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Journal articles on the topic 'Organizational management structure'

Author: Grafiati

Published: 4 June 2021

Last updated: 12 February 2022

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1

Straková, Jarmila, Jan Váchal, Jaroslav Kollmann, and Milan Talíř. "Development trends in organizational and management structures." Problems and Perspectives in Management 19, no. 2 (July 6, 2021): 495–506. http://dx.doi.org/10.21511/ppm.19(2).2021.39.

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Development trends in management and organizational structures are considered one of the limitations of the ongoing transformation of the company architecture of enterprises in the Czech Republic. This study is based on the survey data of over 450 enterprises in different sizes and sector categories conducted in 2016–2019. Statistical dependence between the type of organizational structure and size of an enterprise is confirmed with a trend of transition to a department-based organizational structure at the expense of a division-based structure. A high degree of statistical dependence is found between the number of management levels and size of a company. However, a low level of statistical dependence is found between the number of management levels and the sector type. Dependence between management structure/size of an enterprise and its profitability is not confirmed. A critical strategic task for companies is acceleration of the transformation of the company architecture, including the organizational framework, and intensification of the innovation and digitalization based on a transfer of new knowledge into corporate practice. If enterprises accomplish this strategic task, they will generate higher value and they can be more profitable and sustainable. A transfer from classical management structures to departmental structures is demonstrated, which creates preconditions for transformation in process and project management. A new finding is an independent relationship between management structure/size of an enterprise and its profitability; and an opposite trend considering the number of management levels compared to the prediction, i.e., their decrease.

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Walczak, Steven. "Organizational knowledge management structure." Learning Organization 12, no. 4 (August 2005): 330–39. http://dx.doi.org/10.1108/09696470510599118.

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3

Tiller, Stephen R. "Organizational Structure and Management Systems." Leadership and Management in Engineering 12, no. 1 (January 2012): 20–23. http://dx.doi.org/10.1061/(asce)lm.1943-5630.0000160.

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4

Lee, Kin Wai, Baruch Lev, and Gillian Yeo. "Organizational Structure and Earnings Management." Journal of Accounting, Auditing & Finance 22, no. 2 (April 2007): 293–331. http://dx.doi.org/10.1177/0148558x0702200213.

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5

Badruddozza Mia, Mohammad, and Magnus Ramage. "ICT-mediated organizational change in microfinance organizations: a case study." Problems and Perspectives in Management 16, no. 3 (July 6, 2018): 40–47. http://dx.doi.org/10.21511/ppm.16(3).2018.04.

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A strong research tradition on the economic and social impacts of microfinance intervention has been going on. But a dearth of studies on microfinance organizational and management perspectives is there, although the social and economic impacts of this development program largely depend on its organizational setup and intervention management. ICT (decipher!!!) has been used in microfinance organizations for quite a long period of time. This study looks into the ICT-mediated material and social changes that happen in this unique type of organization and its management. The study was conducted using exploratory case study in two organizations. A number of semi-structured interviews and focus groups have been conducted at different layers of the organizations. The study found that ICT has profound implications for change in different material and social aspects of microfinance organizations. As a catalyst, ICT causes organizational structure shrank both horizontally and vertically. Because of the use of ICT a loss-of-middle phenomenon emerges in organizational structure and a tendency of centralized decision authority prevails. It helps boosting up the operational performance and transparency and lowering the long-debated interest rate of microfinance. It engenders profound changes in human resources and socio-cultural aspects of microfinance organizations. However, if protective mechanism is not adopted then the use of ICT may have detrimental effects to the social performance of microfinance. This study contributes to the knowledge domain of ICT-mediated organizational change and the microfinance policy makers by exploring the implications of ICT to different organizational aspects. It contributes by unearthing the detrimental effect of ICT to the development outcome of microfinance intervention.

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Karpets, O. V., A. V. Sinitsyn, and A. V. Firsova. "METHODOLOGY FOR CHOOSING THE ORGANIZATIONAL STRUCTURE OF ENTERPRISE MANAGEMENT." Scientific Review: Theory and Practice 10, no. 9 (September 30, 2020): 2003–12. http://dx.doi.org/10.35679/2226-0226-2020-10-9-2003-2012.

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This article discusses the problem of choosing the correct and effective organizational structure of enterprise management for its correct functioning. The existing types of organizational structures of enterprise management, which are used in practice today, are analyzed, and their positive, negative sides and the type of enterprises for which they can be used are revealed. Along with this, this article discusses and describes methods for choosing an organizational structure for an enterprise. Also, during the study, internal and external factors were identified that affect the choice of an organizational structure. Based on the analysis, a methodology for choosing the most effective type of organizational structure for enterprises was drawn up. The question of choosing an organizational structure is acute for every manager at the very beginning of the operation of an enterprise, because the quality of performance of functions, both of individual divisions and of the entire enterprise as a whole, directly depends on this. Among many types of organizational structures in this study, the types of organizational structures that are most adaptable to changes in external and internal factors are identified. This study provides methods and tools for selecting the appropriate organizational structure for any enterprise. At the moment, some methods, be it goal structuring or computer modeling, are not widely used, which in turn makes it difficult to choose an effective organizational structure for enterprise management. The choice of an effective organizational structure is an extremely urgent problem today for every entrepreneur, who is interested in the stable economic activity of his or her enterprise.

