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Article
Publication date: 14 July 2022

Ade Irma Susanty, Eko Budiharjo and Wahyu Winarto

Agility is an important characteristic that every organisation requires in today’s competitive digital era. Telecommunications companies in Indonesia face various types of…

Abstract

Purpose

Agility is an important characteristic that every organisation requires in today’s competitive digital era. Telecommunications companies in Indonesia face various types of competition, both from the same industry and new models. This study aims to identify the agility level of telecommunications companies in Indonesia. It also examines the effect of leadership style directly and indirectly through the mediation of employee readiness, innovation culture, technology capability and organisational structure.

Design/methodology/approach

This study used a non-probability sampling technique. The macroprocess was used to identify and measure the direct and indirect effects. The results are based on survey data collected from a telecommunications company in Indonesia with a total of 1,073 employees.

Findings

The results of this study showed that an adaptive leadership style has a direct and significant positive effect on the organisational agility level. Employee readiness, innovation culture, technological capability and organisational structure function as mediators between adaptive leadership style and agility.

Practical implications

This study could contribute to the development of programs to ignite and boost organisational agility. Organisations are recommended to conduct periodic evaluations to measure agility levels and amend their programs accordingly.

Originality/value

Adaptive leadership style was used, which expresses the leader’s deep concern for employee needs and organisational achievement. This leader will most likely positively impact employees and favourably influence the organisation (technology, structure, innovation and agility).

Details

Journal of Science and Technology Policy Management, vol. 15 no. 1
Type: Research Article
ISSN: 2053-4620

Keywords

Article
Publication date: 3 August 2023

Dan Wang, Ruopeng Huang, Kaijian Li and Asheem Shrestha

Flexibility and efficiency are dual attributes of the organizational structure that are crucial for project-driven enterprises to achieve sustainable development in a dynamic…

Abstract

Purpose

Flexibility and efficiency are dual attributes of the organizational structure that are crucial for project-driven enterprises to achieve sustainable development in a dynamic environment. However, there is a lack of research on the patterns by which the dual attributes of a project-driven enterprise’s organizational structure affect business model innovation. Employing organizational theory, this study aims to assess the mediating mechanisms and dynamic capabilities through which the dual attributes of the organizational structure influence business model innovation in project-driven enterprises.

Design/methodology/approach

Data were collected from 242 employees from four project-driven companies across 26 cities (e.g. Beijing, Tianjin, Guangzhou and Shenzhen) in China. Structural equation modeling revealed the relationship between organizational structure’s dual attributes and business model innovation.

Findings

The findings show that the dual attributes (flexibility and efficiency) of the organizational structure have positive impacts on business model innovation. Moreover, dynamic capabilities mediate the relationship between the dual attributes and business model innovation in project-driven enterprises.

Originality/value

This study provides contributions to innovation research in the context of project-driven enterprises by revealing the influence of organizational structure on business model innovation through the firms’ dynamic capabilities. Such knowledge can enable managers of project-driven enterprises to develop effective interventions to promote business model innovation.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Open Access
Article
Publication date: 25 July 2023

XinYing Chew, Raed Alharbi, Khai Wah Khaw and Alhamzah Alnoor

The study is interested in knowing “the role of the organizational structure as a mediating variable of the relationship between the information technology and organizational…

2274

Abstract

Purpose

The study is interested in knowing “the role of the organizational structure as a mediating variable of the relationship between the information technology and organizational communication”.

Design/methodology/approach

The study was conducted in several service companies, and the study adopted the questionnaire as a basic tool for the data collection on the practical side, as 267 opinions were surveyed, in addition to conducting personal interviews, and the normal distribution of data was tested, analyzing, describing and diagnosing study variables, testing correlations and determining direct effects.

Findings

Findings show that there is no direct and significant statistical impact of information technology on organizational communications. Whereas there was a positive, direct and statistically significant impact of information technology on the organizational structure. There was also a positive, direct and statistically significant effect of the organizational structure on organizational communication.

