Bigness Is the Problem, Not the Solution

Rational Organizational Structure:For Brick-and-Mortar Lifestyle Retailers in India to Overcome Diseconomies of Scale and Protect Firm’s Sustainability(ROLS-b)

“…However, Williamson's first and second categories of diseconomies of scale broadly correspond to the cost of determination/planning, third to the cost of demotivation, and the fourth to the cost of resource misallocation conceptualized by Coase. Few studies whether or not explicitly specifying the term diseconomies of scale have identified factors that have negative consequences in addition to leading to diseconomies of scale thereby limiting the overall growth of a firm that corroborate with Williamson's theoretical conceptualization of diseconomies of scale such as i)rigidity to change [14], excessive rigidity [15], unexplained wage differential [16], insularity [17], R&D cost control [18], alienation [19], low job satisfaction in large organizations [20], rigidity [21], insularity from reality [22], monitoring costs and inadequate effort levels [23], cost-consciousness [24], and low motivation levels [25]under the 'atmospheric consequences' category; ii) risk aversion [26], firm age leads to insularity [27], organizations larger than optimum [28], owner-manager conflict of motivation [29], increase in administration [30], poor understanding of changing market needs by the R&D [24], perpetuation of organization form [31], and bureaucratic rigidity [32] under the 'bureaucratic insularity' category; iii) R&D incentives [18], low productivity in R&D [33], employment contracts [34], quality of R&D employees [24], limits to entrepreneurship [35], weaker incentives in bureaucracies [32], and employment contract disincentives in R&D [36] under the 'incentive limits of employment relation' category; iv) specialization leading to poor communication [14], information loss [37], communication losses [38], R&D coordination levels [18], information signal delays…”

“…In other words, these associations were corroborating to the key hypothesis of our study, that is, any economies of scale that is expected by the expansion of store counts would be lost if the OS is not rational and could also lead to diseconomies of scale in addition to affecting firm's long-term sustainability. [8], [29], [35], [57], [59], [61] Gap 2   [7], [8], [9], [19], [29], [31], [35], [41], [51], [62], [64], [65], [69], [72], [80], [81] Gap 3   [7], [8], [14, [49], [57], [71], [80], [81] Gap 4   [7], [8], [14], [15], [17], [19], [20], [25], [26], [29], [30], [39], [62], [65], [69], [72] Gap 5   [7], [8],…”

Rational Organizational Structure: For Brick-and-Mortar Lifestyle Retailers in India to Overcome Diseconomies of Scale and Protect Firm’s Sustainability (ROLS-b)

“…However, Williamson's first and second categories of diseconomies of scale broadly correspond to the cost of determination/planning, third to the cost of demotivation, and the fourth to the cost of resource misallocation conceptualized by Coase. Few studies whether or not explicitly specifying the term diseconomies of scale have identified factors that have negative consequences in addition to leading to diseconomies of scale thereby limiting the overall growth of a firm that corroborate with Williamson's theoretical conceptualization of diseconomies of scale such as i) rigidity to change [14], excessive rigidity [15], unexplained wage differential [16], insularity [17], R&D cost control [18], alienation [19], low job satisfaction in large organizations [20], rigidity [21], insularity from reality [22], monitoring costs and inadequate effort levels [23], cost-consciousness [24], and low motivation levels [25] under the 'atmospheric consequences' category; ii) risk aversion [26], firm age leads to insularity [27], organizations larger than optimum [28], owner-manager conflict of motivation [29], increase in administration [30], poor understanding of changing market needs by the R&D [24], perpetuation of organization form [31], and bureaucratic rigidity [32] under the 'bureaucratic insularity' category; iii) R&D incentives [18], low productivity in R&D [33], employment contracts [34], quality of R&D employees [24], limits to entrepreneurship [35], weaker incentives in bureaucracies [32], and employment contract disincentives in R&D [36] under the 'incentive limits of employment relation' category; iv) specialization leading to poor communication [14], information loss [37], communication losses [38], R&D coordination levels [18], information sig...…”

“…o) A majority of strategy-making, decision-making, planning, actions, and control across '4P's' of Marketing Mix were made by the employees of Non-SSO functions but the ownership of results was completely shifted on to SSO function (Gap 14). [8], [29], [35], [57], [59], [61] Gap 2   [7], [8], [9], [19], [29], [31], [35], [41], [51], [62], [64], [65], [69], [72], [80], [81] Gap 3   [7], [8], [14, [49], [57], [71], [80], [81] Gap 4   [7], [8], [14], [15], [17], [19], [20], [25], [26], [29], [30], [39], [62], [65], [69], [72] Gap 5   [7], [8], [14],…”