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Book part
Publication date: 22 November 2012

Cameron K. Tuai

Purpose – The integration of librarians and technologists to deliver information services represents a new and costly organizational challenge for many library…

Abstract

Purpose – The integration of librarians and technologists to deliver information services represents a new and costly organizational challenge for many library administrators. To understand how to control the costs of integration, this study uses structural contingency theory to study the coordination of librarians and technologists within the information commons.

Design/methodology/approach – This study tests the structural contingency theory expectation that an organization will achieve higher levels of performance when there is a positive relationship between the degree of workflow interdependence and the complexity of coordinative structures necessary to integrate these workflows. This expectation was tested by (a) identifying and collecting a sample of information common; (b) developing and validating survey instruments to test the proposition; and (c) quantitatively analyzing the data to test the proposed contingency theory relationship.

Findings – The contingency theory expectations were confirmed by finding both a positive relationship between coordination and interdependence and a positive relationship between perceptions of performance and degree of congruency between interdependence and coordination.

Limitations – The findings of this study are limited to both the context of an information common and the structures tested. Future research should seek to both broaden the context in which these findings are applicable, and test additional structural relationships as proposed by contingency theory

Practical implications – This study contributes to the library profession in a number of ways. First, it suggests that managers can improve IC performance by matching coordination structures to the degree of interdependence. For instance, when librarians and technologists are strictly co-located, managers should coordinate workflows using less resource-intensive policies rather than meetings. Second, the instruments developed in this study will improve the library manager's ability to measure and report unit interdependence and coordination in a valid and reliable manner. Lastly, it also contributes to the study of structural contingency theory by presenting one of the first empirical confirmations of a positive relationship between interdependence and coordination.

Originality/value – This study represents one of the first empirical confirmations of the structural contingency theory expectations of both a positive relationship between workflow interdependence and coordination, and a positive relationship between performance and coordination's fit to workflow interdependence. These findings are of value to both organizational theorists and to administrators of information commons.

Details

Advances in Library Administration and Organization
Type: Book
ISBN: 978-1-78190-313-1

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Book part
Publication date: 9 March 2016

Abstract

Details

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

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Article
Publication date: 1 October 2006

Matthew J. Giblin

Studies of police organizations typically involve examining predictors consistent with structural contingency theory while comparatively fewer have examined the…

Abstract

Purpose

Studies of police organizations typically involve examining predictors consistent with structural contingency theory while comparatively fewer have examined the applicability of institutional theory. The purpose of the current study is to examine the influence of institutional factors on the elaboration of organizational structure, specifically the incorporation of a crime analysis unit into a police organization's structure.

Design/methodology/approach

Data were obtained using a 2002 mail survey of law enforcement agencies focusing on the crime analysis function and environmental factors influencing the organization of that function. Additional information complementing the survey data was obtained through telephone interviews with representatives from 12 of the surveyed departments.

Findings

Multivariate results show that, consistent with contingency theory, size is an important predictor of structural elaboration. Analyses and interview responses suggest that institutional factors, particularly accreditation standards, may play some role in shaping organizational structures.

Research limitations/implications

The survey was returned by 160 agencies for a response rate of 56 percent but analyses were based on relatively small samples of 67‐77 agencies. Telephone interviews were conducted using a purposive, non‐probability sampling method.

Practical implications

The results of this exploratory study provide insight into factors contributing to the adoption of structures and strategies in policing.

Originality/value

The research is one of only a small number of studies in policing to explicitly test propositions derived from institutional theory, particularly the concept of institutional isomorphism.

Details

Policing: An International Journal of Police Strategies & Management, vol. 29 no. 4
Type: Research Article
ISSN: 1363-951X

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Book part
Publication date: 25 April 2013

Anna Grandori and Santi Furnari

This chapter reconstructs the roots of configurational analysis in organization theory and organizational economics, focusing on the elements of configurational thinking…

Abstract

This chapter reconstructs the roots of configurational analysis in organization theory and organizational economics, focusing on the elements of configurational thinking that are particularly relevant to organizational design; and outlining some future prospects for a configurational theory of organization design. We detect the presence of configurational ideas in many organization theories and organizational economics approaches. We argue that this, seldom acknowledged, continuity extends and enriches the implications of configurational analysis for organization design. In addition, we define and identify ‘structural heterogeneity’ as an organizational property that can be distinctively studied by configurational analysis, distinguishing between internal heterogeneity – diversity of organizational attributes within one configuration – and external heterogeneity – diversity of organizational configurations under the same environmental conditions. Some of the insights that can be gained through a configurational analysis of structural heterogeneity are illustrated through a fs/QCA study of a multi-industry sample of firms.