Research limitations/implications

This paper is restricted to the role of the organizational structure as a mediating variable of the relationship between the influence of information technology on organizational communication.

Practical implications

As part of the practical implication, the paper suggests the need to increase support and attention to the importance of information technology in service organizations in order to increase coordination and organizational communication and achieve a high ability to explore and exploit ideas.

Originality/value

Apart from the fact that several companies were engaged, the organizational structures of these companies were engaged too to examine the impacts of Information technology (ICT) on organizational communication.

Details

PSU Research Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2399-1747

Keywords

Article
Publication date: 7 August 2023

Olaf Hoffjann

Although current strategic communication research is particularly interested in deviations from normative ideals, there is a surprising lack of interest in the structures that…

Abstract

Purpose

Although current strategic communication research is particularly interested in deviations from normative ideals, there is a surprising lack of interest in the structures that lead to such deviations from formal specifications. To this end, this paper explores the classic, but of late largely forgotten concept of informality. The aim is to develop a theoretical framework and a systematization that can be used to answer central questions in strategic communication research. The focus is on three research questions: How can formal and informal structures of strategic organizational communication be systematized? How are formal and informal organizational structures thematized in strategic organizational communication? What is the relationship between (in)formal structures of strategic organizational communication and the thematization of (in)formal organizational structures?

Design/methodology/approach

The conceptual contribution is based on systems theoretical organization theory, which understands formal structures as decided decision premises and informal structures as undecided decision premises.

Findings

The understanding of informal expectation structures presented here has enormous potential for describing and researching central issues in strategic communication research in a far more significant way, both theoretically and empirically. For example, decoupling can be described in a much more differentiated way than is possible using the neo-institutionalist perspective.

Practical implications

The systematizing framework for researching informal structures enables a deeper understanding of informal structures and thus a better handling of them in practice. In addition, the framework provides a basis for future empirical studies.

Originality/value

Informal phenomena and structures seem to be the elephant in the room in many discourses in strategic communication research. With the theoretical perspective and systematization presented here, these phenomena can finally be explored in a differentiated and meaningful way.

Details

Corporate Communications: An International Journal, vol. 29 no. 2
Type: Research Article
ISSN: 1356-3289

Keywords

Article
Publication date: 5 December 2023

Indria Handoko and Hendro A. Tjaturpriono

Along their journey to achieve exponential growth, startups must process a vast amount of information and make quick decisions, reevaluate and adjust strategies and simultaneously…

Abstract

Purpose

Along their journey to achieve exponential growth, startups must process a vast amount of information and make quick decisions, reevaluate and adjust strategies and simultaneously redesign their organization along with the venture lifecycle. This paper delineates the evolution of startups' organizational design and identifies the influencing factors in every phase of the lifecycle.

Design/methodology/approach

This study adopts an explorative qualitative approach using a multiple case study methodology for six Indonesian startups. Indonesia is chosen as an emerging country in Southeast Asia with tremendous growth in digital startup businesses.

Findings

The research findings suggest that, as they experience exponential growth, startups strive to manage the tension between being structured and being flexible and hence remain innovative by combining management-centric and employee-centric approaches. In particular, this study identified three main factors that potentially influence the evolution of startups' organizational design: founders, investors and the characteristics of business and market.

Research limitations/implications

The present study focuses mainly on Indonesian digital startups and does not fully explain how the influencing factors work in each phase of the venture journey.

Practical implications

This study offers practical contributions for startups pursuing business growth by focusing on the importance of balancing the tension between structured and flexible organizational design and placing more attention on founders, investors and business-market characteristics.

Originality/value

This empirical study is among the first to delineate nuances of organizational design evolution during the startup lifecycle by adopting an explorative qualitative method.

