Role Of Organizational Structure Research Articles

Inequality beneath the surface: a Belgian case study on structural discrimination in the workplace and the role of organizational structure, culture and policies

PurposeThe context of a long-standing research tradition, discrimination has emerged as a critical factor contributing to inequalities within the labor market. While existing studies have primarily focused on overt discrimination during the recruitment and selection process, influenced by biases, attitudes, or stereotypes, there remains a significant knowledge gap regarding discrimination within the workplace and its underlying structural dimensions. This article aims to address this gap by examining the impact of organizational culture, structure and policies on workplace discrimination, with a particular emphasis on women and ethnic minorities.Design/methodology/approachUtilizing a case study strategy centered around a Belgian branch of a multinational professional service agency, data was gathered through ten semi-structured in-depth interviews conducted with employees representing various organizational levels.FindingsThe findings reveal that organizational culture, structure and policies may pose inherent risks in perpetuating discrimination throughout individuals' professional trajectories. Furthermore, it becomes apparent that, albeit often unconscious, these elements exhibit biases against women and ethnic minorities.Social implicationsGiven the unintentional nature of structural discrimination, it is crucial to foster increased awareness and understanding of these dynamics.Originality/valueThe originality of this research article lies in its focus on addressing a critical knowledge gap in the existing research tradition on discrimination in the labor market. While previous studies have primarily concentrated on overt discrimination during recruitment and selection, this article delves into the often overlooked area of discrimination within the workplace itself. It explores the intricate interplay of organizational culture, structure and policies in perpetuating discrimination, particularly against women and ethnic minorities. By utilizing a case study approach within a multinational professional service agency in Belgium, the research uncovers hidden biases and unconscious elements contributing to structural discrimination. This emphasis on understanding unintentional discrimination adds a novel dimension to the discourse on workplace inequalities.

Contingency Management Practices of Public Elementary Schools in Laguna

This study aimed to determine and discuss the importance of contingency management strategies in the Public Elementary Schools in Laguna to improve the work engagement and performance of school programs and school leaders. This research study focused on the need for adaptive leadership techniques to address dynamic issues in the educational environment and improve educator engagement and performance. The purpose of this study is to determine the impact of contingency management on school program planning. The study used the descriptive correlation method. The research study used self-made survey instruments on the status and perceptions of the school heads’ practices on contingency management. The research design was to expand and strengthen the study's conclusion and further contribute to the literature publication. The study aims to help the school heads and leaders in the Schools Division of Laguna understand the need to practice contingency management in school programs and its impact on successful planning. It will also aim to address possible gaps and analyze the progress in the performance of the schools that use contingency management. Moreover, the study aims to help the school heads prepare plans and ways to avoid more significant problems in their programs and projects by providing contingency plans for their programs in their respective schools. Teachers and school heads will be able to be aware and knowledgeable about analyzing possibilities and hindrances in plans, programs, and projects ahead and crafting backup plans to mobilize the school. Three hundred and fourteen (314) school heads were the target population of this study, including Head Teacher I to Principal IV in Laguna, with 95% confidence and a 5% margin of error, assuming 50% variability. The data collected from the respondents were analyzed using appropriate statistical techniques, including frequency, percentage, mean, and weighted mean. The results of the survey were the researcher's basis for identifying the perceptions and the level of knowledge of the school heads in contingency management among the public schools in the Division of Laguna. The results highlight the importance of organizational culture, collaboration, and openness in the implementation of emergent strategies, as well as the role of organizational structure, goal setting, and reinforcement in improving school performance. Implications include recommendations for schools to strengthen organizational structures, prioritize organizational culture, integrate goal setting and reinforcement into emergency management, and monitor and evaluate continuous improvement practices. This study highlights the need for further research on other variables and the development of crisis management practices in public elementary schools.

Provider perspectives on nutrition interventions in primary care: the role of organizational structure and community partnerships.