Details

Configurational Theory and Methods in Organizational Research
Type: Book
ISBN: 978-1-78190-778-8

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Article
Publication date: 13 May 2020

Edward Nartey, Francis Kwaku Aboagye-Otchere and Samuel Nana Yaw Simpson

This paper extends prior contingency-based management accounting research by building and empirically testing a theoretical model of contingency effects of supply chain…

Abstract

Purpose

This paper extends prior contingency-based management accounting research by building and empirically testing a theoretical model of contingency effects of supply chain integration (SCI) on the dimensions of management control system (MCS) and supply chain operational performance (SCOP) of hospitals in Ghana.

Design/methodology/approach

The paper uses factorial and structural path analysis of survey responses collected from 237 hospital accountants to model these relationships.

Findings

The results show that under strong SCI, the association between the MCS dimensions and hospital operational performance namely, cost effectiveness, flexibility and quality will be strengthened. In other words, the installation of MCS is more likely to provide a broad range of performance benefits for hospitals that align the four dimensions of the MCS with the dimensions of SCI (internal and external).

Research limitations/implications

A limitation of this study would be its limited scope, as it focused only on hospitals in one developing country. Therefore, the results as indicated here may have limited generalizability to other industries and countries.

Practical implications

We theorize that using optimal amounts of the MCS, a high level of SCI is likely to reduce supply chain (SC) cost, improve speed, flexibility and quality of the SC among healthcare institutions in Ghana. Also, based on the direct impact on performance exhibited by the MCS dimensions, effective implementation of SCI decisions requires the use of optimal amounts of MCS for high performance.

Originality/value

The paper contributes to contingency-based management accounting research and provides theory-driven and empirically proven explanations for hospital managers in recognizing the importance of aligning the dimensions of SCI and MCS.

Details

Journal of Accounting in Emerging Economies, vol. 10 no. 2
Type: Research Article
ISSN: 2042-1168

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Article
Publication date: 10 February 2012

Kevin P. Gallagher and Vickie Coleman Gallagher

The importance of involving subject matter experts (SMEs) in ERP implementations is well established. SMEs' knowledge of business and system processes are critical to…

Abstract

Purpose

The importance of involving subject matter experts (SMEs) in ERP implementations is well established. SMEs' knowledge of business and system processes are critical to conducting gap analyses and configuring enterprise systems. But what happens to SMEs on completion of the implementation phase? Prior qualitative research found that some organizations return SMEs to their old department, which can contribute to knowledge transfer; while other organizations retain the services of SMEs, to assist in ongoing efforts with support and enhancement of the systems. The purpose of this study is to understand post‐implementation organizational choices – when SMEs are retained and returned. The aim is to understand these choices relative to the goals of their project. Theoretically, organizations that return SMEs move toward a distributed or hybrid model, while organizations that retain SMEs employ a centralized functional‐support structure. In accordance with contingency theory, these structural choices should align with an organization's goals and measures of success.

Design/methodology/approach

This research conceptually builds on prior qualitative research, but is still exploratory in nature. The authors report on findings from an online survey conducted with 65 organizations. The sample included small, medium and large firms. Respondents were key decision‐makers in their organization's ERP initiatives (directors and managers) recruited from two user‐group associations (higher education and health care), primarily from the USA and Canada. Descriptive statistics and t‐tests (when appropriate) were utilized to analyze and report the findings.

Findings

The hybrid structure (neither completely centralized nor decentralized) was utilized most often (66 percent of the organizations in the sample). The organization's original goals and measures of success did not seem to dictate the final organizational structure, as would be predicted by contingency theory. The authors interpret this as an indication that the choice of structural form is not easily explained based on goals and objectives. They conjecture that devising a structural approach to supporting such a complex inter‐functional system such as ERP requires solving many complex simultaneous organizational problems.

Research limitations/implications

This research involves a small sample of 65 organizations and is exploratory in nature; hence, it may not be projectable to a larger population. Future research should supplement this study with more industry user groups, expand the sample size, and utilize more advanced statistical methods.

Originality/value

Previous research has focused on successfully implementing ERP, neglecting post‐implementation design. This study contributes to a growing body of work with regard to post‐implementation design, taking into consideration SMEs and reporting structure, goals, and measures of success utilizing contingency theory as the backdrop.

