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1 – 10 of over 149000
Article
Publication date: 14 September 2012

Mehdi Mahmoudsalehi, Roya Moradkhannejad and Khalil Safari

Identifying the impact of organizational structure on knowledge management (KM) is the aim of this study, as well as recognizing the importance of each variable indicator in…

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Abstract

Purpose

Identifying the impact of organizational structure on knowledge management (KM) is the aim of this study, as well as recognizing the importance of each variable indicator in creating, sharing and utility of knowledge.

Design/methodology/approach

For understanding relationships between the main variables (organizational structure‐KM), the authors used statistical analysis and a structural model. A questionnaire was designed based on a literature review. The correlation between variables was examined, then the effects of independent variables on dependent variable were recognized, and finally a structural equation approach was used to perform path analysis, and to examine the effect of exogenous variables on endogenous variables.

Findings

The results suggest that organizational structure is positively related to knowledge management. The findings extend theoretical implications for organizational factor effects on knowledge management. In general, if the characteristics of organizational structure were less centralized, less formalized, more complicated and more integrated, the levels of KM would be enhanced.

Research limitations/implications

A couple of limitations of this study should be noted. The first limitation is the sample size used. There was also inadequate access to scientific research and up to date papers.

Originality/value

The paper presents a clear relationship between organizational structure and knowledge management.

Details

The Learning Organization, vol. 19 no. 6
Type: Research Article
ISSN: 0969-6474

Keywords

Abstract

Details

Designing Local e-Government: The Pillars of Organizational Structure
Type: Book
ISBN: 978-1-78973-230-6

Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

Book part
Publication date: 10 December 2018

Sangyoon Yi, Nils Stieglitz and Thorbjørn Knudsen

In this study, the authors unpack the micro-level processes of knowledge accumulation (experiential learning) and knowledge application (problem solving) to examine how task…

Abstract

In this study, the authors unpack the micro-level processes of knowledge accumulation (experiential learning) and knowledge application (problem solving) to examine how task allocation structures influence organizational learning. The authors draw on untapped potential of the classical garbage can model (GCM), and extend it to analyze how restrictions on project participation influence differentiation and integration of organizational members’ knowledge and consequently organizational efficiency in solving the diverse, changing problems from an uncertain task environment. To isolate the effects of problem or knowledge diversity and experiential learning, the authors designed three simulation experiments to identify the most efficient task allocation structure in conditions of (1) knowledge homogeneity, (2) knowledge heterogeneity, and (3) experiential learning. The authors find that free project participation is superior when the members’ knowledge and the problems they solve are homogenous. When problems and knowledge are heterogeneous, the design requirement is on matching specialists to problem types. Finally, the authors found that experiential learning creates a dynamic problem where the double duty of adapting the members’ specialization and matching the specialists to problem types is best solved by a hierarchic structure (if problems are challenging). Underlying the efficiency of the hierarchical structure is an adaptive role of specialized members in organizational learning and problem solving: their narrow but deep knowledge helps the organization to adapt the knowledge of its members while efficiently dealing with the problems at hand. This happens because highly specialized members reduce the necessary scope of knowledge and learning for other members during a certain period of time. And this makes it easier for the generalists and for the organization as a whole, to adapt to unforeseen shifts in knowledge demand because they need to learn less. From this nuanced perspective, differentiation and integration may have a complementary, rather than contradictory, relation under environmental uncertainty and problem diversity.

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: 7 September 2010

Eva M. Pertusa‐Ortega, José F. Molina‐Azorín and Enrique Claver‐Cortés

Decisions about the design of the organization and the competitive strategy of a firm are very important in order to gain competitive advantage and to improve firm performance…

15031

Abstract

Purpose

Decisions about the design of the organization and the competitive strategy of a firm are very important in order to gain competitive advantage and to improve firm performance. The relationship between organizational structure, competitive strategy, and firm performance has usually been analyzed using the contingency approach. The objective of this paper is to extend the relevant empirical literature of the strategy‐structure‐performance paradigm by comparing the resource‐based view (RBV) with contingency theory. To that end, the paper seeks to examine how organizational structure affects firm performance, taking into account the relationship with competitive strategy.

Design/methodology/approach

A sample of large Spanish firms was studied using the partial least squares (PLS) technique.

Findings

The results support both the RBV and the contingency approach, but the RBV is more strongly supported. The findings show that organizational structure does not exert a direct influence on performance, but has an indirect influence through competitive strategy.

Research limitations/implications

The findings are limited to large firms. Therefore, they cannot be generalized to smaller companies. In addition, the use of opinion scales gives the study a subjective character. However, in this respect, most of the characteristics of organizational structure and competitive strategy are difficult to measure with objective data.

Originality/value

Researchers have studied the relationship between strategy and structure for a long time based on contingency theory. This study provides an alternative formulation for organizational design theory, based on the RBV, which makes it possible to reframe the relationships between strategy and structure by analyzing the organizational structure as a valuable resource and a source of competitive advantage.

Details

Management Decision, vol. 48 no. 8
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 March 2003

Catherine L. Wang and Pervaiz K. Ahmed

Organizational forms have evolved over the decades. Organizational design reflects the systems view, which considers that structure consists of both hard and soft components, and…

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Abstract

Organizational forms have evolved over the decades. Organizational design reflects the systems view, which considers that structure consists of both hard and soft components, and is the superior composition of relationship between organizational elements. Structural dimensions are traditionally examined along three dimensions of formal relationship: hierarchical, functional, and the dimension of inclusion and centrality, underlining two prime types of structure: mechanistic and organic organizations. However, the knowledge economy makes new demands on organizational structuring based on processes. Informal structure better depicts actual organizational activities and reflects dynamic interaction that is critical to knowledge creation. This conceptual paper incorporates informal structure as an important dimension and further elaborates organizational structuring at a higher level: trust‐based relationship, externally‐oriented interactive relationship, and emotionally‐inclusive relationship; and their importance in the attainment of organizational success in the knowledge economy.