Poor nutrition remains a significant public health concern that is often managed within primary care settings. Meanwhile, to our knowledge, there have been few studies that evaluate the intent of primary care providers to offer nutrition services, nor what type of exchanges they engage in to ensure those programs can be implemented. Semi-structured interviews were conducted with 16 primary care providers and support staff. Grounded theory analysis was utilized to identify themes and to develop a theoretical model of primary care nutrition program implementation. Three themes were identified. Patients approached primary care organizations with complex health beliefs, health severity, and barriers to care (theme 1). Providers and support staff responded by providing services that fit into existing organizational constraints, especially constraints related to workflow/time with patient, space and billing (theme 2). Providers see community as a major cue to action among patients but are unsure of the role of primary care (theme 3). Provider respondents found that implementing nutrition programs in primary care settings is difficult and that effective interventions for nutrition within health settings are limited without community-based partnerships and programming. Additional research is needed to measure existing community ties and how such ties could improve patient nutrition.

The Role of Organizational Structure in Senior Managers' Selective Information Processing

AbstractCEOs' perceptions of the environment and the information processing shortcuts (or heuristics) they use to develop these perceptions are important to organizations. We study whether organizational structure, an important channel and filter for the flow of information in organizations, affects CEOs' perception gaps pertaining to the competitive environment. Perception gaps are defined as systematic deviations of subjective perceptions of the competitive environment from conceptions based on objective data. Studying 281 CEOs based in 216 firms, we find that functional structures are associated with wider environmental perception gaps, whereas divisional structures are associated with narrower gaps. To address endogeneity concerns, we control for firms' exposure to varied environments and only sample newly appointed CEOs, who, by definition, inherit predefined organizational structures exogenous to their own choices. Our study advances understanding of senior managers' information processing shortcuts by clarifying how organizational‐level influences (i.e., organizational structure) affect CEOs' (mis)perceptions of the competitive environment.

A Study of the Perception of Indian Employees on Organizational Structure

This paper examines the perception of Indian employees on the role of organizational structure; it also aims to assess the impact of culture on the views of Indian employees regarding their choice of work environment and the feasibility of self-management practices in India. Despite widespread acknowledgment of the challenges presented by flat structures and hierarchical structures, little is known about today’s Indian workforce’s think and needs. The relationships between various factors on the employees’ orientation of the preferred organizational structure and its effect on their motivation are studied in this paper. The results reveal no great disparity in the views and choices of the employees who have an experience of flat structure and those who do not. However, it does indicate various other relationships between the factors that impact the organizational structure like Control and Capability, Reward-Systems and Organizational Levels, Culture and Reward Systems, Tendency to Explore and Reward Systems, Organizational levels and Motivation and lastly, Organizational Level and Culture. The results also suggest that Indian employees do want to have autonomy and responsibility in their work. However, they do believe that the different organizational levels have their role in managing the organization.

How CEOs’ inclusive leadership fuels employees’ well-being: a three-level model

Drawing on social learning theory and social information processing theory, we propose that department managers’ inclusive leadership, and department-level inclusive climate serially mediate the effect of CEOs’ inclusive leadership on employees’ well-being. We also posit that organizational structure not only moderates the relationship between CEOs’ inclusive leadership and department managers’ inclusive leadership, but also plays a role in the relationship between department managers’ inclusive leadership and department-level inclusive climate. By analyzing paired data of 106 CEOs, 204 department managers, and 975 employees, we found that department managers’ inclusive leadership mediated the relationship between CEOs’ inclusive leadership and employees’ well-being, but the serial mediation role of department managers’ inclusive leadership and department-level inclusive climate in the effect of CEOs’ inclusive leadership on employees’ well-being was not supported. Organizational structure moderated the relationship between CEOs’ inclusive leadership and department managers’ inclusive leadership. Specifically, when organizations have organic structures rather than mechanistic structures, the relationship between CEOs’ inclusive leadership and department managers’ inclusive leadership is stronger. However, the moderating role of organizational structure in the relationship between department managers’ inclusive leadership and inclusive department climate was not supported.

