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Towards new organizational forms

Published on Jul 27, 2010in International Journal of Organizational Analysis
· DOI :10.1108/19348831011062166
Maria J. Sanchez-Bueno9
Estimated H-index: 9
(University of Salamanca),
Isabel Suárez-González7
Estimated H-index: 7
(University of Salamanca)
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Abstract
Purpose – The objective of this paper is to analyze the organizational change in 100 of the largest Spanish firms (a new national context) over the period 1993‐2003 (a more recent time period).Design/methodology/approach – To achieve this purpose, consideration has been given to both traditional organizational categories and new organizational forms, such as cooperative multidivisional, competitive multidivisional, and the internal network. Detailed definitions of the new organizational forms being developed by companies are provided in the paper. Thus, these new organizational forms may differ in several aspects, such as the decision‐making process and integration between divisions.Findings – The results show that over this period, Spanish firms experienced a steadily rising trend towards divisionalization. The cooperative multidivisional structure is the one most frequently adopted in Spain, as opposed to the competitive multidivisional form and the internal network.Originality/value – The systematic st...
  • References (48)
  • Citations (2)
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References48
Newest
Published on Jan 31, 2010in Administrative Science Quarterly 8.02
Mauro F. Guillén34
Estimated H-index: 34
List of Illustrations ix List of Tables x Preface xi A Note on Sources xv ONE: Organizations, Globalization, and Development 3 PART 1: Development and Organizational Change 25 TWO: Three Paths to Development, Three Responses to Globalization 27 THREE: The Rise and Fall of the Business Groups 59 FOUR: The Role of Small and Medium Enterprises 95 FIVE: Multinationals, Ideology, and Organized Labor 123 PART II: Organizational Change and Performance 157 SIX: Developing Industry: Automobile and Compon...
Published on Mar 1, 2009in Journal of Change Management
Fiona Graetz11
Estimated H-index: 11
(Deakin University),
Aaron Smith24
Estimated H-index: 24
(RMIT: RMIT University)
This paper employs the results from a survey of organizing forms in Australia's largest public companies between 2000–2004 to demonstrate the salience of duality theory in change management. The survey sought to identify trends in forms of organizing and the extent to which the uptake of new forms led to a decrease in traditional forms of organizing as measured across the organizational dimensions of structures, processes and boundaries. The results indicate that the key coordinating and control...
Published on Jan 1, 2008
Maria J. Sanchez-Bueno9
Estimated H-index: 9
(University of Salamanca),
Isabel Suárez González10
Estimated H-index: 10
(University of Salamanca)
espanolEl objetivo del presente trabajo es analizar el cambio organizativo experimentado por 100 de las mayores empresas espanolas (nuevo contexto) durante el intervalo 1993-2003 (periodo de tiempo reciente). Para alcanzar dicho objetivo, se consideran tanto las categorias organizativas tradicionales como las nuevas formas de organizacion que han aparecido (multidivisional cooperativa, multidivisional competitiva y red interna), analizando los atributos mas representativos de estas nuevas estruc...
Published on Dec 1, 2007in Organization Studies 3.54
Ian Palmer22
Estimated H-index: 22
(UTS: University of Technology, Sydney),
Jodie Benveniste3
Estimated H-index: 3
(UTS: University of Technology, Sydney),
Richard Dunford14
Estimated H-index: 14
(Macquarie University)
The concept of `new organizational forms' has been with us for over 20 years, but little attention has been given to the diverse assumptions underlying various researchers' use of this term. We identify five areas where different assumptions are in use, underpinned by a variety of theoretical perspectives. We urge scholars to engage in a generative dialogue about new organizational forms across theoretical perspectives. The aim of a generative dialogue is to identify where areas of agreement abo...
Published on Nov 1, 2007in Journal of International Business Studies 7.72
Jose I. Galan13
Estimated H-index: 13
(University of Salamanca),
Javier González-Benito29
Estimated H-index: 29
(University of Salamanca),
Jose A Zuñiga-Vincente1
Estimated H-index: 1
(URJC: King Juan Carlos University)
On the basis of theoretical assumptions approached via the investment development path (IDP), this study examines the most important factors for and against the location decisions in foreign direct investment taken by multinational enterprises, considering host countries at very different stages of economic development (Latin American and European Union countries). We carry out different kinds of analysis on a sample of 103 firms belonging to a medium-sized country that has recently achieved the...
