Organizational Structure and Acculturation in Acquisitions

2012 ◽  
Vol 40 (7) ◽  
pp. 1831-1856 ◽  
Author(s):  
Liang-Hung Lin
Keyword(s):  
Organizational Structure ◽  
Organizational Performance ◽  
Organizational Design ◽  
Task Interdependence ◽  
Stage Model ◽  
Input Output ◽  
Acquisition Strategies ◽  
Congruence Model ◽  
Postacquisition Performance ◽  
Different Levels

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.

Collaborating for Innovation

2019 ◽  
pp. 586-609
Author(s):  
Peter G. Klein ◽  
Mark D. Packard ◽  
Karen Schnatterly
Keyword(s):  
Organizational Structure ◽  
Organizational Design ◽  
Resource Constraints ◽  
Spillover Effects ◽  
Employee Motivation ◽  
Corporate Entrepreneurship ◽  
Marketplace Of Ideas ◽  
Collaborative Innovation ◽  
Barriers To Collaboration ◽  
Innovation Outcomes

This chapter looks inside the firm at how organizational design affects collaboration in pursuit of corporate entrepreneurship or “intrapreneurship.” It shows how the intrafirm “marketplace” of ideas, employees, and resources can be strategically configured to encourage or inhibit collaborative innovation. The chapter focuses on the key structural dimensions of autonomy, sponsorship, and incentives. Complementarities between these dimensions create spillover effects that produce unique innovation outcomes by mitigating barriers to collaboration such as knowledge problems, resource constraints, and employee motivation. Illustrating configurations of these dimensions with company examples, the chapter shows how organizational design affects intrapreneurship and offers suggestions on how firms might strategically align their organizational structure with their intrapreneurial strategy.

Organizational structure and innovation: analysis from the strategic co-alignment

2016 ◽  
Vol 29 (4) ◽  
pp. 388-406 ◽  
Author(s):  
Diego Armando Marín-Idárraga ◽  
Juan Carlos Cuartas
Keyword(s):  
Organizational Structure ◽  
Organizational Performance ◽  
Structural Equation ◽  
Design Methodology ◽  
Equation Model ◽  
Empirical Validation ◽  
Content Type ◽  
Determining Factors ◽  
Structural Variables ◽  
Innovation Analysis

Purpose The purpose of this paper is to determine the effect of the co-alignment of structural variables on innovation, wherein Bogotá-based SMEs, belonging to the industrial, commercial and services sectors, were used as samples. Design/methodology/approach The study was conducted using a causal inference methodology and through the application of a structural equation model. Findings The results indicate that organizational structure has an influence on innovation, although this is true only for some variables and only when the analysis is performed separately. When performed under strategic co-alignment conditions, however, its influence becomes greater. Originality/value Organizational structure and innovation are determining factors of organizational performance. Although the strategic co-alignment theory has provided points of reference to understanding the phenomenon of organizational performance, there are still many gaps left to be filled. Additionally, it also requires empirical validation especially in relation to Colombian SMEs – and this is where this work makes a contribution.

scholarly journals Mediation by Organizational Design in the Influence of Organizational Ambidexterity on the Performance of Large Manufacturing Firms in Kenya

2020 ◽  
Vol 11 (4) ◽  
pp. 10
Author(s):  
Patrick M. Mutisya ◽  
Peter K'Obonyo ◽  
Kennedy Ogollah ◽  
James M. Njihia
Keyword(s):  
Organizational Performance ◽  
Organizational Design ◽  
Dynamic Capabilities ◽  
Manufacturing Firms ◽  
Primary Data ◽  
Organizational Ambidexterity ◽  
Cross Sectional ◽  
Mediating Role ◽  
Study Results

The aim of this study was to establish the role of organizational design in the organizational ambidexterity - performance relationship among large manufacturing firms (LMFs) in Kenya. The studies linking ambidexterity to organizational performance are few and with mixed findings. The few studies indicate that there is no clear ambidexterity - organizational performance relationship. The research was founded on dynamic capabilities and configurations theories. Based on the reviewed literature, a conceptual model and hypotheses were formulated. The study was guided by positivist philosophy. The population of the research was the entire 107 Kenyan large manufacturing firms (LMFs). Cross-sectional research design was used. Primary data in respect of predictor variables was used and was collected using a structured questionnaire. The respondents were the senior managers of the large manufacturing firms (LMFs) in Kenya; namely Chief Executive Officers/Managing Directors (CEOs/MDs) or General Managers (GMs), or Heads of departments (HODs). Descriptive statistics, correlations, linear, multiple and hierarchical regressions were applied in the data scrutiny and interpretation. The study results showed partial organizational design mediating role in the organizational ambidexterity - performance association of LMFs in Kenya. The study findings are useful to practitioners and managers of LMFs, policymakers in government as well as scholars and researchers. The study recommends further studies on the mediating role of organizational design, different variable operationalization, diversify respondents and context as well as longitudinal study.

