Scholarly record
ORGANIZATIONAL STRUCTURE AS AN ORGANIZATIONAL INNOVATION DETERMINANT - EMPIRICAL RESEARCH
Abstract
Theoreticians and experienced practitioners agree that organisational innova-tiveness is a key factor leading to the continuation of business activity and to developing of contemporary organisations. There are many publications about innovativeness de-terminants. According to practitioners and theoreticians organizational structure is one of the important innovativeness determinant. This article presents the results of empirical research concerning the relationship between the organizational structure and the enterprises innovativeness. Authors concentrate on five dimensions of organizational structure: hierarchy, centralisation, specialisation, standardisation and formalisation. In the study the following research hypotheses have been formulated: 1) The smaller the degree of specialization in the company, the higher its innovativeness, 2) The smaller the degree of centralisation of the given organization, the higher its in-novativeness, 3) The smaller the degree of formalisation in the given organisation, the higher its innovativeness, 4) The smaller the degree of standardisation of the given or-ganisation, the higher its innovativeness, 5) The flatter the organisational structure, the higher its innovativeness. The hypotheses have been verified based on the author's ques-tionnaire survey and statistical methods were used (regression analysis). The research results presented in this article indicate three dimensions of the structure, as those whose degree is statistically important for innovativeness of the organisation: standardisation, centralisation and specialisation. The research was carried out to different organizations (depending on their size and ownership) organizations operating in Poland.
Publication Impact Profile
Publication details
References20
Al Shaar E. M., Khattab S. A., Alkaied R. N., Manna A. Q., The Effect of Top Management Support on Innovation: the Mediating Role of Synergy between Organizational Structure and Information Technology, International Review of Management and Business Research, vol. 4, iss. 2, 2015, pp. 499-513.
Chen C.J., Information technology, organizational structure, and new product development — the mediating effect of cross-functional team interaction, IEEE Transaction on Engineering Management, vol. 54, iss. 4, 2007, pp. 687-698.
Child J., Heavens S.J., The social construction of organizations and its implications for organizational learning, [in:] Dierkes M., et. al. [eds.]: Handbook of organizational learning and knowledge, Oxford University Press, New York, 2001, pp. 308-326.
Dobni C.B., Achieving synergy between strategy and innovation: the key to value creation, int. Journal of Business Science and Applied Management, vol. 5, iss. 1, 2010, pp.48-48.
Eisenhardt K.M., Schoonhoven C.B., Organizational growth: linking founding team, strategy, environment and growth among US semiconductor ventures, Administrative Science Quarterly, vol. 35, 1990, pp. 504-529.
Gobble M.M., Innovation and strategy, Research-Technology Management, 2012, may-june, pp. 63-65.
Hopej M., Dokonywanie zmian w strukturze organizacyjnej, Scientific Papers of Department od Organization and Management, Wroclaw University of Science and Technology, iss. 65, 1994, Wroclaw.
Jaruzelski B., Dehoff K., The global innovation 1000. How the top innovators keep winning, Strategy+Business Magazineiss, vol. 61, 2010 winter, pp. 1-14.
Mikuła B., Organizacje oparte na wiedzy, Wyd. AE, Kraków, 2006.
Patwardhan, A., National culture, organization structure and innovation: a contingency theory perspective., [in:] Proceedings of the 2007 Academy of Marketing Science. Springer International Publishing, 2015, pp. 147-147.
Pawlowsky P., The treatment of organizational learning in management science, [in:] Dierkes M., Berthoin Antal A., Child J., Nonaka I. [eds.]: Handbook of organizational learning and knowledge, Oxford University Press, New York, 2001, pp. 61-88.
Sheng, M. L., Hartmann, N. N., Chen, Q., Chen, I., The synergetic effect of multinational corporation management's social cognitive capability on tacit-knowledge management: product innovation ability insights from Asia. Journal of International Marketing, vol. 23, iss. 2, 2015, pp. 94-110.
Sikorski Cz., Zachowania ludzi w organizacji, PWN, Warsaw, 1999.
Sine W.D., Mitsuhashi H., Kirsch D.A., Emerging structure and performance: the effect of founding team structure on firm performance in the emerging internet sector. Paper Presented at Academy of Management, Annual Meeting, Seattle, August, 2003.
Steinmann H., Schreyögg G., Management. Grundlagen der Unternehmensfuhrung. Konzepte, Funktionen, Fallstudien, Wiesbaden: Springer Gabler, 2002.
Tidd J., Bessant J., Pavitt K., Managing innovation. Integrating technological, market and organizational change. John Wiley & Sons ltd., Great Britain, 2005.
Timmons J.A., Spinelli S., New venture creation: entrepreneurship for the 21century, Mcgraw-Hill, N.Y., 2004.
Vise, D.. The Google story. Strategic Direction, vol. 23, iss. 10, 2007.
Walecka-Jankowska, K., Relationship between Knowledge Management and Innovation. Social Sciences, 90(4), 2015, pp.55-66.
Wally S., Baum J.R., Personal and structural determinants of the pace of fstrategic decision-making, Academy of Management Journal, vol. 37, 1994, pp. 122-145.
View or Download full articleAccess options
SWS access login
Login as SWS Scientific CommitteeLogin as SWS Scientific PartnerLogin as SWS AuthorAuthors and approved SWS contributors will read and export their own linked papers after identity matching by SWS profile, email and SGEM GlobalID.
For librarian assistance: [email protected]
Purchase Instant Access
- Article can be downloaded after successful payment.
- Article may be used according to SWS library access terms.
- Article cannot be redistributed.
