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1 – 10 of over 96000
Article
Publication date: 10 September 2019

Yasmine Sabri

The purpose of this paper is to develop exploratory propositions and a conceptual framework on the interaction between organisational structure (decision-making centralisation and…

Abstract

Purpose

The purpose of this paper is to develop exploratory propositions and a conceptual framework on the interaction between organisational structure (decision-making centralisation and internal coordination) and the relationship between supply chain fit and firm performance.

Design/methodology/approach

Through a case study, two corporate groups with distinctive organisational structures were examined; both are undergoing a critical moment of changes to their top management and are reshaping their corporate and supply chain strategies. Data on decision-making centralisation, internal coordination mechanisms, supply, demand and innovation uncertainties, and supply chain strategies were collected from key respondents.

Findings

The analysis conducted suggests the need to consider the joint interaction between organisational structure and supply chain fit in offsetting the implications of a potential misfit on firm performance. Furthermore, the context sensitivity of a supply chain is often overlooked, hence simply modifying supply chain strategy does not necessarily lead to a variation in firm performance.

Practical implications

This research is of particular importance to most organisations in the testing times of uncertainty in the global landscape. It guides supply chain practitioners to better understand which elements of the organisational structure interact with the uncertainty of supply, demand and innovation.

Originality/value

This paper is one of the first to investigate the interaction between elements of organisational structure and supply chain fit and identify decision-making centralisation and coordination as the internal uncertainty factors that are most relevant to supply chain fit research. A conceptual framework has been built for future testing, in which the organisational structure moderates the relationship between supply chain fit and firm performance.

Details

The International Journal of Logistics Management, vol. 30 no. 3
Type: Research Article
ISSN: 0957-4093

Keywords

Article
Publication date: 29 April 2021

Ai-Hsuan Chiang and Ming-Yuan Huang

Rapid response is often the cornerstone of success in many industries, especially manufacturing. In the authors’ opinion, organizational structure will also affect the…

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Abstract

Purpose

Rapid response is often the cornerstone of success in many industries, especially manufacturing. In the authors’ opinion, organizational structure will also affect the construction of a fast-response supply chain system. The main purpose of this research examines whether different levels of organizational structure have different effects on the relationship between external integration and firm performance.

Design/methodology/approach

This study applied questionnaires to collect data. This study collected 818 questionnaires from manufacturers in China, Hong Kong and Taiwan to verify our proposed model using structural equation modeling.

Findings

Results show that response speed perfectly mediates the relationship between external integration and firm performance. Different levels of organizational structure will also affect external integration. Strict organizational structure requires customer integration, while loose organizational structure requires supplier integration to quickly meet customer needs.

Practical implications

Companies can probably determine whether their organizational structure is higher or lower than that of their competitors. If firms can determine that their organization structure is high or low, they can adopt suitable external integrations to enhance quick response and operational performance.

Originality/value

In the relationship between supply chain integration and performance, we consider a mediating variable and moderating variable together. Results explain the reason that the relationship between supply chain integration and performance are inconsistent in previous studies. We have addressed external integration in alignment with organizational structure to provide better service and enhance performance by providing empirical evidence.

Details

Journal of Manufacturing Technology Management, vol. 32 no. 8
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 1 February 1995

Charlie Weir

The development of the large modern corporation, and the separationof ownership from control, has raised questions about the objectivesthese companies set themselves. Discusses…

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Abstract

The development of the large modern corporation, and the separation of ownership from control, has raised questions about the objectives these companies set themselves. Discusses the markets and hierarchies model of organizational structures. Analyses the claim that specific organizational structures lead to superior profitability. Concludes that relatively few firms have adopted the structure claimed to yield the highest profits and that there is no evidence to support the view that internal structure and profitability are linked in the manner described by the model.

Details

Management Decision, vol. 33 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 January 1997

William C. Hunter and Stephen G. Timme

This paper provides novel empirical evidence on the impact of bank internal organization structure characteristics on costs and productive efficiency. The specific internal

187

Abstract

This paper provides novel empirical evidence on the impact of bank internal organization structure characteristics on costs and productive efficiency. The specific internal organization characteristics examined include centralized versus decentralized 1) decision‐making, 2) service delivery systems, and 3) back‐office operations, e.g. accounting, computing, and advertising, among others. The analysis is conducted using average data drawn from a sample of 118 large US commercial banks for the years 1989 and 1990. The analysis reveals that centralized decision‐making tends to increase costs. Likewise, centralized service delivery systems either increase or have an insignificant impact on costs. In no case was it found that centralized service delivery systems reduce costs as is often envisioned by proponents of centralization. Centralized back‐office operations were found to reduce costs significantly and is consistent with the existence of scale economies in bank back‐office operations.