scholarly journals The comparison of gains prescribed for digital behind-the-ear hearing aids using the manufacturer-specific and conventional prescriptive formulas

2021 ◽  
Author(s):  
Shahin Shyekhaghaei ◽  
Seyyed Jalal Sameni ◽  
Nariman Rahbar
Keyword(s):  
Hearing Loss ◽  
Hearing Aids ◽  
Input Output ◽  
Frequency Range ◽  
Sensation Level ◽  
Input Intensity ◽  
Multi Stage ◽  
Significant Difference ◽  
Different Levels ◽  
Frequency Intensity

Background and Aim: There are several prescriptive formulas for covering a variety of hearing loss, each of which applies relatively different amplifications at different frequencies. This study aims to compare the gains prescribed for digital behind-the-ear (BTE) hearing aids by the Desired Sensation Level Multi-Stage [Input/Output] (DSLm[I/O]), National Acoustic Laboratories-non linear2 (NAL-NL2) and manufacturer-specific formulas at different levels of input intensity. Methods: The gain values in 12-channel BTE hearing aids prepared from four companies (Oticon, Phonak, ReSound and Siemens) were measured at three levels of input intensity (45, 65, and 85 dB SPL) and at a frequency range of 250−8000 Hz for two moderately severe flat and mild sloping to severe hearing losses by using the DSLm[I/O], NAL-NL2 and manufacturerspecific formulas in the Frye FP35 test box. Results: There was no significant difference between the four selected hearing aids in terms of prescribed gain values using the prescriptive formulas (p > 0.05). Conclusion: The DSLm[I/O] formula prescribes higher gain in the 12-channel BTE hearing aids from Oticon, Phonak and Siemens companies at all input intensities and frequencies for moderately severe flat and mild sloping to severe hearing losses compared to the NAL-NL2 formula and manufacturer-specific formulas (Voice Aligned Compression (VAC), Adaptive Phonak, Connexx Fit and audiogram+). Keywords: National acoustic laboratories-non linear2; desired sensation level multi-stage [input/output]; gain; frequency; intensity levels

scholarly journals INTERNAL AND ExTERNAL FACTORS OF THE ORGANIZATIONAL STRUCTURE

AKTUELNOSTI ◽  
2017 ◽  
Vol 2 (32) ◽  
Author(s):  
Dragana Došenović
Keyword(s):  
Organizational Structure ◽  
Organizational Design ◽  
External Factors ◽  
Number Of Factors ◽  
Basic Issue ◽  
Internal Relations ◽  
Internal And External Factors ◽  
The Impact ◽  
Research Author

Organizational structure is a system of internal relations and links in the organization. Since adequately designed organizational structure is the key to the success of enterprises, efficient operations and achievement of the objectives of each organization, the basic issue of this paper is the process of organizational design, with particular focus on the differentfactors that affect this process.For this reason, the purpose of this paper is to describe the impact of certain internal and external factors on the organizational structure, as well as to point out their importance in the design process.Based on the conducted analysis and research, author has come to many conclusions on the basis of which has been proven that there are many internal and external factors that directly affect the organizational structure. In order to successfully operate in today's turbulent conditions, it is necessary for companies to constantly adjust to a number of factors. A successful response to new changes often requires a process of restructuring through which organizational structure adapts to new needs.

The Impact of Strategy And Structure On The Organizational Performance of Restaurant Firms

1988 ◽  
Vol 12 (2) ◽  
pp. 265-276 ◽  
Author(s):  
Eliza Ching-Yick Tse ◽  
Michael D. Olsen
Keyword(s):  
Organizational Structure ◽  
Financial Performance ◽  
Organizational Performance ◽  
Positive Impact ◽  
Strategy Implementation ◽  
Management Literature ◽  
Primary Means ◽  
Restaurant Firms ◽  
And Performance ◽  
The Impact

There is an increased emphasis in the management literature on the use of strategic management as the primary means of adapting organizations to their changing environments. for firms in the maturing hospitality industry to survive and succeed, they will have to depend upon their ability to strategically align themselves with the turbulent environment and select appropriate strategies to create defendable competitive positions. Success in strategy implementation depends partly on a proper match between strategy and organizational structure and this match is expected to have a positive impact on financial performance. This study was conducted to explore the relationships among strategies of restaurant firms, their organizational structure and financial performance. The top management team in 296 American multi-unit restaurant firms were surveyed. Results regarding relationships posited among strategy, structure and performance are presented.

