Set Of Organizational Factors Research Articles

The quest for order: unravelling the relationship between the European Commission and European Union agencies

ABSTRACTOver the past couple of decades a considerable number of European Union (EU) agencies have been established. Research has so far shown that they have become more than mere facilitators of transnational regulatory networks, arenas for the exchange of information on ‘best practice', and vehicles for member state governments. Task expansion has taken place, e.g., by taking up (quasi-) regulatory tasks. However, the jury is still out regarding exactly where in the political-administrative landscape EU agencies are situated. Benefiting from novel data sources, this study sheds light on so far undocumented relationships between EU agencies and the European Commission. The study shows that EU agencies have become integral components in the policy-making and implementation activities of Commission departments. Secondly, this development is accounted for by an organizational approach that specifies a set of organizational factors. The study argues that such tight relationships between Commission departments and EU agencies signify a centralization of EU executive power.

Organizational Factors Influencing Effective Use of CRM Solutions

Abstract In this paper we discuss the issues of effective use of information solutions of customer relations management. The conceptual model is developed based on the Technology acceptance model (TAM). In the literature we can see that researchers often analyze the usefulness of CRM solutions at the level of individuals, and less at the level of organization and its orientations. These aspects are included in the model, proposed in this article, by the set of organizational factors which may influence the effective use of CRM solutions. Organizational factors are reflected in the three types of orientations – in process, technological and innovation orientation of organization. The conceptual model is presented and organizational factors are discussed in more detail. The original value of this paper is in the constructed conceptual model that combines use of CRM solutions at the level of organization and critical organizational factors. The platform of the conceptual model enables its future empirical testing.

Control and Collaboration: Exploring Governance Paradox in International Joint Venture Boards

Despite the growing interest to IJVs, our understanding of board of directors in joint ventures is still limited. Recent corporate governance research suggests boards need to manage the paradox of control and collaboration. We extend this literature to the context of IJVs, and argue the tension between board control and collaboration also reflects a fundamental tension inherent in IJVs. We expect that these two functions may not be equally important across all joint ventures, and identify a set of organizational factors that might make board control or board collaboration more appropriate. Empirical analysis of primary data on IJV boards suggests asset specificity and knowledge-based assets lead to both board control and board collaboration. Board control also increases in acquisitive IJVs, while board collaboration increases when partners are culturally similar.

The impact of market and entrepreneurial orientation on innovativeness: an empirical assessment

The purpose of this paper is to empirically demonstrate that choosing between markets or entrepreneurial orientations can have a direct influence on the provenance (internal or external) of the knowledge required for innovation and indirectly on the radicalness of this innovation and the innovative capability of organisations. With this aim, we unpack these orientations into the set of organisational factors that define them: risk taking, organisational design and factors that favour knowledge transfer and acquisition such as: R&D expenditures, collaborations agreements and knowledge transfer and integration mechanisms. The hypotheses about the impact of these factors on innovation radicalness and innovative capability are tested using a sample of firms belonging to high innovative sectors.