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7

Głód, Wojciech. "Organizational structure, environment and management innovation." Global Journal of Business, Economics and Management: Current Issues 9, no. 3 (November 30, 2019): 134–42. http://dx.doi.org/10.18844/gjbem.v9i3.4450.

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Increasing health care marketisation may be, in broader sense, perceived as a mechanism providing the foundation for seeking new ways to rationalise operations in this area. These efforts aim to increase the efficiency of the health care sector, to better adjust health care services to social needs and to improve the management of scarce resources. The core of the process is treating a health care organisation as a partner for other actors and examining its strategic partners. The study aims to present the relationships among the characteristics of the environment, organisational structure and innovation management. Keywords: Health care, Poland, organisational structure, environment, management innovation.

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8

Atkinson, Simon, Anja Schaefer, and Howard Viney. "Organizational structure and effective environmental management." Business Strategy and the Environment 9, no. 2 (March 2000): 108–20. http://dx.doi.org/10.1002/(sici)1099-0836(200003/04)9:2<108::aid-bse236>3.0.co;2-l.

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9

Kim, Irene. "Discussion—Organizational Structure and Earnings Management." Journal of Accounting, Auditing & Finance 22, no. 2 (April 2007): 333–38. http://dx.doi.org/10.1177/0148558x0702200214.

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Ahamadzadeh, Soraya, and Masoud Ghahremani. "The Relationship between Organizational Structure and Quality of Services in Government Organizations (Case Study: Education and Nurture Management, Mahabad)." International Academic Journal of Organizational Behavior and Human Resource Management 06, no. 01 (June 7, 2019): 40–45. http://dx.doi.org/10.9756/iajobhrm/v6i1/1910004.

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Koleci, Baki, and Violeta Koleci. "ORGANIZATIONAL STRUCTURE OF THE MANAGEMENT IN THE FIELD OF TOURISM." Knowledge International Journal 26, no. 6 (March 18, 2019): 1653–56. http://dx.doi.org/10.35120/kij26061653k.

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Organizations Depending on the type of activity they exercise their size, geographical distribution, leading ideology, and the environment in which they operate, they select a suitable organizational structure. The organization's structure is static, it reflects the state of the organization, only at a certain moment, as decentralized as an organization, and it is harder for managers to impose bureaucratic norms. Organizational structuring is one of the issues that has always attracted the attention of scholars and practitioners. Drucker underlined that "A good organizational structure does not bring a good performance on its own, but a bad organizational structure makes it impossible to perform well, no matter how good it is to be its managers. All small or large, private or public, profit-oriented or not, regardless of the areas where they exercise their activity, have a common thing: the "need to manage". Each of them for the achievement of the final goal engages a variety of human, matrix and financial resources. The term management has many dimensions and definitions, which varies more than the description made to its functions. Researcher Brech defines management as "A social process that has the responsibility for planning and effective and economical regulation of an organization's operations in order to achieve a goal or a given task".

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12

OʼBrien, Barbara L. "Nursing Organizational Structure." Nursing Administration Quarterly 22, no. 4 (1998): 21–23. http://dx.doi.org/10.1097/00006216-199802240-00007.

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13

Telem, Moshe. "THE PROCESS ORGANIZATIONAL STRUCTURE." Journal of Management Studies 22, no. 1 (January 1985): 38–52. http://dx.doi.org/10.1111/j.1467-6486.1985.tb00241.x.

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14

Balraj, Noah Anburaj. "Management of Basic Unit of Organizational Structure." Abstract Proceedings International Scholars Conference 7, no. 1 (December 18, 2019): 1259–69. http://dx.doi.org/10.35974/isc.v7i1.1970.

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This research paper identifies components of organizational structure and the need to formulate a basic unit of organizational structure. The basic unit of any organization is vitally a propelling force that enables goal implementation and accomplishment. While organizational structures impact on the success and failure of achieving the set goal of an organization, it is extremely important to understand the elements that construct the basic structural unit of an organization. The purpose of the study is to understand and develop a substantial model of a basic structural unit of organization and how it could be managed. The methodology of the paper is through the holistic structural analysis of the basic units of living things and its relative impact on living, and relating the conceptual phenomenon of the living things to organizational structure and derive a basic unit. It is purely a qualitative study on living thing’s structural and functional aspects. The data collected were observed components of structural and functional aspects of human and plant anatomy and physiology and inanimate elements. Finding depicts the basic structural unit of an organization is composed of a physical system, cognitive system, social system, and spiritual system. Contingency approach of a basic unit fits all situations with the right composition of the systems considered in this research. Creating a basic unit of an organizational structure to function continuously to eliminate overt pressure and stress on employees. Differences in the functions performed internally and externally by living things and organization are significant. Synchronizing functional units with the basic unit have an effective outcome of organizational goals. Further study could be done separately on the sustainability of organizational growth and its effective basic unit. Discussions of the research identify the management of basic unit towards organizational efficiency and effectiveness.