Role of organizational structure and behaviour for ensuring sustainability of farmer producer organisations in Punjab

Role of organizational structure and behaviour for ensuring sustainability of farmer producer organisations in Punjab

Usage The Lazy Learning Meta-Heuristic Technique for Predicting Entrepreneurial Marketing In The Insurance Industry

Due to the increasing importance of marketing, entrepreneurship and the role of organizational structure in their application, the purpose of this research is to predict entrepreneurial marketing using an organizational structure in the insurance industry. For this purpose, for marketing, seven indicators and for organizational structure, three indicators are defined, then prediction of entrepreneurial marketing indicators has been done by organizational structure indicators using lazy learning algorithm. In the proposed method, after predicting each data by K vector from its closest neighbor, the algorithm database is enriched for better prediction of future data. The proposed algorithm is simulated and compared in five different modes by MATLAB software, also, three insurance (Iran, Karafarin and Parsiyan) companies are selected in Mazandaran province. In total, the statistical population in this study is 588 cases. The results of simulation indicate the proper accuracy of entrepreneurial marketing forecasting based on validation parameters MSE and NRMSD. In this research, Lazy Learning method can predict future without modeling the problem with previous information processing.

A Study of the Perception of Indian Employees on Organizational Structure

This paper examines the perception of Indian employees on the role of organizational structure; it also aims to assess the impact of culture on the views of Indian employees regarding their choice of work environment and the feasibility of self-management practices in India. Despite widespread acknowledgment of the challenges presented by flat structures and hierarchical structures, little is known about today's Indian workforce's think and needs. The relationships between various factors on the employees’ orientation of the preferred organizational structure and its effect on their motivation are studied in this paper. The results reveal no great disparity in the views and choices of the employees who have an experience of flat structure and those who do not. However, it does indicate various other relationships between the factors that impact the organizational structure like Control and Capability, Reward-Systems and Organizational Levels, Culture and Reward Systems, Tendency to Explore and Reward Systems, Organizational levels and Motivation and lastly, Organizational Level and Culture. The results also suggest that Indian employees do want to have autonomy and responsibility in their work. However, they do believe that the different organizational levels have their role in managing the organization.

The Interplay between Organisational Structure, Culture, Government Support and the Innovativeness of Housing Developers

This study aims to examines the direct relationship between government support, organizational structure, organizational culture and organizational innovativeness. The study also examines the mediating role of organizational structure and culture on the relationship between government support and organizational innovativeness among the Malaysian housing developers. This research used an experimental research design, quantitative research method and stratified simple random sampling to conduct a field study using questionnaire distributed to 504 public-listed housing developers in the eleven states of peninsular Malaysia. A total of 183 valid questionnaires were return, yielding 36.3 response rate. PLS-SEM Structural equation modelling Version 3 was used to test the hypothesis on the direct and mediating relationships among the variables. Keywords: Organizational culture, Government support, organizational Structure, Innovativeness

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.

Analisis Pengaruh Penerapan Sistem Pengendalian Internal Terhadap Sistem Akuntansi Penggajian dan Pengupahan

Internal control is necessary to determine the correct amount of salary and wages paid to the laborer and is guaranteed that the salary and wages paid to the workers who are entitled to receive it, in addition to preventing the payment of salaries and wages to fictitious workers or the amount of salary paid is too large or incorrect. The purpose of this research is to partially and partially determine the role of organizational structure, authority system and recording procedures, and healthy practices affect payroll and wage accounting systems. The population in this study is the entire workforce PT Ardian Mulia Perkasa with a total of 39 people (based on the number of workers in early 2021), so the number of samples in this study is also as many as 39 people. The sampling method in this study used a saturated sample technique in which the entire population was used for the sample. The role of elements of organizational structure, system of authority and recording procedures, as well as healthy practices simultaneously affect the payroll accounting system and wages. This is evidenced by the results of the study that the value of significance is smaller than the level of 5% (0.000 < 0.05) and the value of F hitung is greater than the value of Ftabel (22,446 > 2.87) and the contribution of influence to the payroll accounting system and wages of 62.9% while the remaining 27.1% is influenced by other factors that are not studied. Researchers are very grateful to the company and the parties who provide the data and time to be completed on time.

