scholarly journals Transformation of Strategic Types: An Examination of The Internal Antecedents to Organizational Change

1970 ◽  
Vol 16 (2) ◽  
pp. 135-150
Author(s):  
Charles Bamford ◽  
Patrick Rogers ◽  
Alex Miller
Keyword(s):  
Organizational Change ◽  
Financial Performance ◽  
Board Of Directors ◽  
Top Management Team ◽  
Management Team ◽  
Subsequent Change ◽  
Strategic Direction ◽  
Strategic Type ◽  
Dominant Coalition ◽  
Deliberate Effort

A change in the strategic direction of an organization is usually regarded as a deliberate effort to impact firm performance. Yet empirical examinations of the drivers of organizational transformations have been inconclusive. In this study of banks, results indicate that financial performance is inversely related to a transformation of strategic type while changes in the dominant coalition are significant predictors of subsequent change in the firm's strategic type. It appears that a firm's ability to change its strategic focus is highly dependent upon it changing the membership of its Board of Directors, CEO, and its top management team.

scholarly journals OWNERSHIP STRUCTURE AND BOARD EFFECTIVENESS AS DETERMINANTS OF TMT COMPENSATION IN SPANISH LISTED FIRMS / NUOSAVYBĖS FORMOS IR VALDYBOS EFEKTYVUMĄ LEMIANTYS VEIKSNIAI PASIRINKTOSE ISPANIJOS KOMPANIJOSE

2011 ◽  
Vol 12 (1) ◽  
pp. 92-109 ◽  
Author(s):  
Gregorio Sanchez-Marin ◽  
J. Samuel Baixauli-Soler ◽  
M. Encarnacion Lucas-Perez
Keyword(s):  
Panel Data ◽  
Board Of Directors ◽  
Ownership Structure ◽  
Top Management Team ◽  
Management Team ◽  
Ownership Concentration ◽  
Board Effectiveness ◽  
Listed Firms ◽  
The Board Of Directors

This study analyzes the influence of ownership structure and the board of directors on top management team (TMT) pay levels in a sample of Spanish listed firms. When panel data methodology is applied, the results show that TMT pay level is affected by the supervisory effectiveness of the board. This, in turn, is influenced by ownership concentration and the type of major shareholders. When ownership is dispersed, the board is more effective in their supervision and TMT pay level is lower. However, when ownership is concentrated, the quality of supervision and, consequently, TMT pay levels depend upon the type of shareholder that is predominant. Santrauka Analizuojama nuosavybes formos strukturos ir valdybos itaka aukšèiausio lygio Ispanijos kompaniju vadovu darbo užmokesèio dydžiui. Tyrimu duomenys parode, kad aukšèiausio lygio vadovu darbo užmokesèio dydis priklauso nuo valdybos kontroles ir jos efektyvumo itakos. Tai, žinoma, yra susijê su kompanijos savininko ir pagrindiniu akcininku pozicija. Kai savininko pozicija pasyvi, tuomet valdybos veiksmai kontroles srityje yra efektyvesni, taèiau aukšèiausio lygio vadovu darbo užmokesèio lygis yra gerokai mažesnis. Taèiau kai savininkas tiesiogiai dalyvauja kompanijos veikloje ir prisideda prie jos valdymo, tuomet kontroles kokybe ir aukšèiausio lygio vadovu darbo užmokesèio lygis priklauso nuo akcininko pozicijos.

scholarly journals Ambidextrous sustainability, organisational structure and performance in hybrid organisations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Joshua Maine ◽  
Emilia Florin Samuelsson ◽  
Timur Uman
Keyword(s):  
Financial Performance ◽  
Board Of Directors ◽  
Positive Relationship ◽  
Management Team ◽  
Organisational Structure ◽  
Structural Element ◽  
Content Type ◽  
Municipal Housing ◽  
Housing Corporations ◽  
Hybrid Organisations

PurposeDrawing on paradox theory, this study explores how ambidextrous sustainability relates to organisational performance in hybrid organisations represented by Swedish municipal housing corporations, and how this relationship is contingent on the organisational structure of these organisations.Design/methodology/approachThe study relies on the data collected from Swedish municipal housing corporations. These data sources consist of a survey sent to the management team members in Swedish municipal housing corporations, financial and non-financial archival data on these corporations, interviews with the management team and board members, and observations of meetings involving the management team and board of directors at a Swedish municipal housing corporation. Quantitative data of the study were analysed using descriptive statistics, correlation analysis and linear multiple regression analysis. Qualitative data were analysed employing deductive thematic analysis and were used to illustrate and discuss the results of the quantitative analysis.FindingsThe quantitative findings show that ambidextrous sustainability, i.e. the alignment between an explorative orientation and an exploitative orientation towards sustainability, has a weakly positive relationship with financial performance and a positive relationship with social performance in hybrid organisations represented by Swedish municipal housing corporations. The study further shows that a high level of the structural element “connectedness” weakened the relationship between the ambidextrous sustainability and financial performance of the organisation in the study. In contrast, a lower level of connectedness reinforced and strengthened this relationship. Our qualitative material illustrates how the quantitative findings could be explained by the interaction between the board of directors and the management team of these hybrid organisations.Originality/valueThe study shows how ambidextrous sustainability, employed for conceptualisation of the sustainability strategy in hybrid organisations, represented by Swedish municipal housing corporations, can impact on facets of performance (i.e. financial, social and environmental) differently. The study further highlights the importance of organisational structures in these relationships in a hybrid context.