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15

Santalova, Marianna, Irina Soklakova, Dariko Balakhanova, Elvira Lesnikova, and Elena Chudakova. "Target organizational structure and human potential." SHS Web of Conferences 101 (2021): 02009. http://dx.doi.org/10.1051/shsconf/202110102009.

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The article examines the success of companies depending on the quality of human resources and the organizational structure of their management. Based on the structure of human potential, the work highlights the processes that reduce it; the values of work of employees of the studied companies are ranked: work as a means of subsistence, communication with colleagues, confidence in the future, the installation "work as the main value in life", the possibility of creative growth. Problems in the field of personnel management are identified in two areas: composition of employees; performance management of staff. To improve the work of managers in the studied companies, it is proposed to implement a comprehensive program. It should include the following areas: changing the management structure, where job responsibilities are clearly reallocated; reviewing job descriptions in order to regulate employee responsibilities, support the most effective technology; and building organizational commitment of staff. The organizational structure of the studied trading firms should be made problem-oriented. Changing the structure will allow to: create additional links that deal with strategic planning; organize production and sales, improve quality, and develop production; the line manager will be able to delegate authority on certain issues and tasks.The proposed problem-oriented management structure, which has the advantages of all organizational structures, has no obvious disadvantages. It provides a high level of specialization of employees, performing a specific function; it is combined with the structure of the management system, is easy to form and operate, and is adaptive to changes. We suggest evaluating the effectiveness of human resource management when changing the organizational structure of management by the level of management decisions of organizations.

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Somavarapu, Prabhakar, and Stanley R. Dean. "Sustainable Organizational Structure for Implementing Asset Management." Proceedings of the Water Environment Federation 2008, no. 8 (January 1, 2008): 7018–27. http://dx.doi.org/10.2175/193864708788809301.

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17

Van Der Merwe, A. P. "Multi-project management—organizational structure and control." International Journal of Project Management 15, no. 4 (August 1997): 223–33. http://dx.doi.org/10.1016/s0263-7863(96)00075-0.

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18

Claver‐Cortés, Enrique, Patrocinio Zaragoza‐Sáez, and Eva Pertusa‐Ortega. "Organizational structure features supporting knowledge management processes." Journal of Knowledge Management 11, no. 4 (July 24, 2007): 45–57. http://dx.doi.org/10.1108/13673270710762701.

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19

Cheng, Min-Yuan, Cheng-Wei Su, and Horng-Yuh You. "Optimal Project Organizational Structure for Construction Management." Journal of Construction Engineering and Management 129, no. 1 (February 2003): 70–79. http://dx.doi.org/10.1061/(asce)0733-9364(2003)129:1(70).

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20

Evans, Christina. "Diversity management and organizational change." Equality, Diversity and Inclusion: An International Journal 33, no. 6 (August 12, 2014): 482–93. http://dx.doi.org/10.1108/edi-09-2013-0072.

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Purpose – Set against a background of numerous institutionally funded programmes with a focus on gender mainstreaming, the purpose of this paper is to draw on institutional theory as an alternative lens to explain why such programmes often fail to achieve the desired outcomes. Design/methodology/approach – The paper is based on a case of a European Social Fund EQUAL Programme aimed at enhancing employment opportunities for women in Information Technology, Electronics and Communication and related sectors. The paper focuses on the partnership working aspect, which is a fundamental mobilizing structure of European Commission programmes. Insights into the experiences of partnership working were gathered from interviews with 18, out of the 24 participating partners, on this specific programme. Findings – Tensions with partnership working are exposed and discussed: frustration with intra-organizational collaborative working and structures and outputs that promote a mimetic approach to change, legitimized through the symbolic use of “best practice”; findings more consistent with “institutional isomorphism”, as opposed to “institutional innovation”. Social implications – Given that partnership working remains a key mobilizing structure of gender mainstreaming programmes, both within Europe and in other contexts, the paper concludes with recommendations aimed at those responsible for commissioning and overseeing such programmes. Originality/value – This paper draws on institutional theory as an alternative lens to examine and explain why gender mainstreaming programmes do not always achieve the intended outcomes. To date, as others acknowledge, there has been limited work that has applied organizational theory to this problem.

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Heorhiadi, Nelli, Oleksiy Druhov, Roksolana Vilhutska, Mariana Bets, Andrii Stoianovskyi, and Mateusz Folwarski. "Organizational development in banks management systems." Banks and Bank Systems 13, no. 3 (July 18, 2018): 1–11. http://dx.doi.org/10.21511/bbs.13(3).2018.01.

