantitative impact metrics, and a brand that emphasizes cross-disciplinary collaboration and ownership. An organizational structure for MBDD needs to have a dedicated pharmacometrics function, fine balance between quick wins and impact on long-term R&D goals, and collaborative MBDD teams among clinical pharmacologists, statisticians, pharmacometricians, and clinicians. Pharmaceutical companies with these characteristics are prepared to fully embrace and implement MBDD.

Book Review: Rosenbaum, J. E., Deil-Amen, R., & Person, A. E. (2006). After Admission: From College Access to College Success. New York: Russell Sage

Rosenbaum, J. E., Deil-Amen, R., & Person, A. E. (2006). After Admission: From College Access to College Success. New York: RussellDOI: 10.1177/0091552108327071After Admission: From College Access to College Success examines student and college success from an organizational structure perspective and argues that problems students experience during their academic journey can be minimized by using intentionally supportive procedures and processes. To demonstrate how private occupational colleges minimize barriers that students experience, authors Rosenbaum, Deil-Amen, and Person compare and contrast public, accredited 2-year community colleges from a large metropolitan area with private occupational colleges that offer accredited associate's degrees in the same occupational fields. The authors compare the practices of these institutions with regard to support structures and services they provide to aid in student success. This book is written from the perspectives of three educators: a professor of sociology, education, and social policy (Rosenbaum); an assistant professor of education (Deil-Amen); and a doctoral candidate in human development and social policy (Person). More than 190 authors and works are referenced in this book, making it a rich compilation of both quantitative and qualitative research results.Recognizing that the United States has moved toward universal access for college, as exemplified by the open-access policy of community colleges, the authors identify methods to help community colleges reshape practices and processes in a contextrelevant manner. Because these students at these institutions tend to be the first in their families to attend college, their lack of knowledge about college culture as well as their need to develop soft skills can have negative implications for their success. These challenges, combined with socioeconomic strain, demands outside of college, and the need for realistic graduation timelines, all play a role in student success or failure. The authors argue that student characteristics have changed dramatically yet institutional processes have not. Specifically, Rosenbaum, Deil-Amen, and Person challenge community colleges to abandon the concept of individual student deficiencies as a prime reason for student failure and to consider institutional, structural, and procedural changes as a potential avenue to reverse the dismal success rate of community college students.The authors dispute the notion that community colleges engage in a cooling-out process while also demonstrating how warming up does not necessarily serve students well in the absence of appropriate support structures. They question the nonstigmatizing approach mat is often used in today's community colleges with regard to remediation, suggesting that ineffective information leads to confusion for students who are not aware that they may not earn degree credit in remedial courses. According to personal testimonies, students sometimes unknowingly enrolled in noncredit remedial courses only to learn after a semester or more that the courses in which they were enrolled did not fulfill graduation requirements. For students with limited financial resources, this constitutes a devastating misunderstanding.A variety of additional topics are explored in the volume, including problems community college students face regarding the amount and delivery of needed information, students' lack of social and cultural capital, community colleges' limited and ineffective use of advisory boards to support programs and student connections, minimal career services, and a lack of adequate institutional commitment for job placement services. Comparisons between the two types of institutions are made, indicating that private occupational colleges structure their student support services in a way that minimizes these challenges for their students. Although private occupational colleges work from a charter-building perspective, which helps them build beneficial connections for their students, community colleges rely on the traditional, credential concept with little regard to the market value of degrees and the additional needs of their graduates. …

A methodology and tool environment for process analysis and reengineering

Most private and public organizations have recently turned their attention to the process by which they operate, to improve service and product quality and customer satisfaction. To support business process reengineering, methods and tools for process modeling and analysis are required. The paper presents the ARTEMIS methodology and associated tool environment for business process analysis for reengineering. In the ARTEMIS methodological framework, business processes are modeled as workflows and are analyzed according to an organizational structure perspective and an operational structure perspective. With these two perspectives, the analyst can plan reengineering interventions based on the degree of autonomy/dependency of organization units in terms of coupling, and the inter-process semantic correspondences, in terms of data and operation similarity, respectively. The ARTEMIS methodology and associated tool environment have been conceived and applied in the framework of the PROGRESS research project. In the paper, we report on a reengineering case study of this project involving the Italian Ministry of Justice.