Details

International Journal of Emerging Markets, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 7 April 2023

Xinbo Sun, Zhiwei He and Yu Qian

The purpose of this paper is to explore what organizational adaptability means in the digitized context and to discuss how manufacturing companies achieve organizational…

Abstract

Purpose

The purpose of this paper is to explore what organizational adaptability means in the digitized context and to discuss how manufacturing companies achieve organizational adaptability during the digital transformation process.

Design/methodology/approach

By conducting semi-structured interviews and acquiring archive data from a typical Chinese manufacturing company, this paper gathers extensive data. Based on this, a single-case study methodology is used to investigate organizational adaptability in digital transformation.

Findings

This study identifies the process by which companies achieve organizational adaptability during digital transformation and deconstructs organizational adaptability into three dimensions: structural adaptability, operational adaptability and governance adaptability. This study also explores how organizational adaptability is affected by digital capabilities.

Originality/value

This study proposes a process model to demonstrate how organizational adaptability may be attained during digital transformation and redefines organizational adaptability in the context of digitization.

Details

Chinese Management Studies, vol. 18 no. 2
Type: Research Article
ISSN: 1750-614X

Keywords

Open Access
Book part
Publication date: 29 November 2023

Fernanda Stringassi de Oliveira, Alice Trentini and Susi Poli

The aim of this chapter is to describe a four-type model of organisational structures and to discuss two cases, Embrapa and the Brazilian Agricultural Research Corporation, as…

Abstract

The aim of this chapter is to describe a four-type model of organisational structures and to discuss two cases, Embrapa and the Brazilian Agricultural Research Corporation, as well as additional cases at SAM-Research and the centre for shared medical support services established at the University of Bologna.

These cases should help readers understand the importance of designing distinctive, tailored-made support services while keeping these structures flexible for further adaptation under unforeseen changes.

The chapter concludes by stressing the role of institutions to steadily invest in the design of these tailored support structures and in personalised training for their support staff.

Details

The Emerald Handbook of Research Management and Administration Around the World
Type: Book
ISBN: 978-1-80382-701-8

Keywords

Article
Publication date: 15 June 2023

Scott M. Andrews

This research paper takes an interdisciplinary approach, drawing from empirical data, to explore the relationship between organisational change management and strategic leadership…

1011

Abstract

Purpose

This research paper takes an interdisciplinary approach, drawing from empirical data, to explore the relationship between organisational change management and strategic leadership to promote growth in value-driven, membership-based organisations through a qualitative multi-case-based analysis and to provide a discussion on the philosophies and practices of leadership teams which underpin successful organisational change within such not-for-profit organisations.

Design/methodology/approach

Each participating organisation had 700+ members, had previously experienced prolonged periods of auditable membership growth and employed distinctly different organisational models to facilitate growth. A qualitative multi-case study approach was adopted informed by 32 interviews with eight leadership teams. A thematic analysis provided a comparative review of responses.

Findings

All case study organisations emphasised the significance of strategic leadership teams and clearly communicated vision and flexible organisational structures as central to their strategic planning and subsequent growth. This builds on previous research which has explored organisational change in not-for-profit organisations and strategic leadership in not-for-profit organisations, which explores the strong linkages between the roles and functions of strategic leadership, organisational structures designed with the adaptive capacity to manage continuous and convergent change and their impact on sustained growth. Such linkages are more specifically supported by extended tenure of office for those in senior leadership roles, clear delineation of roles and responsibilities, the adoption of an outward growth-oriented focus and adaptable structures that encourage wider participation in leadership and management functions for the fulfilment of the organisation's mission. Most significantly, these organisations plan with change and growth in mind.

Practical implications

The findings of this research have transferable value to other not-for-profit, membership-based, value-driven organisations as well as other faith-based organisations, which will help to provide future linkages between leadership structures, decision-making and organisational design and its impact on the not-for-profit organisations' capacity for sustained growth.