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Organizational development in banks management systems (ODBMS) is a complex phenomenon of a sustainable and multifunctional nature. The goal of ODBMS is to generate creative ideas and implement changes in order to provide an appropriate level of rational interaction between the ODBMS subjects. It leads to an achievement of the expected economic and managerial results.Organizational changes that are accompanied by organizational development in the BMS can be controlled and spontaneous, positive and negative. The idea of the article is to reveal the methodical aspects of the managed organizational development of the BMS, with expected positive effects. It would be shown that the offered ideas can be used for achieving organizational goals, avoiding the organizational entropy, increasing the creative activity of bank employees, in particular, in developing new banking products, expanding the opportunities of Internet banking, etc.Achieving certain positive effects from the implementation of organizational changes in the BMS requires a high level of managers awareness about the state of implementation of the goals of the bank’s organizational development, the methods of their implementation, factors that affect the achievement of these goals. In this context, fundamental information about the structure and links in the BMS is important as well as operational information that characterizes the level of completeness and implementation quality of the specific banking officers’ duties.In the article the features of ODBMS are solved, based on the application of the provisions of morphological analysis and set theory. The proposed provisions are considered through the prism of two criteria – the level of managerial awareness and predictability of the results of the organizational changes implementation.

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Panin, V., and D. Belikova. "Problems of Improving Organizational Structures Management of Construction Companies." Management of the Personnel and Intellectual Resources in Russia 10, no. 2 (May 26, 2021): 61–64. http://dx.doi.org/10.12737/2305-7807-2021-10-2-61-64.

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In this article, special attention is paid to the issues of improving the organizational structures of management of companies in the construction industry. The criteria for changes in the management structure of the company are being specified; tasks that pose the transformation and optimization of the management structure to business entities. The main reasons for the search for new organizational structures of management in the organizations of the investment and construction sphere are considered; the main reasons that prevent the introduction of methods of structural adjustment. The main problems of the formation and improvement of organizational structures of management in the investment and construction sphere at different levels of the organization are raised. Attention is focused on the main tasks of modernizing the organizational structure of company management.

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23

Schumacher, Christian. "Organizational structure and CEO dominance." Journal of Organization Design 10, no. 1 (February 9, 2021): 19–34. http://dx.doi.org/10.1186/s41469-021-00091-6.

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AbstractWe explore the effects of chief executive officers’ (CEOs’) personal dominance—an idiosyncratic character trait strongly associated with a desire for influence and control—on two fundamental organizational design decisions: the CEO’s span of control (1) and her delegation of responsibilities as reflected in the appointment of a chief operating officer (COO) (2). Linking three original measures of CEO dominance based on quarterly earnings calls with manually collected data on span of control and COO positions for a sample of CEOs presiding over large US corporations, we demonstrate that CEOs who are high in dominance have a significantly larger personal span of control and delegate fewer decision rights than less-dominant CEOs. We discuss implications of our findings and future questions from an organizational design perspective.

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24

Barnatt, Christopher, and Pauline Wong. "Acquisition Activity and Organizational Structure." Journal of General Management 17, no. 3 (March 1992): 1–15. http://dx.doi.org/10.1177/030630709201700301.

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25

Lupton, Nathaniel, and Paul Beamish. "Organizational structure and knowledge-practice diffusion in the MNC." Journal of Knowledge Management 18, no. 4 (July 8, 2014): 710–27. http://dx.doi.org/10.1108/jkm-11-2013-0448.

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Purpose – This study aims to examine the interaction of formal and informal cross-border knowledge-sharing practices of four large multinational corporations (MNCs) in aerospace, software, IT services and telecommunications industries. The goal was to determine the manner in which coordination and control mechanisms facilitated knowledge transfer. Design/methodology/approach – Case studies comprised secondary data and semi-structured interviews with corporate headquarters and subsidiary managers in large MNCs conducted in the USA, Canada, Mexico, China, India and Eastern Europe. Findings – The primary finding of this study is that knowledge transfer mechanisms arise as a result of both formal and informal structures of the MNC. Formal structures which create either mutual dependencies or occasions for knowledge exchange facilitate transfer. Formal structure which inhibits knowledge transfer can be overcome by knowledge brokers and evaluation metrics. Research limitations/implications – These findings suggest that knowledge transfer is more informal than formal, but that MNC headquarters does play a role, intended or not, through shaping the interdependencies among geographically distributed units. Managers should be mindful of both the manner in which tasks and the organization are structured, as these have an indirect impact on the development of knowledge channels. Originality/value – This paper investigates the role of organizational structure and its effect, both intended and unintended, on the transfer of knowledge-based practices. While knowledge transfer has been heavily researched, this study examines the phenomenon at a finer-grained level of analysis.

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Astley, W. Graham. "Organizational Size and Bureaucratic Structure." Organization Studies 6, no. 3 (July 1985): 201–28. http://dx.doi.org/10.1177/017084068500600301.

