LPS Research "Hedgehog" Report

Annotated Bibliography

Organizational Structure

Kenyeta Clements

UMUC

MGMT 630

Dr. Todd Kelley

07 March 2019

Zheng, Yang, W. a., McLean, B. a., & N, G. (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business Research, 63, 763-771.

The article was found in The Journal of Business Research and was published by Elsevier. It has been cited 1034 times. The article involves a study conducted to examine the importance of knowledge management in organizational culture, organizational effectiveness and strategy. Practicing knowledge management has various influences on a firm’s effectiveness. The study involved a survey conducted in 301 organizations. The findings suggested that knowledge management has major impacts on organizational culture and effectiveness. Knowledge management can either fully or partially mediate the impact of culture in an organization's effectiveness. The article provides a wide scope of information on knowledge management as it extends its scope of research by examining various management practices in organizations and studying the mechanisms that connect the firm’s internal resources to their competitive advantage. According to the article, practicing knowledge management in an organization improves the organization's productivity. It further suggests that organizations implement knowledge management if they want positive results.

Winnubst, J. (2017). Organizational structure, social support, and burnout. In Professional burnout. Routledge.

The book section was acquired from the book Professional Burnout by Winnubst Jacques. It was has been cited 225 times. The article discusses how organizational structure leads to professional burnout. According to the article, the effectiveness of work in an organization varies depending on how members of an organization are treated; either positively or negatively. The variations depend on the structure of the organization as well as the culture and ethics in the organization. The article further attempts to study the interrelationships between social support, stress, and burnout in organizations. It explores the type of stressors in organizational structure and culture that are related to burnout such as the white collar stressors. According to the article, burnout is common both in white and blue collar jobs. However, the level of stress and burnout differs in various organizations depending on the organizational structure. It is important for organizational managers to realize that the behavioural, psychological and physiological processes that lead to strains and burnout occur under excessive demands by management and indicate normal and healthy functioning in the organization.

Vaccaro, Jansen, I. G., Bosch, J. J., Volberda, F. A., & W, H. (2012). Management innovation and leadership: The moderating role of organizational size. Journal of management studies, 49, 28-51.

This article was retrieved from the Journal of Management Studies and was published on Wiley Online Library. It has been accessed and cited 476 times. The article involves research conducted on management innovation such as new organizational structures, practices, and processes that change and impact leadership and management in a firm. The study focuses on the role of management and its relationship with organizational structures. According to the article, the size of organizations matters in terms of leadership. The study mainly focuses on transactional and transformational leadership styles. According to the study’s findings, leadership and organizational structure are interrelated. Small firms benefit from a transactional leadership style compared to large organizations. Larger organizations, on the other hand, need to focus on transformational leadership due to their complexity.

Fiedler, Grover, K. D., Teng, V. a., & TC, J. (1996). An empirically derived taxonomy of information technology structure and its relationship to organizational structure. Journal of Management Information Systems, 13, 9-34.

This article was accessed from the Journal of Management and has been cited 214 times. This article focuses on an empirical study conducted to study the relationship between organizational structure and information technology. The study uses 313 firms to develop a taxonomy that shows implications for matching organizational structures and organizational structures. Information technology structures are identified depending on a company's information systems' ability to support communications, centralized computer operations as well as sharing resources. By using the multistep cluster analysis from different firms and the number of groups, the study identifies four information technology structures; decentralized, centralized, distributed cooperative computing and centralized cooperative computing. It further relates the four IT structures to different organizational structures. Decentralized computing is associated with product organizational forms. Centralized computing is associated with functional organizational forms. Distributed cooperative computing is associated with high integrated firms such as product and matrix organizational forms. Centralized cooperative computing is associated with functional organizational forms.

Nahm, Vonderembse, A. Y., Koufteros, M. A., & A, X. (2003). The impact of organizational structure on time-based manufacturing and plant performance. Journal of operations management, 21, 281-306.

This article attempts to study the impact of organizational structure on time-based manufacturing and plant performance. The article was accessed from The Journal of Operations Management and was published by Elsevier. According to the article, the innovation and organizational theory argue that the structural design of an organization can hinder or facilitate the implementation of radical innovation. Today, firms are working to cope with the changing external environment. It is therefore important that organizations understand how they can implement change. The study develops a framework that shows the relationship between different organizational structural dimensions, plant performance, and time-based manufacturing practices. The study was conducted on 224 manufacturing firms and developed instruments that were used to measure the interrelations in the framework. The study showed that the hierarchy layers and the horizontal integration level had an impact on communication and decision-making. In turn, through communication and decision-making, the organization structure had a direct impact on time-based manufacturing practices. Moreover, time-based manufacturing practices had a direct impact on the organization’s performance.

References

Fiedler, Grover, K. D., Teng, V. a., & TC, J. (1996). An empirically derived taxonomy of information technology structure and its relationship to organizational structure. Journal of Management Information Systems, 13, 9-34.

Nahm, Vonderembse, A. Y., Koufteros, M. A., & A, X. (2003). The impact of organizational structure on time-based manufacturing and plant performance. Journal of operations management, 21, 281-306.

Vaccaro, Jansen, I. G., Bosch, J. J., Volberda, F. A., & W, H. (2012). Management innovation and leadership: The moderating role of organizational size. Journal of management studies, 49, 28-51.

Winnubst, J. (2017). Organizational structure, social support, and burnout. In Professional burnout. Routledge.

Zheng, Yang, W. a., McLean, B. a., & N, G. (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business Research , 63, 763-771.