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)
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...
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#1Maria J. Sanchez-Bueno (University of Salamanca)H-Index: 9
#2Isabel Suárez González (University of Salamanca)H-Index: 10
#1Ian Palmer (UTS: University of Technology, Sydney)H-Index: 22
#2Jodie Benveniste (UTS: University of Technology, Sydney)H-Index: 3
Last.Richard Dunford (Macquarie University)H-Index: 14
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#1Richard Dunford (Macquarie University)H-Index: 14
#2Ian Palmer (UTS: University of Technology, Sydney)H-Index: 22
Last.John Crawford (UTS: University of Technology, Sydney)H-Index: 17
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#1Jose I. Galan (URJC: King Juan Carlos University)H-Index: 13
#2María José García Sánchez (University of Salamanca)H-Index: 7
Last.José Angel Zúñiga Vicente (University of Salamanca)H-Index: 8
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