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Patterns in the evolutionary development of bureaucratic organization are analysed as functions of the interplay between four structural dimensions: work-flow interdepen dence, hierarchical shape, administrative intensity, and mechanisms of control. Three stages of growth, marked by distinct configurations of these four structural dimensions are associated with increases in organizational size. The growth stages are derived as ideal types which are constructed on the basis of 'technical rationality'. These technically ideal types are compared to Max Weber's bureaucratic ideal-type, and some terminological confusions in the organizational literature are identified.

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Hinings, C. R., L. Thibault, T. Slack, and L. M. Kikulis. "Values and Organizational Structure." Human Relations 49, no. 7 (July 1996): 885–916. http://dx.doi.org/10.1177/001872679604900702.

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Ravasan, Ahad Zare, Ali Nabavi, and Taha Mansouri. "Can Organizational Structure Influence ERP Success?" International Journal of Information Systems and Supply Chain Management 8, no. 1 (January 2015): 39–59. http://dx.doi.org/10.4018/ijisscm.2015010103.

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Implementing enterprise resource planning systems is a sophisticated, lengthy and costly process which tends to face serious failure. Though many contributing factors have been cited in the literature, the authors argue that the integrated nature of ERP systems, which generally requires an organization to adopt standardized business processes reflected in the software, is one of the key factors contributing to these failures. The integration and standardization imposed by most ERP systems may not be suitable for all types of organizational structures and it seems that some characteristics in organizational structures affect the likelihood of implementation success or failure. Based on the theory of organizational structure, this paper analyzes how the traditional variables which define a firm's organizational structure such as formalization, complexity, and centralization along with two variables of size and CIO position in an organization influence ERP projects success. The paper tests five hypotheses using a sample of 203 Iranian cases. The results show that all of the research variables on organizational structure exert a positive influence on ERP success which confirms all the research hypotheses.

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Глущевський, В’ячеслав Валентинович. "Design of organizational innovations: model of virtual organizational structure for enterprise management." Technology audit and production reserves 4, no. 6(30) (July 26, 2016): 4. http://dx.doi.org/10.15587/2312-8372.2016.74814.

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Ghaedi, Zinat, Abdolali Keshtegar, and Mohammad Ghasemi. "Impact of Knowledge Management on Success of Customer Relationship Management (Staff, Leadership, Organizational Structure)." Modern Applied Science 10, no. 3 (February 25, 2016): 142. http://dx.doi.org/10.5539/mas.v10n3p142.

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<p>The aim of this study was to analyze the impact of knowledge management on success of customer relationship<br />management: mediating impacts of organizational factors (staffs, leadership, organizational structure) in capital<br />bank by descriptive-correlation method. Accordingly, to measure knowledge management, the Fang and Choai<br />(2009) questionnaire was applied, to evaluate organizational variables (staffs, leadership, organizational<br />structure), Greve & Albers (2006) questionnaire was used and to assess technology of customer relationship<br />management, Chang et al (2006) questionnaire was employed and regarding success of customer relationship<br />management, Bang (2005) and Chen and Chung (2004) questionnaires were used. The population of this study<br />included all staffs of capital bank in Tehran city that were 642 staffs which based on Cochran formula, 240 staffs<br />were selected by cluster sampling. To analyze data, Pearson correlation test and structural equation model were<br />employed by using SPSS and AMOS software. The obtained results of this study indicated that the knowledge<br />management affected significantly on organizational factors (staffs, leadership, organizational structure).<br />Furthermore, the technology of interaction management affected significantly on success of customer<br />relationship management and also technology of customer relationship management influenced significantly on<br />organizational factors (staffs, leadership, organizational structure). Organizational factors (staffs, leadership,<br />organizational structure) affected significantly on success of customer relationship management. The findings of<br />this study showed that the knowledge management did not affect significantly on success of customer<br />relationship management. Technology of customer relationship management by mediating variable of<br />organizational factors did not affect significantly on success of customer relationship management.</p>

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Mahmoudsalehi, Mehdi, Roya Moradkhannejad, and Khalil Safari. "How knowledge management is affected by organizational structure." Learning Organization 19, no. 6 (September 14, 2012): 518–28. http://dx.doi.org/10.1108/09696471211266974.

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Ho, Chin-Fu, Pei-Hsuan Hsieh, and Wei-Hsi Hung. "Enablers and processes for effective knowledge management." Industrial Management & Data Systems 114, no. 5 (June 3, 2014): 734–54. http://dx.doi.org/10.1108/imds-08-2013-0343.