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Book part
Publication date: 10 December 2018

Xavier Castañer and Mikko Ketokivi

In this chapter, the authors theorize organizational integration by extending, elaborating, and combining various theoretical perspectives, such as structural contingency

Abstract

In this chapter, the authors theorize organizational integration by extending, elaborating, and combining various theoretical perspectives, such as structural contingency theory, organization economics, and organizational culture. The aim of this study is to provide the foundation for a holistic theory of integration that examines the different relevant facets of integration and a comprehensive set of tools – integrative devices – by which integration can be sought by those who design the organization. To this end, the authors examine the integration challenge that arises from various types of subunit interdependence – pooled, sequential, and reciprocal – and theorize which configurations of integrative devices are more likely to be effective in a given task environment. The authors close by discussing directions for future research on organizational integration.

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Article
Publication date: 1 January 1980

Chris Hendry

In part I of this paper a case study was considered in which I described my use of contingency analysis to solve a problem of organisation design. It was argued that the…

Abstract

In part I of this paper a case study was considered in which I described my use of contingency analysis to solve a problem of organisation design. It was argued that the account underplayed the character of the organisation as a political system and, in consequence, failed to treat the political character of the relationship between the consultant and members of the organisation. What was presented as a rational design solution was, therefore, not so. It was influential more for its pragmatic value in suggesting a form of organisation which fitted the managing director's preferences.

Details

Personnel Review, vol. 9 no. 1
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 29 April 2021

Javad Feizabadi and Somayeh Alibakhshi

To address how organizations should be malleable, the purpose herein is to draw on complementarity theory to examine the interaction effect of customer integration (i.e…

Abstract

Purpose

To address how organizations should be malleable, the purpose herein is to draw on complementarity theory to examine the interaction effect of customer integration (i.e. coordination) and shared relationship governance (i.e. cooperation) on supply chain adaptability and firm's performance.

Design/methodology/approach

A survey research design is adopted to collect primary data from 177 automotive components suppliers. After assessing the measures' psychometric properties, the hypothesized relationships are evaluated using hierarchical regression analysis supplemented by structural equation modeling and complementarity test.

Findings

In the context of industrial markets, and specifically the automotive component industry, a complementary interaction effect is found between coordination and cooperation. The complementary impact was significant in affecting the supply chain adaptability and the firm's performance. Our results refine the existing supply chain integration by highlighting the complementary effect of coordination and cooperation.

Practical implications

Understanding the true interaction effect between cooperation and coordination to develop supply chain integration avoids decision-makers' misperception over or underinvesting in activities. This research also provides key insights on the complementary effect of coordination and cooperation to establish structural flexibility in the supply chain and the ability to respond to the disruptions, such as the COVID-19 pandemic.

Originality/value

Understanding the true interaction effect between cooperation and coordination to develop supply chain integration avoids decision-makers' misperception over or underinvesting in activities. The implications for theory and practice are also presented.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 24 June 2020

Bruno S. Silvestre, Minelle E. Silva, Allan Cormack and Antônio Márcio Tavares Thome

This paper explores how organizational capabilities and path dependence affect the implementation of supply chain (SC) sustainability initiatives. Through the lenses of…

Abstract

Purpose

This paper explores how organizational capabilities and path dependence affect the implementation of supply chain (SC) sustainability initiatives. Through the lenses of contingency and evolutionary theory, the paper addresses the underexplored supply chain dynamics that enhance or inhibit sustainability trajectories.

Design/methodology/approach

Using in-depth multi-case studies for theory elaboration, five supply chains were studied through open-ended interviews with SC members, secondary data collection and site visit observation. The design consists of a combination of deductive and inductive approaches to elaborate theory on supply chain dynamics and enhanced sustainability trajectories.

Findings

The empirical study shows that learning is a fundamental condition for supply chains as they implement sustainability initiatives, and that exploitation capabilities are more frequently used than exploration capabilities. Path dependence plays a role in the outcomes of supply chain sustainability initiatives, which are influenced by both path dependence and contingencies of the contexts in which these systems operate.

Research limitations/implications

This paper puts forward five propositions that emerge from the literature and from the field study results. Although this is an exploratory research bounded by geographical limitations and the limited number of SC cases, the goal of elaborating theory may open up several promising avenues for future large-scale and longitudinal research studies.

Practical implications

By enhancing our understanding of the dynamics of supply chain sustainability trajectories, decision-makers, scholars and policy-makers can better understand how supply chains learn, how they employ SC member capabilities and how they deal with stakeholder resistance.

Originality/value

This paper extends supply chain sustainability theory by addressing the knowledge gap that exists with regard to understanding the dynamics of evolving supply chain sustainability trajectories. This paper sheds additional light on this important topic and contributes in multiple ways to the sustainable supply chain management literature.

Details

International Journal of Operations & Production Management, vol. 40 no. 9
Type: Research Article
ISSN: 0144-3577

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