Details

Managerial Finance, vol. 23 no. 1
Type: Research Article
ISSN: 0307-4358

Article
Publication date: 1 March 2013

Hongtao Mao, Bo Zhu and Tian'an Wang

The aim of this paper is to examine the effect of organizational environment on engineering project cost management.

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Abstract

Purpose

The aim of this paper is to examine the effect of organizational environment on engineering project cost management.

Design/methodology/approach

Taking China Railway Engineering Corporation 2nd Bureau (CREC 2nd Bureau for short) as an example, the authors conduct lots of semi‐structured interviews in its group corporation, company limited, two subsidiaries and two project departments, and finally collect textual data which include 30 paragraphs and more than 120,000 words. The authors then encode those interview data step by step for further analysis under the research paradigm of grounded theory.

Findings

Based on these encoded data, the paper builds concept, basic categories, main categories, which could be the factors affecting the engineering project cost management, the evidence chain and the complete story clue among these categories. Then finally constructs a theoretical framework called “3S” for short, which is comprised of the organizational structure supporting system, the control procedure supporting system and the social relation supporting system.

Research limitations/implications

Because of the insufficient importance placed on engineering project cost management by academics and few theoretical papers, this paper provides a new method for exploring the engineering project cost management and a theoretical reference for further research.

Practical implications

In this paper, the authors discuss the action mechanism of organizational environment in the engineering project cost management and provide for Chinese construction enterprises more explicit guidance on their cost management practice.

Originality/value

There is little research on determinants of engineering project cost by Chinese scholars, which is mainly shown as normative research. There is no perfect theoretical framework on the determinants of engineering project cost management, which is not beneficial to the knowledge of engineering project cost management and is not comprehensive and in depth enough for academics and practitioners. This paper conducts a field study in CREC 2nd Bureau based on grounded theory. At last, “3S” theoretical framework is established. This paper is embodied in using reality as the accordance, scientifically carding and spreading the theory and translating the practical experience into theory, so that it is beneficial for the engineering project cost management.

Details

Nankai Business Review International, vol. 4 no. 1
Type: Research Article
ISSN: 2040-8749

Keywords

Abstract

Details

Organization Theory
Type: Book
ISBN: 978-1-78560-946-6

Article
Publication date: 13 March 2020

Thorsten Schwetje, Christiane Hauser, Stefan Böschen and Annette Leßmöllmann

The paper reports on a research project exploring the change in the organizational context of communicators and communication units in higher education and research institutions…

1102

Abstract

Purpose

The paper reports on a research project exploring the change in the organizational context of communicators and communication units in higher education and research institutions (HERIs), the importance of informal processes within their daily work and the great diversity of expectations communicators have to tackle.

Design/methodology/approach

Based on a literature review, a mixed-methods study combining expert interviews with 54 German HERI heads of communication units, an online-survey and a document analysis of organizational characteristics was conducted. Findings were validated in four focus groups.

Findings

The study illuminates the impact of organizational and operational structures of HERIs on communicators and their boundary spanning activities. Due to varying expectations of stakeholders, communicators constantly have to switch roles. Members of HERIs' executive boards affect status and working conditions for communicators in the organization.

Research limitations/implications

Interviews with other HERI actors, especially members of the executive board, are proposed to get more thorough insights into the organizational context of HERIs and the mutual expectations of different internal stakeholders.

Practical implications

Insights from the project may help HERI actors to reflect their organizational context and to identify potentially contentious structures or processes.

Originality/value

Communicating science sometimes clashes with complex organizational and operational structures. Despite the “organizational turn” in HERI research, there is a lack of data on the relation between communicators, their communication units and the larger organizational context. The exploratory study addresses this gap.

Details

Journal of Communication Management, vol. 24 no. 3
Type: Research Article
ISSN: 1363-254X

Keywords

Article
Publication date: 15 February 2016

Tingting Lin and Riitta Hekkala

The governance of information technology outsourcing (ITO) has been identified as an essential determinant for ITO success. Prior studies have shed light on effective governance…

Abstract

Purpose

The governance of information technology outsourcing (ITO) has been identified as an essential determinant for ITO success. Prior studies have shed light on effective governance structures in different organizational contexts. This study aims to advance this prior knowledge by exploring how interpersonal networks, as an important aspect of such context, reflect and influence ITO governance.