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Purpose – The purpose of this paper is to attempt to assist firms in applying knowledge management (KM) through developing an integrated model which considers knowledge enablers, knowledge circulation processes (KCP), and job performance. Design/methodology/approach – This study utilizes a questionnaire technique to validate the proposed integrated model. Structural equation modeling also validated the model. Findings – All dimensions in the construct of organizational culture positively impact KCP. However, the formalized organizational structure appears to have a positive impact on KCP, while the autonomous organizational structure did not. This study also finds that KCP has a positive impact on both task outcomes and contextual job performance. Research limitations/implications – The integrated model, which served to examine the impact of KM enablers on KCP, from the standpoints of organizational culture and organizational structure, along with the impact of KCP on job performance, has improved understanding of the relationships among KM enablers, KCP, and job performance. Practical implications – Firms should carefully consider methods for adjusting internal structural designs or institute various mechanisms to promote the use of KM to maintain the organization's long-term competitive advantage. Originality/value – The model contributes to firms’ understanding the influence of knowledge enablers on KCP, and provides a KM performance index for assessment of individual performance. Research results can provide enterprises with guidance for implementing initiatives for KM initiatives.

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Wiedemann, Anna, Andy Weeger, and Heiko Gewald. "Organizational Structure vs. Capabilities." International Journal of IT/Business Alignment and Governance 6, no. 1 (January 2015): 50–70. http://dx.doi.org/10.4018/ijitbag.2015010104.

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IT managers are under constant pressure to deliver high quality IT services at low cost to their internal customers. Although this task seems to be virtually impossible it is the daily life of many IT professionals and as such of high practical importance. However, research on IT service delivery (ITSD) is rare and little analysis is devoted to the question how organizational settings and specific capabilities impact the performance of ITSD. Addressing this gap, this paper identifies critical success factors for ITSD management. A research framework was developed and tested using a multiple case study approach. The analysis was conducted using qualitative comparative analysis (QCA). Findings show that a central organizational unit responsible for service delivery (a so called “retained organization”) is not necessarily a condition for high performing ITSD. Outstanding performance was only found in firms where adequate organizational structures are in place and ITSD-specific competencies like knowledge integration and measurement capabilities were cultivated.

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Jacob, Nina. "Organizational Structure and Crosscultural Management: The Case of Credit Suisse's Project Copernicus in Singapore." Vikalpa: The Journal for Decision Makers 32, no. 4 (October 2007): 63–74. http://dx.doi.org/10.1177/0256090920070405.

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This paper explores the linkage between organizational structure and cross-cultural management. It suggests that a fluid and continuously evolving structure enables effective crosscultural management. In support of this proposition, the paper reports on the experience of one of the world's largest financial services corporations – a Swiss Bank. The bank adopted a different type of organizational structure for one of its units. This new structure was different from the traditional bureaucracy it had used throughout the 150 years of its existence. It was observed to be an emergent structure, evolving in response to the stimulants provided by its various cultural constituents. It was also flexible, allowing it to assimilate when necessary, the inputs provided by its diverse cultural constituents, and discard when necessary, the structural features which no longer served any useful purpose. This paper discusses and analyses the experience of Credit Suisse Private Banking's Project Copernicus in Singapore, (October 2000 – December 2001). The principal findings of this paper are: Traditional modes of organizational structure are not appropriate for the management of diversity. Fluid and amorphous organizational structures provide the context within which crosscultural management can be effected. There is a symbiotic relationship between organizational structure and organizational members' cultural heritage. The author had earlier highlighted (2005) the fact that current cross-cultural management research emphasises the need for multiculturalism. Multiculturalism is the management of subcultures within an entity like the nation-state. Organizational structures need to be designed keeping in mind the dynamics of interacting sub-cultures within a multicultural organization. An analysis of the case study embedded in this paper reveals that cross-cultural management is facilitated by: The co-evolution of organizational structure and management practices. In other words, organizational structure need not be durable as has traditionally been the case. Additionally, it need not precede the creation and operationalization of management practices. Allowing individual members' cultural heritage to influence the evolving nature of organizational structure. Thus a manager entering a multicultural organization would try and align himself⁄herself with the existing structure. Co-terminously, he⁄she would impact on the structure's design. The impact would have cultural underpinnings. Enacting an organizational structure that overtly takes into account the cultural conditioning of individual members. Thus two managers from different cultures experiencing difficulty in interacting with each other may both have to adapt and change in order to sresolve discord as well as to find a fit with the organization. Meanwhile, the amorphous nature of the organizational structure makes possible the improvisation that accompanies managers' attempts to find a fit.

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Konina, Evgenia Vladimirovna, Pavel Vladimirovich Zadrovskiy, and Elena Vasilievna Baranova. "Management Features of Russian and Foreign Universities Management and Organizational Structure." Biosciences Biotechnology Research Asia 12, no. 1 (April 30, 2015): 807–14. http://dx.doi.org/10.13005/bbra/1726.

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Foster, William M., and Marvin Washington. "Organizational structure and home team performance." Team Performance Management: An International Journal 15, no. 3/4 (June 12, 2009): 158–71. http://dx.doi.org/10.1108/13527590910964937.

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Vanhaverbeke, Wim, and Huub Torremans. "Organizational structure in process-based organizations." Knowledge and Process Management 6, no. 1 (March 1999): 41–52. http://dx.doi.org/10.1002/(sici)1099-1441(199903)6:1<41::aid-kpm47>3.0.co;2-4.