Desain dan struktur organisasi

2021 ◽  
Author(s):  
Nurfadilah
Keyword(s):  
Organizational Structure ◽  
Organizational Design

Pengorganisasian merupakan pengelompokan kegiatan ke dalam departemen. Pengorganisasian juga meliputi penugasan setiap aktifitas, membagi pekerjaan ke dalam setiap tugas yang spesifik, dan menentukan siapa yang memiliki hak untuk mengerjakan beberapa tugas.Dalam suatu organisasi, diperlukan Kerangka kerja yang akan diproses sesuai dengan rencana yang telah ditentukan. Kerangka kerja organisasi tersebut disebut sebagai desain organisasi (organizational design) sedangkan bentuk fisik dari kerangka kerja tersebut dinamakan struktur organisasi (organizational structure).Struktur organiasi pada dasarnya merupakan desain organisasi dimana manajer melakukan alokasi sumber daya organisasi yang dikoordinasikan dengan tujuan dan rencana yang ditetapkan, mencakup tentang pembagian kerja serta penjelasan bagaimana rencana organisasi akan dilaksanakan.

Four-Stage Model of Value Creation for Sustainability-Oriented Marketing: En Route to Participatory Marketing

2021 ◽  
pp. 027614672110496
Author(s):  
Alpaslan Kelleci
Keyword(s):  
Value Creation ◽  
Well Being ◽  
Stage Model ◽  
Marketing Concept ◽  
Different Levels ◽  
Marketing Approach ◽  
Social Paradigm ◽  
Dominant Social Paradigm

Hitherto, the pure marketing concept has focused on creating value for firms and their customers in a manner consistent with the Dominant Social Paradigm (DSP). Nevertheless, as the sustainability paradigm established stronger roots over the last few decades, the marketing discipline may benefit by creating value from a broader perspective to stimulate shared prosperity and wealth for society at large. This paper proposes a four-stage model of value creation that classifies sustainability-oriented marketing approaches guided by different economic paradigms and different levels of involvement. This commentary provides a framework for organizations to reframe their marketing approach. The goal is to gravitate from a firm-centric approach to a society-centric approach to enhance societal well-being.

Consistency at different levels

2020 ◽  
Vol 11 (4) ◽  
pp. 537-567 ◽  
Author(s):  
Tao Scofield Su ◽  
Chunhua Chen ◽  
Xiaoyu Cui ◽  
Chunsheng Yang ◽  
Weimo Ma
Keyword(s):  
Organizational Performance ◽  
Empirical Studies ◽  
Task Type ◽  
Measurement Tool ◽  
Regional Culture ◽  
Content Type ◽  
Positive Correlation ◽  
Vertical Distance ◽  
And Performance ◽  
Different Levels

Purpose This paper aims to answer following three important but not well-answered or unanswered questions in the extant trust literatures: What is the true magnitude that trust impacts on performance? Is there any consistency among the effects of trust on performance at different levels? How does vertical distance affect the trust-performance relationship? Design/methodology/approach It captures the law between trust and performance at different levels by conducting a meta-analytic examination consisting of 238 independent empirical studies, 586 effect sizes and 110,576 independent samples. Findings It makes a periodic conclusion that trust significantly promotes performance. Specifically, trust not only has stronger positive correlation with team performance than individual and organizational performance inside organization, but also strongly facilitates organizational performance between organizations. Moreover, consistency exits in the effects of trust on performance at different levels. On one hand, trust has stronger positive correlation with performance of contextual type than performance of innovative type than performance of task type at different levels. On the other hand, promotion effect of trust on performance strengthens when the vertical distance between trustors and trustees diminishes. Additionally, three potential moderators including publication status, measurement tool and common method variance moderate the focused relation, but moderating effect is not thorough for regional culture. Moderating directions of the above four potential moderators are highly consistent. Originality/value This paper answers the three important but not well-answered or unanswered questions.

Governance, Competence and Relationship Perspectives: An Empirical Analysis on New Taipei City Government

10.4335/153 ◽  
2013 ◽  
Vol 11 (1) ◽  
pp. 1-19
Author(s):  
Chiou Chi-ho
Keyword(s):  
Information Technology ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Organization Performance ◽  
Management Mechanism ◽  
Practical Applications ◽  
Effective Governance ◽  
Administrative Efficiency ◽  
Efficiency And Effectiveness

The thesis of this article is drawn from the governance, competence and relationship perspectives. It discusses what factors will enhance the government’s administrative efficiency and effectiveness and how to improve organization performance. For the first question, this article founds some factors including: organizational structure, management mechanism, resources and ability, partnerships, and so on. As for the second issue concerning how to improve organizational performance, this article argues that including: compatibility, complementary, collaboration, knowledge sharing, information technology, and effective governance. The results of this article will be able to be followed by other researches and as reference for practical applications. The thesis of this article is drawn from the governance, competence and relationship perspectives. It discusses what factors will enhance the government’s administrative efficiency and effectiveness and how to improve organization performance. For the first question, this article founds some factors including: organizational structure, management mechanism, resources and ability, partnerships, and so on. As for the second issue concerning how to improve organizational performance, this article argues that including: compatibility, complementary, collaboration, knowledge sharing, information technology, and effective governance. The results of this article will be able to be followed by other researches and as reference for practical applications.

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