Design/methodology/approach

A single case study was conducted from a vendor’s perspective in an ITO dyad. Social network analysis was leveraged to reveal the interpersonal networks, with whole-network analysis on 24 team members in an ITO vendor company. In addition, open-ended interviews with six selected team members were utilized to identify the perceived governance structure.

Findings

The findings of this study suggest certain features of interpersonal networks, i.e. network density and cross-network comparison, can reflect governance structure in multiple aspects. Meanwhile, the authors also argue that interpersonal networks can influence the form of governance structure.

Research limitations/implications

As a single case study, the context of the research site cannot be ignored in the inference of findings. To increase the confidence for further generalization, future empirical studies are needed especially in contrasting sites, such as ITO relations based on network governance.

Originality/value

This study associates intra-organizational characteristics of the vendor to the inter-organizational governance structure of the ITO relationship. It also provides an innovative methodology for both researchers and practitioners to assess ITO governance structure.

Details

Strategic Outsourcing: An International Journal, vol. 9 no. 1
Type: Research Article
ISSN: 1753-8297

Keywords

Article
Publication date: 1 August 2002

Pawan Budhwar, Andy Crane, Annette Davies, Rick Delbridge, Tim Edwards, Mahmoud Ezzamel, Lloyd Harris, Emmanuel Ogbonna and Robyn Thomas

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce …

56835

Abstract

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

Details

Management Research News, vol. 25 no. 8/9/10
Type: Research Article
ISSN: 0140-9174

Keywords

Article
Publication date: 29 June 2020

Eli Sopow

The purpose of this study is to present evidence for a new model of change management designed to create a continuous integrated alignment between ongoing external organizational

1620

Abstract

Purpose

The purpose of this study is to present evidence for a new model of change management designed to create a continuous integrated alignment between ongoing external organizational change and the proven internal environmental factors related to employee emotional wellness and workplace engagement that in turn directly impact organizational performance relationships within society and the human condition.

Design/methodology/approach

This research uses a quantitative approach based on both primary and secondary data. The secondary data includes an analysis of the 2018 Public Service Employee Survey of Canada (N = 163,121) conducted by the Government of Canada while the primary data involves a 2018 employee survey conducted by the author of both civilian and sworn police officer employees with the British Columbia division of the Royal Canadian Mounted Police (N = 2,129) as well as a 2019 survey by the author of Corrections Officers at the Kent Maximum Security Institution in Agassiz, British Columbia (N = 174).

Findings

The key findings presented in this paper provide new evidence that correlations between key organizational workplace factors and employee wellness and performance are directly linked to the ability to address rapidly evolving external environmental factors; that traditional change management approaches are often insufficient to create a positive nexus between the results of environmental scanning and internal workplace environments; and that a new holistic model described in this paper can serve as a powerful diagnostic tool for change managers to identify how internal organizational structures, systems and climates can harmonize with external climates including societal expectations, economic and technological change and public policy.

Research limitations/implications

The research findings pertain to about 100,000 employees of the Canadian public service and their readiness to manage well-established external environmental factors based on their rating of key internal environmental factors rated to workplace wellness and employee emotional health. Further research on the topic of external/internal organizational change adaptability is required specific to private sector organizations.

Practical implications

The practical implications of the change management matrix diagnostic model have been proven in earlier beta testing with a group of organizational executives. The presentation of the data in the matrix format resulted in quick and clear identification of major areas of required change. Those changes resulted in improved service delivery, public safety and public trust. A second test was conducted by MBA students successfully applying the matrix model to identify key areas requiring change in various case studies.

Social implications

Society at present has many new expectations of organizational behavior and citizenship as rapid changes in external environments occur including changes to technology, corporate governance, communications, economic conditions, social values, demographics and public policy. A failure by organizations to ensure that their internal environments of corporate culture, structure, systems and the workplace climate are in sync with external change presents major threats to employee and social well-being and organizational success.

Originality/value

A unique model of organizational change management is presented that allows for successfully adapting internal organizational environments to the challenges of meeting rapidly advancing integrated external environmental forces. The result becomes an integrated ecosystem of external and internal environmental forces that offer adaptability to complex and evolving challenges ranging from social, economic, technological and climate change.

Details

Journal of Organizational Change Management, vol. 33 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

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