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Adashev, Azimjon Urinboevich, and Abdulkholik Mukhiddin Ugli Ismoilov. "The Role Of Small Business In The Management Of The Organized Structure." American Journal of Applied sciences 03, no. 04 (April 29, 2021): 84–90. http://dx.doi.org/10.37547/tajas/volume03issue04-11.

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Small business is one of the most important sectors of the national economy. At the same time, small businesses play an important role not only in the national economy, but also in the social sphere. The article considers the nature of the organizational structure of the activities of small businesses and makes recommendations.

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Barsegyan, N. V. "DESIGN FEATURES OF MANAGEMENT SYSTEMS ENTERPRISES OF THE PETROCHEMICAL COMPLEX." Vestnik Universiteta, no. 12 (February 3, 2021): 44–50. http://dx.doi.org/10.26425/1816-4277-2020-12-44-50.

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Restructuring, redesigning or designing the organizational management structure on a scientific basis at domestic petrochemical enterprises are tools for improving the management system in the context of transition to new management standards, which contributes to the most effective achievement of goals. The article summarizes and analyses methods and approaches for designing organizational management structures and methods for their evaluation. In the development strategy of petrochemical enterprises aimed at resource conservation and the development of new petrochemical products, flexible organizational management structures are recommended, the design of which requires the use of a set of methods with the integration of the advantages of each of them. For proper management decision-making, it is necessary to develop a balanced system of indicators, in connection with which the author proposes the key indicators that characterize the effectiveness of the management system – technological, managerial, economic. The paper develops the functional model of modernization of the organizational management structure according to strategy of development of the enterprise based on the IDEF0 methodology. The study proposes the model of lean strategy for the development of the organizational structure of petrochemical enterprise management, as the integration of business strategic management systems, production organization and personnel training, based on the project management approach.

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Wagner, C., R. Mannion, A. Hammer, O. Groene, O. A. Arah, M. Dersarkissian, and R. Sunol. "The associations between organizational culture, organizational structure and quality management in European hospitals." International Journal for Quality in Health Care 26, suppl 1 (March 25, 2014): 74–80. http://dx.doi.org/10.1093/intqhc/mzu027.

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Zheng, Wei, Baiyin Yang, and Gary N. McLean. "Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management." Journal of Business Research 63, no. 7 (July 2010): 763–71. http://dx.doi.org/10.1016/j.jbusres.2009.06.005.

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Farahmand, Nasser Fegh-hi, and Shirin Pour Haji Ali Farid. "SATISFACTORY QUALITY SCENE RELATIONSHIP MANAGEMENT BY SCHEMATIZED STRUCTURE." International Journal of Research -GRANTHAALAYAH 3, no. 4 (April 30, 2015): 56–69. http://dx.doi.org/10.29121/granthaalayah.v3.i4.2015.3023.

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The role of organizations is to implement strategy. A fundamental proposition in strategy is that distribution methods must be aligned with customers and competitive advantage. Unfortunately, method successful measurement literature has provided ambiguous guidance to managers. This paper proposes a relation of organizational relationship management by schematized structure and reviews the satisfactory quality scene strategies and performance measurement literature to develop a conceptual model and research propositions. In fact, organizations influence whether or not those organizations engage in satisfactory quality scene strategies. In this field, the focus is on the special characteristics of schematized structure such as education type and level. The facilitator manager's characteristics showing a significant association with a commitment to organizational relationship management and also organizational relationship management showed a positive association with those schematized structure with a growth orientation. It is concluded that facilitator manager's characteristics can be important in explaining and compilation the organizational relationship management within the organizations for implementation. This paper is to explore the ways in which certain characteristics of schematized structure of organizations generate a tendency to prepare formal written satisfactory quality scene strategies.

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Sitar, Aleša Saša, and Miha Škerlavaj. "Learning-structure fit part I." Learning Organization 25, no. 5 (July 9, 2018): 294–304. http://dx.doi.org/10.1108/tlo-09-2015-0050.

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Purpose The purpose of this study, which consists of two parts, is to bring together literature on organizational design and learning of individuals in organizational settings. The literature suggests that learning takes place in organic and less-structured organizational designs, whereas empirical research provides conflicting evidence. This first part theorizes about the influence of mechanistic vs organic designs on three different aspects of employees’ learning behavior: knowledge sourcing, learning styles and learning loops. Design/methodology/approach This paper is built on previous research on the impact of structure on learning and theorizes about the relationship between mechanistic/organic design and specific learning behavior at work. Findings Four propositions are developed in this paper, regarding how a different structure leads to a different learning behavior. Mechanistic structure is associated with internal learning, independent learning and single-loop learning, whereas organic design leads to external learning, collaborative learning and double-loop learning. Research limitations/implications Because the paper is conceptual in nature, the propositions are in need of empirical validation. Some directions for empirical testing are proposed. Practical/implications For an organization design practice, managers should be aware of the distinct impact different structures have on individual learning at work. Furthermore, the appropriate organizational structure for learning must be considered in the broader context of contingencies. Originality/value This paper contributes to the organizational design literature and to the organizational learning theory by conceptualizing the relationship between structure and learning of individuals at work.

