Organizational structure, context, customer orientation, and performance: lessons from Chinese state‐owned enterprises

Lin, Xichen; Germain, Richard

doi:10.1002/smj.348

Cited by 208 publications

(184 citation statements)

References 49 publications

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“…Thus, Lin and Germain (2003) observed that growth performance relative to the industry was positively predicted by formal control, inversely predicted by decentralisation, and positively predicted by the interaction of the two. Tan and Peng (2003) found that the relationship between organisational slack and performance was curvilinear, where only a moderate level of slack had a positive effect on performance.…”

Section: Process Of Reform and Change In Chinese Soesmentioning

confidence: 95%

Business and management in China: A review of empirical research in leading international journals

Quer

Claver

García

2007

Asia Pacific J Manage

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China's growing economic importance has led to a significant increase in the volume of empirical research about business and management in this country during the last few years. This study reviews the 180 empirical papers focusing on the Chinese context that were published in 12 leading international academic journals between 2000 and 2005. A summary of the methodologies used and the topics analysed is offered, along with various rankings of journals, authors, institutions, and papers.

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Section: Process Of Reform and Change In Chinese Soesmentioning

confidence: 95%

Business and management in China: A review of empirical research in leading international journals

Quer

Claver

García

2007

Asia Pacific J Manage

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“…Several strategic management scholars have performed specific empirical studies on related topics (e.g. Lin and Germain, 2003;Wolf and Egelhoff, 2002). In this context, Doty et al (1993) explain that organizational design theory has developed from a normative, universalistic approach (promoting 'the best structural form'), via a normative contingency theory approach ('the best structural form exists given specific sets of conditions'), to the notion of equifinity ('in a specific situation, multiple good solutions exist'), Unfortunately, the empirical relevance and rigor of the normative theories has not always been clear.…”

Section: Introductionmentioning

confidence: 99%

Organizational Structure and Performance in Dutch small Firms

Meijaard

Brand

Mosselman³

2005

Small Bus Econ

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ABSTRACT. The relationship between organizational structure and performance in small firms has received relatively limited attention over the last few decades. In understanding small firm performance this seems to be a serious omission. In this paper, we first present the rationale for including organizational structure in the analysis of small firm performance. Then, from the literature on organizational theory, we retrieve several dimensions that may be postulated to describe organizational structures of small firms. Based on the study of a stratified sample of 1411 Dutch small firms we show that nine structure stereotypes can be delineated. We further investigate the relevance of the empirical taxonomy by looking at the relationship with firm performance in terms of sales growth, profitability and innovativeness. Eventually, we conclude that organizational structure indeed matters and that it deserves to be taken into account in models and future analysis of small firm performance.KEY WORDS: innovativeness, organizational structure, small firm performance.JEL CODE: M21, D21.

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“…For example, new employees are oriented about the organization's regulations or are provided with written job descriptions for all positions (Muhammad, 2007). Written documents reveal the organization's high level of formalization (Lin and Germain, 2003). Therefore, clear regulations create a mutual understanding between the organization and the employee, which increases the employee's confidence that they are treated under the same regulation as others.…”

Section: Formalization and Procedural Justicementioning

confidence: 99%

The Mediating Role of Procedural Justice in Formalization-Affective Commitment Relationship

Tuntrabundit¹,

Tuntrabundit²

2014

ASS

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This study aims at empirically testing the mediating role of procedural justice in formalization-affective commitment relationship. A questionnaire survey was conducted with 405 full-time employees working in Thailand. A regression analysis was used to test the hypotheses, and Baron and Kenny's (1986) recommendations were employed to explain the mediation hypothesis. The results indicated that the procedural justice mediated the relation of formalization and affective commitment. This study has extended the theoretical knowledge of justice and employee commitment in Thailand's context. In particular, this study examined procedural justice as a mediate variable to analyze the relationship between formalization and affective commitment. The executive can apply the findings of this study to increase employee commitment through clear policy and standard regulations that are applied to everybody in the organization. This will lead to, in the part of the employees, justice and employee commitment.

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Organizational structure, context, customer orientation, and performance: lessons from Chinese state‐owned enterprises

Cited by 208 publications

References 49 publications

Business and management in China: A review of empirical research in leading international journals

Business and management in China: A review of empirical research in leading international journals

Organizational Structure and Performance in Dutch small Firms

The Mediating Role of Procedural Justice in Formalization-Affective Commitment Relationship

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