Coexistence of ‘old’ and ‘new’ organizational practices: Transitory phenomenon or enduring feature?:

Published on Apr 1, 2007in Asia Pacific Journal of Human Resources0.89
· DOI :10.1177/1038411107073597
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 the emerging compatibility view by surveying Australian human resource managers. We found that organizations utilize new organizational practices but that traditional practices such as formalization and centralization remain important features of organizational design. Comparing our findings to an earlier study by Palmer and Dunford (2002) provides longitudinal support in favour of the compatibility argument. The key to understanding the use of new organizational forms may lie in the interaction between ‘old’ and ‘n...
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  • Citations (17)
Published on Apr 1, 2004in European Management Journal2.98
Xiaohua Lin5
Estimated H-index: 5
(U of W: University of Windsor),
Richard Germain29
Estimated H-index: 29
(University of Louisville)
The study examines the effects of environmental context (technological turbulence), industrial context (production technology routineness and product complexity), and organizational structure (formalization and decentralization) on customer involvement in product development and compares US and Chinese State-owned enterprise (SOE) manufacturers. The results show that customer involvement in product development is positively predicted by product complexity and formalization, and inversely predict...
Published on Mar 1, 2004in Information & Management4.12
Marco Adria4
Estimated H-index: 4
(U of A: University of Alberta),
Shamsud D. Chowdhury6
Estimated H-index: 6
(Dal: Dalhousie University)
A call center and its associated information technology (IT) provide an opportunity to redesign and improve service-delivery operations. Managers at all levels should understand the role of organizational design as call centers are established or expanded, in particular the relative centralization (distribution of authority) associated with delivering services to customers. This article argues that centralization moderates and influences the organization's efforts to improve customer service thr...
Anneke Vandevelde2
Estimated H-index: 2
(Katholieke Universiteit Leuven),
Roland Van Dierdonck11
Estimated H-index: 11
(Katholieke Universiteit Leuven)
This article describes the major barriers across the design-manufacturing interface and examines ways to overcome them to achieve a smooth production start-up. An integration model reveals that formalization facilitates a smooth production start-up. Independent of the degree of formalization during the early development stages, a formal approach is preferred when the new product is introduced into production. Another facilitating factor is the empathy from design towards manufacturing, which can...
Published on Nov 1, 2003in Strategic Management Journal5.57
Xiaohua Lin5
Estimated H-index: 5
(U of W: University of Windsor),
Richard Germain29
Estimated H-index: 29
(University of Louisville)
This study develops a model grounded in the contingency theory (i.e., context–structure–performance) applicable to Chinese state‐owned enterprises (SOEs). Using data from a sample of 205 industrial SOEs, the study shows that SOE growth performance relative to the industry is positively predicted by formal control, inversely predicted by decentralization, and positively predicted by the interaction of the two. Customer product knowledge utilization, unrelated to growth performance relative to the...
Published on Nov 1, 2003in Strategic Management Journal5.57
J. Robert Baum11
Estimated H-index: 11
(UMD: University of Maryland, College Park),
Stefan Wally6
Estimated H-index: 6
(Chapman University)
This 4-year study examines the effect of strategic decision speed upon subsequent firm performance and identifies environmental and organizational characteristics that relate to decision speed. We draw upon strategic decision-making theory and organization theory to propose that strategic decision speed mediates the relation between environmental and organizational characteristics and performance. Measures of business environment, organization structure, strategic decision speed, and firm perfor...
Published on Oct 1, 2003in Journal of Organizational Change Management1.19
Emmanuel Okechukwu Ogbonna30
Estimated H-index: 30
(Cardiff University),
Lloyd C. Harris42
Estimated H-index: 42
(Cardiff University)
Although there has been substantial academic and practitioner interest into innovative structural arrangements, the study of structural transformation and the structural practices of small to medium-sized organizations in traditional industries has been relatively ignored. This article presents empirical evidence of a company that changed its organizational structure from a traditional bureaucracy to a structure that was fundamentally different from those of other firms within its industry. The ...