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Pérez-Valls, Miguel, José Céspedes-Lorente, Javier Martínez-del-Río, and Raquel Antolín-López. "How Organizational Structure Affects Ecological Responsiveness." Business & Society 58, no. 8 (March 1, 2017): 1634–70. http://dx.doi.org/10.1177/0007650317696313.

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In this article, we analyze the relationship between the main dimensions of organizational structure (i.e., formalization, centralization, and complexity) and ecological responsiveness in a sample of 109 firms in the European air passenger transport industry. Broadly confirming our hypotheses, the results show that high formalization of routine tasks favors ecological responsiveness. Structures characterized by high decentralization and low complexity also favor ecological responsiveness. Furthermore, decentralization has a significant, positive relationship with ecological responsiveness among firms with low vertical complexity. Overall, the results indicate that organizational structure plays a major role in ecological responsiveness.

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Phillips, Estelle M. "Job Desegregation and Organizational Structure." Women in Management Review 1, no. 4 (January 1986): 230–40. http://dx.doi.org/10.1108/eb005141.

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Hall, Arlie. "A structure for organizational learning." Journal of Technology Transfer 20, no. 3-4 (December 1995): 11–19. http://dx.doi.org/10.1007/bf02280343.

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Lin, Liang-Hung. "Organizational Structure and Acculturation in Acquisitions." Journal of Management 40, no. 7 (April 26, 2012): 1831–56. http://dx.doi.org/10.1177/0149206312442385.

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A congruence model of organizational design suggests that the consistency among strategy, structure, and culture enhances organizational performance. In this study, the author attempts to understand which strategy-structure and strategy-culture contingencies facilitate superior postacquisition performance. From the perspective of task interdependence, the author argues that different acquisition strategies (i.e., unrelated, vertical, related) require different levels of headquarters centralization and interdivisional integration in the organizational structure, as well as different degrees of acculturation in the organizational culture. Based on input/output (I/O) analysis, the author develops theoretical measures for different acquisition strategies to test these arguments. The results from a two-stage model capture the author’s arguments by using a sample of 154 acquisitions in the Taiwanese electronics and information sector.

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de Motta, Adolfo, and Jaime Ortega. "Incentives, Capital Budgeting, and Organizational Structure." Journal of Economics & Management Strategy 22, no. 4 (October 18, 2013): 810–31. http://dx.doi.org/10.1111/jems.12033.

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Ahmed, Neveen, Omar Farooq, and Mohammed Bouaddi. "Organizational structure, ownership structure and credit ratings: evidence from SMEs." Corporate Ownership and Control 11, no. 3 (2014): 63–71. http://dx.doi.org/10.22495/cocv11i3p4.

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This paper documents that credit ratings of closed corporations depend on their organizational structure and ownership structure (family management and family control). Using the data from the Survey of Small Business Finance (SSBF), we show that S-Corporations have higher credit ratings than C-Corporations. We argue that lower information asymmetries inherent in S-Corporations lead to better credit ratings. We also show that ownership structure – as explained by family control and family management – is also associated with higher credit ratings. We argue that increased monetary stake of a single entity – family – translates into his altruistic commitment and increased effort, thereby improving credit ratings.

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Apipalakul, Chanya, and Tang Keow Ngang. "The Effect of Organizational Climate to Conflict Management among Organizational Personnel." Global Journal of Business, Economics and Management: Current Issues 6, no. 1 (October 25, 2016): 12. http://dx.doi.org/10.18844/gjbem.v6i1.554.

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The study aimed to investigate the relationship and effect of organizational climate to conflict management among personnel in Wangsaphung Hospital, Wangsaphung district, Loei province, Thailand. A total of 181 personnel who have worked more than one year in this particular hospital were selected as respondents. A cross-sectional descriptive research design was employed in this study. Descriptive statistic like frequency, percentage, mean score, and standard deviation while inferential statistic such as Pearson product moment correlations and stepwise multiple regression were utilized in this study. Results indicated that the level of conflict management of respondents was at the average level ( = 3.23, SD = 0.29). In addition, those dimensions of organizational climate namely structure, responsibility, warmth, standard of performance, conflict and unity have showed significant positive and average relationships to conflict management at significant level of 0.01. However dimensions of organizational climate like reward, risk, and support also showed positive, significant but low relationships to conflict management at significant level of 0.01. Finally, finding also revealed that there are four significant predictors namely conflict, warmth, structure, and responsibility dimensions contributed 34.6 percent of variances at the significant level of 0.05. As conclusion, these four organizational climate dimensions are able to predict the conflict management among the personnel in Wangsaphung Hospital. Keywords: Organizational climate; conflict management; personnel

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