The Fit between Technology and Structure as a Predictor of Performance in Nursing Subunits

Alexander, Judith W.; Randolph, W. Alan

doi:10.5465/256240

Cited by 34 publications

(62 citation statements)

References 20 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Since a higher deviation score implies a lack of fit which should lead to lower performance, a negative and significant coefficient for the deviation score would support the hypothesized performance effect of a fit between the two variables of interest. Besides its intuitive appeal, the deviation score procedure was used because it is considered powerful in reflecting nonmonotonic relationships [Alexander and Randolph 1985]. Third, this procedure avoids the multicollinearity problem of interactions and the purely linear notion of fit as measured by residuals of regression.…”

Section: Discussionmentioning

confidence: 99%

The Use of Process and Output Controls in Foreign Markets

1995

View full text Add to dashboard Cite

This study builds upon previous control research to propose a model of formal controls used in managing activities performed in foreign markets. Theoretically derived contingency relationships are also proposed to assess the performance consequences of different formal control types. The findings support the importance of internal and external sources of uncertainty in determining the type of control used. Partial support was also found for the premise that the fit between the type of control used and the type of uncertainty perceived will contribute to superior performance.With increasing globalization of the competitive environment, the dual imperatives of global integration and local responsiveness are becoming more vital than ever before for organizational survival and growth [Prahalad and Doz 1987; Roth and Morrison 1990]. Hence, head-office managers at multi-product and multi-country firms are faced with the increasingly complex task of managing geographically dispersed yet interdependent activities. A critical part of this management task involves the formal control of operationally, geographically and culturally differentiated activities to prevent system suboptimization and provide direction for the goals of the organization as a whole to be reached. The effective and efficient management of interdependent activities across geographic locations necessitates sophisticated formal controls that can respond to local differences and contingencies while taking advantage of global opportunities. The challenge facing managers is to design a formal control which induces desired performance while inhibiting dysfunctional

show abstract

Section: Discussionmentioning

confidence: 99%

The Use of Process and Output Controls in Foreign Markets

1995

View full text Add to dashboard Cite

show abstract

“…The measurement of EMC was proposed by Zhu et al (2005). This study uses a matching formulation that is widely used to measure the alignment between two organizations (Alexander and Randolph, 1985). The formulation is computed as jEMC b À EMC S j, which indicates the degree of gap in the evaluation of the suppliers' environmental capabilities.…”

Section: Measurementmentioning

confidence: 99%

Suppliers' communication capability and external green integration for green and financial performance in Korean construction industry

Woo

Kim

Chung

et al. 2016

Journal of Cleaner Production

119

102

View full text Add to dashboard Cite

“…Alexander and Randolph (1985), Fry and Slocum (1984), Khandwalla (1974), and Sutton and Rousseau (1979) included a surveillence component in their formalization measures and were not included in the formalization analyses. 2.…”

Section: Resultsmentioning

confidence: 99%