Eric T. G. Wang28
Estimated H-index: 28
(NCU: National Central University)
The information processing (IP) view of an organization has been considered one of the most influential contributions to the contingency literature. But the fit between a firm's IP capacity and IP requirements and the implications of such a fit for performance still lack research exploration. In this study, a firm's IP capacity was construed as the consistency among its centralization, formalization, and the role information systems (IS) plays in the firm. Based on data collected in Taiwan, the ...
Published on Jun 1, 2003in Strategic Change
Mike Healy5
Estimated H-index: 5
(University of Westminster),
Jennifer Iles4
Estimated H-index: 4
(University of Westminster)
The widespread adoption of advanced information and communications technology (ICT) is generally regarded as a powerful driver for undermining bureaucratic management. ICT-enabled organizations are often associated with flattened organizational structures, decentralization of resources and activities, teamwork and the empowerment of employees. Those lines of argument are questioned with reference to knowledge management, security, the development and implementation of intranets and intranets and...
Published on May 1, 2003in Journal of Operations Management7.78
Abraham Y. Nahm12
Estimated H-index: 12
(UWEC: University of Wisconsin–Eau Claire),
Mark A. Vonderembse24
Estimated H-index: 24
(College of Business Administration),
Xenophon Koufteros23
Estimated H-index: 23
(FAU: Florida Atlantic University)
Abstract The innovation and organizational theory literatures argue that implementing radical innovation can be facilitated or hindered by the organization’s structural design. As firms attempt to cope with an external environment that is changing from industrial to post-industrial, how do they implement change? This study develops a research framework that examines relationships among various structural dimensions (i.e. number of layers in the hierarchy, level of horizontal integration, locus o...
Published on Mar 1, 2003in Strategic Management Journal5.57
Gerry McNamara22
Estimated H-index: 22
(MSU: Michigan State University),
Paul M. Vaaler17
Estimated H-index: 17
(Tufts University),
Cynthia E. Devers1
Estimated H-index: 1
(CMU: Central Michigan University)
Some strategy scholars and practitioners contend that markets have become increasingly hypercompetitive in recent years. We examine this contention by analyzing industry and business performance patterns in a broad sample of firms drawn from the Compustat Industry Segment database for the 1978-97 period. We find little support for the argument that markets have become more hypercompetitive. From the late 1970s to the late-1980s we observe decreased performance and market stability, consistent wi...
Cited By17
Published on Jun 20, 2019in Issues in Mental Health Nursing0.98
Michelle Cleary Rn2
Estimated H-index: 2
(UTAS: University of Tasmania),
Sancia West Rn (UTAS: University of Tasmania)+ 1 AuthorsRachel Kornhaber Rn (UTAS: University of Tasmania)
Published on May 28, 2017in Public Management Review3.16
David Pick11
Estimated H-index: 11
(Curtin University),
Stephen T.T. Teo18
Estimated H-index: 18
(RMIT: RMIT University)
This study examines how middle managers in public sector organizations experienced ‘New Public Management’ (NPM)-related change initiatives. Data from 486 Australian middle managers in state public sector agencies are analysed and the hypothesized model is tested using partial least squares (PLS) structural equations modelling (SEM) on two samples. The cross-validation model analysis brings a new focus on middle managers experience of change via the linkages between the provision of change infor...
Published on Sep 1, 2016
Nisit Manotungvorapun2
Estimated H-index: 2
(MU: Mahidol University),
Nathasit Gerdsri11
Estimated H-index: 11
(MU: Mahidol University)
To strategically exploit open innovation, many companies continue to expand their research collaboration with universities to boost the novelty and speed of innovation development. Recently, literatures propose various sets of criteria for selecting universities as partners but the research on practicality and generalizability of such applications are still limited. This explorative study reveals how managers apply the criteria from literature into the practice for their industry-university coll...