Organizational Structure and the Performance of State Corporations in Kenya

In the recent past, many state corporations in Kenya have been facing dismal performance trends, a situation that has derailed the sustainability of most of these crucial institutions. While some state corporations have been known to consistently perform well, others have been noted to perennially underperform, over rely on the exchequer, and lose viability in equal measure. Organizational structure is an essential element of any organization. Numerous studies conducted by scholars illustrate that, it is one of the most significant organizational elements in facilitating and increasing innovation, service delivery and performance in organizations. The role of organizational structure however has not been adequately addressed as far as performance of the state corporations is concerned and this study therefore sought to fill the existing gaps by assessing the relationship between organization structure and the performance of state corporations. The study purposed to establish the influence of organizational structure on the performance of state corporations in Kenya. The study reviewed organizational structure as the independent variable and performance of the state corporations as the dependent variable. The study performed a theoretical review of Contingency theory and the New Public Management (NPM) theory. This was followed by an empirical review in tandem with the purpose of this study. It provided a review of scholarly works done in the past identifying the studies, authors, areas of investigation and the findings reported. The study adopted a descriptive research design with an exploratory approach to collect data from 189 state corporations in Kenya. The unit of analysis was all the state corporations in Kenya while the unit of observation was the Heads of Human Resources in each corporation. The study used a sample of 96 state corporations and collected primary data using a self-administered questionnaire. Documentary review was also used to compliment the data collected. To get the most efficient representation of the population the study adopted stratified sampling and Cochran’s (1977) formula was applied to calculate the sample size of 95 Heads of Human Resources departments. The data was analysed using descriptive and inferential statistics. SPSS Version 26 was used. The study concluded that organizational structure had a significant and positive influence on the performance of state corporations in Kenya and recommended that most state corporations should consider leveraging and optimizing key aspects of organizational structure such as concentration of authority degree of bureaucracy and the span of management ratio.

Otago exercise programme\u2014from evidence to practice: a qualitative study of physiotherapists\u2019 perceptions of the importance of organisational factors of leadership, context and culture for knowledge translation in Norway

BackgroundFalls and fall-related injuries are a major public health problem and an international priority for health services. Despite research showing that evidence-based fall prevention is effective, its translation into practice has been delayed and limited. Although organisational factors such as leadership, culture and context are key factors for implementing evidence-based practice, there is still limited information on whether these factors represent barriers in the Norwegian and international healthcare context. Thus, this study aimed to explore the views of physiotherapists in clinical practice and their leaders’ views on the importance of organisational factors, such as leadership, culture and contextual and human resources, regarding successful knowledge translation of the Otago evidence-based fall programme in a Norwegian community.MethodsFour in-depth interviews with physiotherapists and a focus group interview with nine physiotherapists and leaders representing local hospitals and municipalities were conducted to collect data. The data were analysed using a thematic analysis.ResultsThe analysis yielded an overarching theme: an empowering leader as an anchor is needed for successful knowledge translation of physiotherapists’ and leaders’ views about the role of organisational structure, leadership, culture, financial resources and competence in research-based knowledge, as well as how to enhance the clinical staff’s expertise. Four main themes further elaborated on the overarching theme: (1) multifactor leadership—the importance of reinforcement, knowledge, goals and attention; (2) potential for change in professional roles as shaped by culture, context and type of practice; (3) knowledge translation—the tension between real-life capabilities, optimism and learning; and (4) different types of support—environmental resources and social influences.ConclusionsThis study highlighted the importance of organisational factors in knowledge translation in fall prevention. The findings emphasise the importance of leaders’ role and style in providing a supportive culture and contextual factors during the knowledge translation process. This study provides an understanding of the knowledge translation and sustainability of evidence-based practice and the Otago exercise programme for fall prevention programmes for community-dwelling older adults in Norway.

The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance

PurposeThis study aims to examine the role of deviant status (lower vs higher rank) and organizational structure (vertical vs horizontal) on individuals’ responses to workplace deviance.Design/methodology/approachTwo studies (N = 472) were designed to examine the role of deviant status and organizational structure in responses to workplace deviance. Study 1 (N = 272) manipulated deviant status and organizational structure. Study 2 (N = 200) also manipulated deviant status but focused on participants’ subjective evaluations of the organizational structure of their workplace.FindingsStudy 1 found that participants reported lower job satisfaction and organizational commitment, and higher turnover intentions when they imagined being confronted with deviant behaviors displayed by a manager (vs by a subordinate), regardless of the type of organizational structure. Study 2 extended this finding by showing that the indirect effect of organizational structure (vertical vs horizontal) on turnover intention via job satisfaction and organizational commitment was moderated by deviant status: when the deviant’s status was higher, working in a vertical (vs horizontal) organization was associated with decreased job satisfaction and commitment, which, in turn, was associated with a higher level of turnover intentions.Originality/valueThe findings broaden our understanding of how individuals respond to deviance at the workplace, by simultaneously considering the effects of organizational structure (vertical vs horizontal) and deviant status (upward vs downward directions of deviance).

