scholarly journals A study on the relationship between organizational structure and organizational agility: A case study of insurance firm

2012 ◽  
Vol 2 (8) ◽  
pp. 2777-2788 ◽  
Author(s):  
Seyed Ali Akbar Ahmadi ◽  
Alireza Fathizadeh ◽  
Javad Sadeghi ◽  
Mohsen daryabeigi ◽  
Leili Taherkhani
Keyword(s):  
Organizational Structure ◽  
Organizational Agility ◽  
The Relationship

Organizational structure, employee problem solving, and lean implementation

2015 ◽  
Vol 6 (1) ◽  
pp. 39-58 ◽  
Author(s):  
June M. Worley ◽  
Toni L. Doolen
Keyword(s):  
Problem Solving ◽  
Qualitative Methods ◽  
Organizational Structure ◽  
Lean Manufacturing ◽  
Problem Solving Skills ◽  
Lean Implementation ◽  
Content Type ◽  
Manufacturing Organizations ◽  
The Relationship

Purpose – The aim of this study was to understand the relationship between organizational structure and lean implementation success and to explore the impact of a lean implementation on the development of employee problem-solving skills. Organizations that implement lean manufacturing strategies experience widely differing results, with unexpected outcomes for some organizations. Design/methodology/approach – This study was conducted using qualitative research methodologies. Specifically, a case study was performed at an electronics manufacturer in the northwestern USA over a three-month time period. The researchers collected data from a variety of sources at the manufacturing site. Findings – Two significant findings emerged. First, the lack of dedicated personnel for the lean implementation inhibited the widespread adoption of lean practices. Second, evidence supported the role of the lean implementation in positively affecting employee problem-solving skills. Research limitations/implications – This paper is relevant to most manufacturing organizations; however, lean implementations are likely as unique as the organizations themselves. Given that the study used a single-site case study, utilizing qualitative methods, additional research is needed to confirm the findings for a larger range of manufacturing organizations. The results do indicate, however, that an organization with fewer resources to dedicate to the lean effort may find the transformation process slow and may experience fewer performance benefits. Likewise, further empirical study would help strengthen the findings regarding the relationship between the lean implementation and noticeable improvement in employee problem-solving skills. Originality/value – The literature stream for lean manufacturing provides examples of how lean implementations have not only noticeably affected tangible metrics related to profits and expenses but have also helped positively influence factors such as employee safety, morale and empowerment. For some organizations, considering the effect of these intangible factors before committing to a new manufacturing approach may prove useful. This study focused on exploring, in a much deeper way, through qualitative methods, how organizational structure can impact a lean implementation and how it ultimately acts as a catalyst for the increased development of employee problem-solving skills.

scholarly journals ORGANIZATION DESIGN IN MOTION: DESIGNING AN ORGANIZATION FOR AGILITY

2021 ◽  
Vol 1 ◽  
pp. 2349-2358
Author(s):  
Saeedeh Shafiee Kristensen ◽  
Mitra Shafiee ◽  
Sara Shafiee
Keyword(s):  
Product Development ◽  
Organizational Structure ◽  
Organization Design ◽  
Field Observations ◽  
Structured Interviews ◽  
Organizational Agility ◽  
Data Infrastructure ◽  
Contingency Perspective ◽  
Large Size

AbstractIncreasingly competitive and multifaceted business landscapes and the accelerating pace of innovation require organizations to build in-house capability to evaluate the effectiveness of their design and redesign their organizational structure to drive agile product development. The purpose of this research is to examine how the ability of an organization to implement agile is affected by the organization design. A case study based on 35 semi-structured interviews and field observations at a leading, large-size, Danish software development company was carried out. Adopting the contingency perspective, this paper presents the relevant organizational elements that can increase organizational agility and how the companies can leverage the advantages of the design. Accordingly, it provides a framework that compromises eighteen core organizational practices grouped into four categories (organizational structure and governance, culture and people, IT tools and data infrastructure, and processes) to understand the effect of organization design on agile product development.

scholarly journals ESTRUTURA ORGANIZACIONAL E GOVERNANÇA: UM ESTUDO DE CASO EM UMA INSTITUIÇÃO COOPERATIVISTA

2018 ◽  
Vol 7 (2) ◽  
pp. 48-66
Author(s):  
Larissa Araújo Pereira ◽  
Natália Almeida Picinin ◽  
Edrilene Barbosa Lima Justi ◽  
Jamson Justi ◽  
Jadson Justi ◽  
...  
Keyword(s):  
Decision Making ◽  
Organizational Structure ◽  
Conceptual Analysis ◽  
Training Programs ◽  
Qualitative Approach ◽  
Cooperative System ◽  
Cooperative Organization ◽  
Relationship Of ◽  
The Relationship