Published on Jun 14, 2007in Strategic Management Journal 5.57
Gunnar Hedlund9
Estimated H-index: 9
(HHS: Stockholm School of Economics)
A model of knowledge management is developed. It builds on the interplay between articulated and tacit knowledge at four different levels: the individual, the small group, the organization, and the interorganizational domain. The model is applied on differences between Western and Japanese patterns of knowledge management. These are related to organizational characteristics, such as employment systems, career patterns, and organization structure. Effective knowledge management is argued to requi...
Published on Apr 1, 2007in Asia Pacific Journal of Human Resources 0.89
Richard Dunford14
Estimated H-index: 14
(Macquarie University),
Ian Palmer22
Estimated H-index: 22
(UTS: University of Technology, Sydney)
+ 1 AuthorsJohn Crawford17
Estimated H-index: 17
(UTS: University of Technology, Sydney)
The new organizational forms literature argues that in a dynamic business environment, ‘new’ ways of organizing are required to ensure speed, flexibility and innovation. Originally it was asserted that the ‘new’ organizational practices, after a period of transition, would replace the ‘old’ practices, such as formalization and centralization. An alternative view has emerged recently which argues that ‘old’ and ‘new’ practices are compatible and can co-exist. The focus of this study was to test t...
Published on Dec 1, 2005in British Journal of Management 2.75
Jose I. Galan13
Estimated H-index: 13
(URJC: King Juan Carlos University),
María José García Sánchez7
Estimated H-index: 7
(University of Salamanca),
José Angel Zúñiga Vicente8
Estimated H-index: 8
(University of Salamanca)
The main objective of this study is to analyse the strategic and organizational evolution of large firms in a current time period and within a specific geographical context (Spain). In order to achieve this purpose, the paper combines the Chandlerian programme with processual analysis. We draw on documentary sources (annual reports, company histories, business directories and so on) and interviews. We have found that in the model of corporate development some characteristics of new organizationa...
Published on Nov 1, 2004in Journal of Management Studies 5.84
Michael Mayer13
Estimated H-index: 13
(Glas.: University of Glasgow),
Richard Whittington46
Estimated H-index: 46
(University of Oxford)
This paper assesses economic, political and national institutional explanations for continued resistance to the multidivisional form in France, Germany and the United Kingdom during the 1980s and 1990s. It finds that the economics of different diversification strategies play a significant but changing role in the structural choices of large corporations. The political interests of personal, banking and government owners are exercised variably. There remain strong national influences on structura...
Published on Aug 1, 2004in Academy of Management Journal 7.19
Julia Balogun21
Estimated H-index: 21
,
Gerry Johnson31
Estimated H-index: 31
(University of Strathclyde)
This longitudinal, qualitative study examined “sensemaking” during an imposed shift from hierarchical to decentralized organization. We identified a “replacement” pattern of schema development in which middle managers moved from shared through clustered sensemaking, to shared but differentiated sensemaking. Our findings provide evidence that different change processes lead to different patterns of schema development. Further, they highlight the socially negotiated nature of schema change and the...
Cited By2
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Published on Jan 1, 2018
Pavlína Křibíková1
Estimated H-index: 1
(Technical University of Ostrava),
Michaela Tichá (Technical University of Ostrava), Blanka Poczatková1
Estimated H-index: 1
(Technical University of Ostrava)
Jiří Šindelář1
Estimated H-index: 1
Purpose The purpose of this paper is to investigate the effect of selected organizational factors on the performance of employees charged with sales forecasting, and to compare this across the different organizational environments of Central-Eastern European (CEE) retail chains. Design/methodology/approach The research involves seven major pan-European retail chain companies, with a total number of 201 respondents. Data were collected via a questionnaire [computer-aided personal interview (CAPI)...
Published on Dec 31, 2013
Miguel Pérez Valls , José Céspedes-Lorente15
Estimated H-index: 15
,
Raquel Antolin-Lopez6
Estimated H-index: 6
espanolLa implementacion de practicas avanzadas de gestion ambiental es un proceso complejo que re- quiere de coordinacion entre las distintas unidades funcionales de la organizacion y de cambios signi- ficativos en los procesos vinculados al desarrollo de las operaciones. La estructura organizativa juega por tanto un papel clave en su desarrollo. En este trabajo analizaremos la relacion existente entre variables organizativas en terminos de la complejidad, formalizacion y centralizacion de la e...