Details

Measuring Business Excellence, vol. 7 no. 1
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 15 January 2018

Prodromos Chatzoglou, Dimitrios Chatzoudes, Lazaros Sarigiannidis and Georgios Theriou

This paper aims to attempt to bring together various organisational aspects that have never been collectively investigated before in the strategic management literature. Its main…

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Abstract

Purpose

This paper aims to attempt to bring together various organisational aspects that have never been collectively investigated before in the strategic management literature. Its main objective is to examine the relationship between “strategic orientation” and “firm performance”, in the light of two firm-specific factors (“distinct manufacturing capabilities” and “organisational structure”). The proposed research model of the present study is built upon the resource-based view (RBV) of the firm and the organisational aspect of the VRIO framework (the “O” from the VRIO model).

Design/methodology/approach

The study proposes a newly developed research model that adopts a four-factor approach, while examining a number of direct and indirect effects. The examination of the proposed research model was made with the use of a newly developed structured questionnaire that was distributed on a sample of Greek manufacturing companies. Research hypotheses were tested using the structural equation modelling technique. The present study is explanatory (examines cause and effect relationships), deductive (tests research hypotheses), empirical (collects primary data) and quantitative (analyses quantitative data that were collected using a structured questionnaire).

Findings

The empirical results suggest the coexistence of three distinct categories of effects on “firm performance”: strategy or “utility” effects, depending on the content of the implemented strategy; firm-specific effects, depending on the content of the organisational resources and capabilities; and organisational effects, depending on the implemented organisational structure. More specifically, the statistical analysis underlines the significant mediating role of “strategic orientation” and the complementary role of “organisational structure”. Finally, empirical results support the argument that “strategy follows structure”.

Research limitations/implications

The use of self-reported scales constitutes an inherent methodological limitation. Moreover, the present study lacks a longitudinal approach because it provides a static picture of the subject under consideration. Finally, the sample size of 130 manufacturing companies could raise some concerns. Despite that, previous empirical studies of the same field, published in respectable journals, were also based on similar samples.

Practical implications

When examining the total (direct and indirect) effects on “firm performance”, it seems that the effect of “organisational structure” is, almost, identical to the effect of “distinct manufacturing capabilities”. This implies that “organisational structure” (an imitable capability) has, almost, the same contribution on “firm performance” as the manufacturing capabilities of the organisation (an inimitable capability). Thus, the practical significance of “organisational structure” is being highlighted.

Originality/value

There has been little empirical research concerning the bundle of firm-specific factors that enhance the impact of strategy on business performance. Under the context of the resource-based view (RBV) of the firm, the present study examines the impact of “organisational structure” on the “strategy-capabilities-performance” relationship, something that has not been thoroughly investigated in the strategic management literature. Also, the present study proposes an alternate measure for capturing the concept of business strategy, the so-called factor of “strategic orientation”. Finally, the study adopts a “reversed view” in the relationship between structure and strategy. More specifically, it postulates that “strategy follows structure” and not the opposite (“structure follows strategy”). Actually, the empirical data supported that (reversed) view, challenging the traditional approach of Chandler (1962) and calling for additional research on that ongoing dispute.

Article
Publication date: 1 July 2002

Chimay J. Anumba, Catherine Baugh and Malik M.A. Khalfan

The construction industry is plagued by fragmentation of the functions carried out by the various disciplines involved in a project, particularly between the design and…

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Abstract

The construction industry is plagued by fragmentation of the functions carried out by the various disciplines involved in a project, particularly between the design and construction teams. Concurrent engineering (CE) is seen as a possible means of overcoming this problem. However, for the use of CE to produce the desired benefits, various issues have to be addressed, one of which is the use of appropriate organisational structures. To this effect, this paper explores organisational structures for the implementation of CE in the construction industry. It does so by first reviewing the main principles of, and issues concerning, CE and organisational structures, and by examining the structures which have been proposed for CE by researchers and those which have been used by manufacturing companies in their implementation of CE. By taking into account the peculiarities of the construction industry, this information is used, in conjunction with the results of case studies of companies within the industry, to suggest suitable types of corporate and project level organisational structures to support CE.

Details

Industrial Management & Data Systems, vol. 102 no. 5
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 1 October 1999

Philippa Hankinson

Contains the results of a quantitative research study which compared the organisational structures of the World’s Top 100 brand companies with those of less successful companies…

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Abstract

Contains the results of a quantitative research study which compared the organisational structures of the World’s Top 100 brand companies with those of less successful companies, referred to in this article as Outsider brand companies. Identifies that whilst the type of organisational structure may not be seen as a determinant of brand success, perceptions of whether the organisational structure was right for them, were. In other words, managers of brands need to feel that the organisational structure allows them to manage in the way they consider necessary to deliver brand success. In some instances this might mean an authoritarian style of management through a hierarchical organisational structure and in others, it might mean a more democratic style of management through relatively flat organisational structures. The results are discussed in the context of brand management theory and practice and the postmodern paradigm shift regarding organisational structure.

Details

Journal of Product & Brand Management, vol. 8 no. 5
Type: Research Article
ISSN: 1061-0421

Keywords

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