Examining the Implications of Organizational Structure Changes from a Transaction Cost Perspective

2011 ◽  
pp. 80-98
Author(s):  
Albert Plugge ◽  
Jacques Brook
Keyword(s):  
Organizational Structure ◽  
Transaction Cost ◽  
Structure Changes

Organizational visualization of electronic commerce

2000 ◽  
Vol 19 (4) ◽  
pp. 285-294
Author(s):  
Shouhong Wang
Keyword(s):  
Electronic Commerce ◽  
Organizational Structure ◽  
Organizational Development ◽  
Transaction Cost ◽  
Strategic Alliance ◽  
Transaction Cost Economics ◽  
Organizational Analysis ◽  
Visualization Method ◽  
Network Organizations ◽  
Development And Management

In the age of electronic commerce, the development of new network organizational forms has brought into practice transaction cost economics, inter-organizational collaborations, and strategic alliance. The development and management of network organizations are assisted by organizational analysis. This paper proposes an organizational visualization method for organizational analysis. The organizational visualization method is comprehensive in modeling a formal organizational structure for electronic commerce. It can be a practical technique for structural and process approaches to organizational development for electronic commerce.

scholarly journals Restructuring a Pharmacy Department: Leadership Strategies for Managing Organizational Change

2018 ◽  
Vol 53 (4) ◽  
pp. 225-229
Author(s):  
BrookeAnne Magrum ◽  
Robert J. Weber
Keyword(s):  
Organizational Change ◽  
Organizational Structure ◽  
Change Process ◽  
Medical Center ◽  
Leadership Strategies ◽  
Organizational Changes ◽  
Patient Centered ◽  
Pharmacy Department ◽  
Structure Changes ◽  
Pharmacy Leaders

Background: The Director’s Forum series is designed to guide pharmacy leaders in establishing patient-centered services in hospitals and health-systems. This article focuses on leadership strategies for managing organizational change within a pharmacy department. Objective: The goals of this article are to describe the foundations of pharmacy organizational structure changes and strategies to efficiently and effectively manage the associated change. Methods: This article will aim to (1) describe the organizational structure change process, (2) list known rules to follow when redesigning an organizational structure, (3) briefly describe the organizational change at the Ohio State Wexner Medical Center, and (4) describe leadership strategies to overcome potential challenges of organizational changes. Conclusion: The strategies discussed in this article and proposed sample template for organizational change process may be used by a pharmacy department in an effort to restructure their department.

Determination of interface width using EELS fine structure changes

1991 ◽  
Vol 49 ◽  
pp. 730-731
Author(s):  
Vinayak P. Dravid ◽  
M.R. Notis ◽  
C.E. Lyman
Keyword(s):  
Fine Structure ◽  
Materials Science ◽  
Input Parameter ◽  
Core Loss ◽  
Directionally Solidified ◽  
Interface Width ◽  
Structure Changes ◽  
Important Input ◽  
Directionally Solidified Eutectics

The concept of interfacial width is often invoked in many materials science phenomena which relate to the structure and properties of internal interfaces. The numerical value of interface width is an important input parameter in diffusion equations, sintering theories as well as in many electronic devices/processes. Most often, however, this value is guessed rather than determined or even estimated. In this paper we present a method of determining the effective structural and electronic- structural width of interphase interfaces using low- and core loss fine structure effects in EELS spectra.The specimens used in the study were directionally solidified eutectics (DSEs) in the system; NiO-ZrO2(CaO), NiO-Y2O3 and MnO-ZrO2(ss). EELS experiments were carried out using a VG HB-501 FE STEM and a Hitachi HF-2000 FE TEM.