Published on May 27, 2016in Public Management Review3.16
Stephen T.T. Teo18
Estimated H-index: 18
(Work Research Institute),
David Pick11
Estimated H-index: 11
(Curtin University)
+ 1 AuthorsCameron J. Newton13
Estimated H-index: 13
(QUT: Queensland University of Technology)
This study examines public sector change, motivation and person–organization (P–O) fit in a stress context. The results provide empirical evidence that change initiatives produce change-induced stressors. However, change processes, including participation in change decision-making and the provision of change information, increase public service motivation, reduce change-induced stressors and ultimately improve P–O fit and job satisfaction. The results also depict that, in the context of change, ...
Published on Dec 1, 2015in Scandinavian Journal of Management1.42
Simon Dischner2
Estimated H-index: 2
(HHU: University of Düsseldorf)
Abstract Knowledge about the influence of organizational structure and organizational form on counterproductive work behavior (CWB) has been limited, fragmented, and inconsistent. The contradictory findings from empirical studies were in line with the contradictory predictions of the bureaucracy and post-bureaucracy theories. These theories have opposing views regarding the influence of organizational structure elements and forms on CWB. To perform a competitive test of the bureaucratic and post...
Published on Aug 3, 2015in Information Technology & People1.26
Tiwonge Davis Manda3
Estimated H-index: 3
(University of Oslo),
Jo Herstad6
Estimated H-index: 6
(University of Oslo)
Purpose – The purpose of this paper is to discuss implications of human-technology interaction in organizational change, especially where mobile phones are introduced to replace paper-based reporting. Design/methodology/approach – The paper employs a case study approach, focusing on implementation of mobile technology for health (mHealth) solutions to support remote data communication, between health facilities and a district health office (DHO), in Malawi. Findings – The findings suggest that m...
Mirjana Petkovic3
Estimated H-index: 3
(University of Belgrade),
Jelena Lukić (University of Belgrade)
In today’s business environment which is constantly changing, organizations are faced with the imperative to build their competitive advantage through reshaping existing resources and capabilities and through creating new ones. Therefore, organizational design has been imposed as an important factor in the business success of the modern company. There are many examples that traditional organizational forms have experienced transformation: they have moved from organizational forms toward new orga...
Published on Oct 13, 2014
Iva Petkova1
Estimated H-index: 1
(Davidson College)
This paper reviews recent empirical accounts on the emergence of post-bureaucratic patterns of organizing and examines these contributions against established theory on organizations. The paper reports that while the distinctive features of Weber’s bureaucratic type remain unaffected, two trends in contemporary organizing warrant examining convergence in motivation. First, large multidivisional organizations have adopted mutation practices in which the functional structure is overlaid at the lev...
Published on Jul 7, 2014
Esra Basol1
Estimated H-index: 1
Ozgur Dogerlioglu2
Estimated H-index: 2
(Boğaziçi University)
Increasing organizational effectiveness is one of the most important organizational goals for almost all organizations in every industry. This study reviews the function of organizational structure for increasing organizational effectiveness especially by focusing on software industry organizations. The structural variables considered in this research are formalization, specialization, centralization, organizational age and size. The survey prepared according to the research model was responded ...
Published on Feb 8, 2013in Journal of Organizational Change Management1.19
Richard Dunford8
Estimated H-index: 8
(USYD: University of Sydney),
Suresh Cuganesan20
Estimated H-index: 20
+ 3 AuthorsCara Steele2
Estimated H-index: 2
Purpose – The concept “flexibility” is ubiquitous as a rationale for organizational change. However, its broad application is accompanied by a general lack of definitional agreement or theoretical cohesion. The purpose of this paper is to propose the merits of an alternative approach – applying a discourse perspective to the use of flexibility as a rationale for organizational change.Design/methodology/approach – This paper first illustrates the broad referencing of flexibility as a desired orga...
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