Can balanced scorecard adoption mediate the impacts of environmental uncertainty on hotel performance? The moderating role of organizational decision-making structure

ABSTRACTThis paper examines the influence of perceived environmental uncertainty (PEU) on hotel performance (HP) by examining the mediating role of balanced scorecard (BSC) adoption. It also examines the moderating role of organizational structure in the direct relationship between the extent of BSC adoption and HP and the indirect relationship between PEU and HP. A total of 400 top- and middle-level managers from 44 five-star-hotels in Antalya responded to surveys. Using Hayes’s process-macro models 1, 4, and 7 for analysis, the findings suggest that: HP was influenced by PEU and BSC dimensions’ adoption, including financial, customer, and internal business processes, as well as innovation and learning; financial, customer, and internal business processes mediated the relations between PEU and HP; and the effects of financial, customer, and internal business processes on HP were strengthened by high decentralization. The results highlight the importance of the balance scorecard dimensions’ adoption in the hospitality industry.

Structural Impacts on Formation of Self-Efficacy and Its Performance Effects

The role of organizational structure as an important contextual variable has long been recognized in affecting a host of employee attitudes and behaviors, but there is a dearth of theoretical and empirical research that examines the ways in which organizational structure influences the occurrence of self-efficacy and its performance effects. This study addresses this gap by exploring how the two core structural components—formalization and centralization—separately and jointly affect employee self-efficacy and how they interact with self-efficacy to influence employee task performance. The study further examines the extent to which structure weaves its influence on individual performance through perceptions of self-efficacy. Data from 120 Pakistani public sector employees were analyzed using partial least squares structural equation modelling (PLS-SEM) and polynomial regression to assess the hypothesized relationships. The empirical analysis shows that formalization is positively associated with self-efficacy while centralization has a negative association, and such an improvement/attenuation in self-efficacy is partly transformed into performance improvements. The findings further reveal that self-efficacy and performance relationship is diminished under conditions of high formalization and high centralization. We discuss implications for theory and practice and delineate directions for future research.

News on the fly: journalist-audience online engagement success as a cultural matching process

Looking at web analytics in newsrooms, journalism studies scholarship has explored the notion of success in using web analytics and metrics in measuring journalist-audience engagement. Scholars have looked at the role of organizational structures, cognition, and emotion in defining success with analytics. This article analyzes how journalists interpret journalist-audience engagement success using web analytics and what this reliance on web analytics might mean for contemporary news production. Using direct observation of newsrooms and interviews with news media workers, this article argues that media workers interpret success in audience engagement using web analytics as a process of cultural matching between web analytics companies, media workers, and audiences. This article shows that analytics in journalism have highlighted some of the shared values and practices across the matchers and revealed the challenges of measuring success in audience-journalist engagement.

The Role of Organizational Structure in facilitating Communication and Collaboration within teams: A Quantitative Study

Any team's success depends on effective communication and collaboration. The team's organizational structure is a major component that may have an impact on collaboration and communication. The division and assignment of duties within a team is referred to as organizational structure. Communication inside an organization can be impacted in several ways. For example, teams with a hierarchical organization may have communication barriers since information may need to travel through numerous tiers before it reaches the intended recipient. As team members have greater direct access to one another, teams with flat organizational structures could experience fewer communication hurdles. The organizational structure can also affect how well people collaborate. Teams having a functional structure—in which individuals are grouped according to the function or area of expertise—may have a more specialized knowledge base, but they might have trouble working across functions. Teams with a cross-functional structure, in contrast, may have more potential for cross-functional collaboration but may encounter difficulties coordinating efforts across several domains of knowledge. To emphasize, organizational structure is essential for promoting teamwork and communication. Teams may choose the optimal strategy for the needs and realize the full potential for communication and collaboration by understanding the advantages and disadvantages of various organizational structures.

Start-up to Scale-up: Role of Organizational Structure

Organizational structure is a double-edged sword. While contributing to improving efficiency on one hand, it also stifles innovation and creativity by constraining flexibility in an organization. W...