Originality/value

This research challenges previous conceptions on UK church growth trends and observes that all the case organisations presented different organisational structures which were intentionally designed, context specific and developed by leadership teams with sustained growth in mind. Results from psychometric testing of participants confirmed that senior leaders of large value-driven organisations that have demonstrated a capacity for sustained growth are consistently likely to exhibit leadership characteristics which demonstrate a balanced capacity for personal humility and a committed resolve or professional will, which is also reflected in a pragmatic-type leadership style, building on previous psychometric testing research in this context.

Details

Journal of Organizational Change Management, vol. 36 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

Open Access
Article
Publication date: 10 October 2023

Hannele Roponen, Elina Fonsén, Tuulikki Ukkonen-Mikkola and Raisa Ahtiainen

This study examines the social organizational structure of one early childhood education (ECE) center in Finland and the relationship between this structure and the roles and the…

Abstract

Purpose

This study examines the social organizational structure of one early childhood education (ECE) center in Finland and the relationship between this structure and the roles and the responsibilities of the members of the organization.

Design/methodology/approach

The research is a qualitative case study with ethnographic features. Its variables for content analysis are based on Henry Mintzberg's theory of organizational design.

Findings

The study's results show that the organizational structure of the ECE center follows the organizational configuration of a Professional bureaucracy and that the multiprofessional teams follow the configuration of a Simple structure. The structures for centralization and decentralization are suitable for a professional bureaucracy, but the roles of the members of the organization and the processes for shared decision-making lack clarification. The shortage of qualified ECE teachers disrupts the function of the organization and the work of ECE leaders.

Research limitations/implications

The educational background of subjects may have affected the findings.

Originality/value

The study uses Henry Mintzberg's organizational structure theory to evaluate how and why power is distributed and activities are coordinated at the ECE center. The results also show what parts of the organization pose challenges that most commonly disrupt the organization's operations. With these findings, it is possible to expand the understanding of roles and responsibilities in the currently reforming ECE environment and what ECE centers need to function effectively. The study is part of a larger research project and will be continued to examine the leadership culture of the ECE center.

Details

International Journal of Educational Management, vol. 38 no. 1
Type: Research Article
ISSN: 0951-354X

Keywords

Open Access
Article
Publication date: 22 May 2020

Mathew Donald

Organisations have over time adopted conservative, structured and controlled processes to manage and achieve goals set with their stakeholders. Contrary to that, an environment of…

Abstract

Organisations have over time adopted conservative, structured and controlled processes to manage and achieve goals set with their stakeholders. Contrary to that, an environment of disruption has emerged, that being a faster, less predictable and less certain environment than the previous fifty or more years. This environmental difference has emerged due to the interconnectivity of trade formed out of globalisation, technology, internet and social media. The historical organisational decision models and structures are perhaps too slow and conservative for a faster less certain new age. Whilst pandemic was considered but one disruption to consider for the new age, more guidance is required for those leading and managing organisations through the current specific Covid-19 pandemic, into the pending recovery and beyond.

Whilst wide-scale jobs may be lost in this new future, new opportunities for entrepreneurs, creativity and skills will likely emerge. This article will research how disruption, pandemic in particular, is changing leadership and management practices. Additionally, this article recognises that many of the organisational structures and processes of today were originally designed over thirty to forty years ago, so may no longer be appropriate. The design aspects or organisations, decision models and dealing with stakeholders will likely need to change in a pandemic, so this paper will recommend new and modified ways for organisations to operate. This research will offer a theoretical solution to assist management and leaders adjust their business and decision models in a pandemic. The past operating organisational models may lack the creativity and flexibility necessary for a world that has locked down, works from home or have closed without notice at once. Leading and managing is so different in a pandemic, especially when so much has changed so quickly, so this article will contribute by recommending new organisational principles to work to.

Details

Emerald Open Research, vol. 1 no. 4
Type: Research Article
ISSN: 2631-3952

Keywords

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