scholarly journals Top Management Team Shared Responsibility and Non-Financial Performance of Star-Rated Hotels in Uganda: The Moderating Role of Innovativeness

2021 ◽  
Vol 8 (2) ◽  
pp. 24-37
Author(s):  
Arinaitwe Mercy ◽  
Rotich Dorothy ◽  
Muganda Catherine
Keyword(s):  
Financial Performance ◽  
Top Management Team ◽  
Sampling Technique ◽  
Moderating Effect ◽  
Management Team ◽  
Shared Responsibility ◽  
Top Management ◽  
Cross Sectional ◽  
Moderating Role

This study aimed to examine the moderating effect of innovativeness on the relationship between Top Management Team Shared Responsibility (TMT) and non-financial performance of star-rated hotels in Uganda. A positivism research philosophy and an explanatory research design with a cross-sectional approach were adopted, while a multi-stage sampling technique; stratified and simple random techniques was used to collect quantitative data using self-administered questionnaires to a sample of 265 managers from 53 star-rated hotels. Both descriptive and inferential statistics were analyzed and a hierarchical regression model was used to test the set hypotheses. Results indicate a positive, significant relationship between TMT Shared Responsibility and non-financial performance. Innovativeness as a predictor of non-financial performance and also exerts a moderating effect on TMT Shared Responsibility and Non-financial performance of star-rated hotels in Uganda. Based on the findings the study concludes that under high level of innovation, TMT Shared Responsibility highly imprives non-financial performance of star rated hotels. Thus, hospitality management should create a conducive environment for innovativeness through research and development, rewarding creative ideas and responding to changes in the hospitality environment as these enhance performance. The novelty of this research resides in the moderating role of innovativeness in enhancing non-financial performance of star-rated hotels. Also, conceptualization of the TMT Shared Responsibility and innovativeness as intangible resources for enhanced performance.

scholarly journals Kommunalreformen og kommunernes interne organisering og styring

Politik ◽  
2016 ◽  
Vol 19 (2) ◽  
Author(s):  
Marius Ibsen
Keyword(s):  
Organizational Change ◽  
Local Government ◽  
Top Management Team ◽  
Management Team ◽  
The Political ◽  
Top Management ◽  
Administrative Organization ◽  
Municipal Administration ◽  
Form Of Government ◽  
Management Organization

When local government in Denmark was reformed almost 10 years ago, the political and administrative organization was left unchanged. By law Danish municipalities must have a committee form of government, but each municipality is free to organize its administration as it sees fit. This had led to a great deal of diversity in the way the municipal administration is organized but also to a wave of locally directed reform. One of the themes of these reforms has been the organization of top management. Should each department be run more or less on its own, subject to coordination, or should there be a top management team collectively responsible for the whole enterprise. The article describes the variation in administrative organization and makes an attempt to analyze the effects of the various forms of top management organization with respect to economic results.  The conclusion is that having a top management team leads to a bigger surplus, confirming an often-stated assumption.  It is shown that municipalities that were reformed in 2007 are slightly more likely to have a top management team than the non-reformed municipalities. So it seems that the reform contributed to organizational change, although that was not the official intention.

Convergence Versus Strategic Reorientation: The Antecedents of Fast-paced Organizational Change

2000 ◽  
Vol 26 (5) ◽  
pp. 911-945 ◽  
Author(s):  
Shelley S. Gordon ◽  
Wayne H. Stewart ◽  
Robert Sweo ◽  
William A. Luker
Keyword(s):  
Financial Performance ◽  
Power Distribution ◽  
Structural Equation ◽  
Environmental Changes ◽  
Top Management Team ◽  
Computer Software ◽  
Performance Outcomes ◽  
Management Team ◽  
Hierarchical Regression ◽  
Top Management

We reexamine and extend the antecedents of strategic reorientation, a change in strategy combined with change in at least two of organization structure, power distribution and control systems, presented by Lant, Milliken, and Batra (1992) by using archival data (1987–1993) for firms in the stable furniture and turbulent computer software industries. While enabling direct comparability of results from the two studies, we specify an extended, integrated model of change forces, and test the hypotheses with a more robust data analytic technique, hierarchical regression analysis. The results support industry turbulence and CEO turnover as precursors to strategic reorientation, and suggest that industry turbulence conditions managers’ external attributions for negative financial performance in influencing strategic reorientation. Alternatively, the results indicate that top management team turnover is negatively related to strategic reorientation. The results do not support the Lant et al. (1992) conclusions that low past financial performance, top management team heterogeneity, awareness of environmental changes, and external attributions for negative financial performance outcomes are significantly associated with strategic reorientation. Structural equation analysis indicated the predictive superiority of the respecified model, and we offer suggestions for theoretical refinement and development of strategic reorientation.

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