In-Situ Observation of Clay Minerals Hydrated and Intercalated With Liquid Chemicals Using Film-Sealed Environmental Cell

1980 ◽  
Vol 38 ◽  
pp. 208-209 ◽  
Author(s):  
K. Fukushima ◽  
N. Kohyama ◽  
A. Fukami
Keyword(s):  
Carbon Film ◽  
Resolving Power ◽  
In Situ Observation ◽  
Interlayer Water ◽  
Saturated Water ◽  
Structure Changes ◽  
Environmental Cell ◽  
Gas Layer ◽  
20 Nm

A film-sealed high resolution environmental cell(E.C) for observing hydrated materials had been developed by us(l). Main specification of the E.C. is as follows: 1) Accelerated voltage; 100 kV. 2) Gas in the E.C.; saturated water vapour with carrier gas of 50 Torr. 3) Thickness of gas layer; 50 μm. 4) Sealing film; evaporated carbon film(20 nm thick) with plastic microgrid. 5) Resolving power; 1 nm. 6) Transmittance of electron beam; 60% at 100 kV. The E.C. had been successfully applied to the study of hydrated halloysite(2) (3). Kaolin minerals have no interlayer water and are basically non-expandable but form intercalation compounds with some specific chemicals such as hydrazine, formamide and etc. Because of these compounds being mostly changed in vacuum, we tried to reveal the structure changes between in wet air and in vacuum of kaolin minerals intercalated with hydrazine and of hydrated state of montmori1lonite using the E.C. developed by us.

Adapting a matrix organizational structure to the College of Dentistry at the University of Kentucky

1989 ◽  
Vol 53 (4) ◽  
pp. 246-252
Author(s):  
DA Nash ◽  
EP Hicks ◽  
HR Laswell ◽  
GP Lewis ◽  
TT Lillich ◽  
...  
Keyword(s):  
Organizational Structure ◽  
University Of Kentucky ◽  
The University

Organizational Structure, Information Load, and Communication in Navy Teams

2004 ◽  
Author(s):  
Keith Baker ◽  
Elliot E. Entin ◽  
Katrina See ◽  
Kevin Gildea ◽  
Bonnie Baker ◽  
...  
Keyword(s):  
Organizational Structure ◽  
Information Load ◽  
Structure Information

Struktur Organisasi, Desain Kerja, Budaya Organisasi Dan Pengaruhnya Terhadap Produktivitas Karyawan Studi Kasus Pada PT. XX Di Jakarta

Liquidity ◽  
2018 ◽  
Vol 1 (2) ◽  
Author(s):  
Yanti Budiasih
Keyword(s):  
Organizational Culture ◽  
Regression Analysis ◽  
Linear Regression ◽  
Organizational Structure ◽  
Research Method ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Job Design ◽  
Employee Productivity ◽  
Dominant Influence

The objectives of this study are to analyze changes in organizational structure, job design, organizational culture and its influence on employee productivity at PT. XX in Jakarta and to identify variables that have a dominant influence on the productivity of employees. The research method used is using multiple linear regression analysis. The results show that the all variables simultaneously and partially change the organizational structure, job design, and organizational culture has a significant impact on employee productivity at PT. XXin Jakarta.

Permasalahan Manajemen Usaha Mikro Studi Kasus Pada Pabrik Kerupuk UD. Manunggal Karsa Di Kel. Lebak Bulus Kec. Cilandak Kodya Jakarta Selatan

Liquidity ◽  
2018 ◽  
Vol 1 (1) ◽  
pp. 81-90 ◽  
Author(s):  
Siti Maryama
Keyword(s):  
Organizational Structure ◽  
Financial Institutions ◽  
Raw Materials ◽  
Excess Demand ◽  
Motor Vehicles ◽  
Family Management ◽  
Drying Process ◽  
Earned Income ◽  
Qualitative Descriptive ◽  
Bad Weather

The purpose of the study are to (1) review the main problems faced by the factory of Kepuruk Manunggal Karsa (MK), and (2) assessing the entrepreneur attempts to be able to solve the problems faced. The research was carried out using qualitative descriptive design. The results showed that (1) the lack of supply of raw materials as a result of lack of capital. Sequel is due, the difficulty of the plant to meet consumer demand (excess demand). (2), the system of capital used is circulating capital (capital turnover). Earned income used up to finance the operation of the plant. (3) Innovation has been done in the form of deal with bad weather (rain) as an effort of crackers drying process is by using the oven. (4) There has been no cooperation with financial institutions. (5) There is no organizational structure as a modern factory for traditionally managed by family management. (6) Marketing using modes of transportation carts and motor vehicles.

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