Esta pesquisa apresenta uma análise conceitual de estrutura organizacional e uma síntese do sistema cooperativista. Leva em consideração temáticas organizacionais de forma a evidenciar as estruturas modernas relatando sobre as práticas de governança, que, contemporaneamente, têm ganhado destaque no universo corporativo, quando o assunto é gerenciamento das organizações e redução de riscos. Este estudo tem por objetivo verificar de que forma os conceitos de estrutura organizacional e governança podem ser desenvolvidos em uma organização cooperativista e que influências essas definições trazem para o ambiente da organização. Metodologicamente, engendra-se como um estudo de caso, descritivo com abordagem qualitativa, sendo estruturado em aspectos conceituais, contextuais e embasados na coleta de dados, que ocorreu por intermédio de pesquisa in loco. Os dados coletados evidenciam que a cooperativa estudada deve instituir, de forma objetiva e consensual, programas de capacitação com o programa de formação de dirigentes e conselheiros na área de capacitação em governança cooperativa e gestão de cooperativa. Conclui-se que o desafio de uma mudança na estrutura organizacional, e na própria cultura, parte dos cooperados e gestores que devem buscar o desenvolvimento ou ampliação dos processos e as práticas referentes à tomada de decisões, otimizando a comunicação e a relação dos envolvidos, aperfeiçoando o conhecimento da gestão, e maximizando a transparência dos administradores e do próprio negócio.Palavras-Chave: Estrutura organizacional. Governança corporativa. Cooperativa. Organizational structure and governance: a case study in a cooperative institutionAbstract: This research presents a conceptual analysis of organizational structure and a synthesis of the cooperative system. It takes into consideration organizational themes in order to show the modern structures reporting on the practices of governance, which, at the same time, have gained prominence in the corporate universe when it comes to managing organizations and reducing risks. This study aims to verify how the concepts of organizational structure and governance can be developed in a cooperative organization and what influences these definitions bring to the organization's environment. Methodologically, it is generated as a case study, descriptive with a qualitative approach, being structured in conceptual, contextual and based aspects in the data collection, which occurred through in loco research. The collected data show that the cooperative studied should institute, in an objective and consensual way, training programs with the training program of leaders and advisers in the area of training in cooperative governance and cooperative management. It is concluded that the challenge of a change in the organizational structure, and in the culture itself, is part of the cooperative and managers who must seek the development or expansion of processes and practices regarding decision making, optimizing the communication and the relationship of those involved, improving management knowledge, and maximizing the transparency of managers and the business itself.Keywords: Organizational structure. Corporate governance. Cooperative.

scholarly journals Achieving Ambidexterity in Internationalization: Analysis of How SMEs Cope with Tensions between Organizational Agility–Efficiency

2020 ◽  
Vol 6 (4) ◽  
pp. 188
Author(s):  
Anjar Priyono ◽  
Fazli Idris ◽  
Sarina Binti Abdul Halim Lim
Keyword(s):  
Small And Medium Enterprises ◽  
Case Study Research ◽  
Multiple Case Study ◽  
Organizational Agility ◽  
Organizational Hierarchy ◽  
Multiple Case ◽  
Medium Enterprises ◽  
The Relationship ◽  
Multidimensional Concept

This study aims to examine how small and medium enterprises manage the tensions between organizational agility and efficiency. Organizational agility is a multidimensional concept where each of its components can interact differently with efficiency. The tensions between other capabilities have been explored in many previous studies, yet there is a lack of research exploring the roots of the tensions between organizational agility and efficiency, how the actors interpret these tensions and what dimensions of organizational agility are causing the tensions. A multiple case study research design with an inductive approach was used to explore how two SMEs manage the tensions between organizational agility and efficiency to serve customers from abroad. Despite the relationship between the agility and efficiency seeming contradictory, our analysis demonstrated that the interaction between the two concepts is complex, depending on the object of the tensions, the actors involved and the context. In fact, two actors at the same level of the organizational hierarchy can have identical perceptions about a tension, but they can arise from different logical reasoning. Moreover, due to the multidimensionality of organizational agility, a meta-capability of organizational agility is more likely to dominate the interaction with efficiency. This study contributes to the limited empirical evidence on how actors in SMEs perceive and manage the various tensions emerging from organizational agility and efficiency.

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