The Relationship between Organizational Structures and Performance: The Case of the Fortune 500

Avdelidou-Fischer, Nicole

doi:10.1016/s1569-3767(06)07008-7

Cited by 6 publications

(4 citation statements)

References 14 publications

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“…Research on organizational performance (OP), either with regard to its financial or its operational aspects, has revealed different factors that have significant effects on OP. Examples of these factors include enterprise risk management, 1 multidivisional structures of organizations, 2 CEO charisma, 3 stakeholders' involvement and support, 4 intellectual capital, 5 human capital, 6 CEOs' social networks, 7 organizational learning, 8 the strategic integration of human resource management, 9 managerial practices related to strategies, performance measurement, corporate governance, innovation and development, along with the external environment, 10 adoption of green supply chain management (SCM) practices, 11 human resource practices, 12 knowledge management capacity, 13 supportive organizational climate, 14 supply chain quality management, 15 supply chain innovation, 16 human capital disclosure 17 and knowledge creation. 18 Concerning the relationship between organizational culture (OC) and OP, Yesil and Kaya 19 carried out a study to explore the impact of OC (clan, adhocratic, market and hierarchical cultures) on financial OP using a sample consisting of managers of Turkish companies.…”

Section: Introductionmentioning

confidence: 99%

Factors affecting the organizational performance of manufacturing firms

Al-Tit

2017

International Journal of Engineering Business Management

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Numerous studies have been conducted to explore the individual effects of organizational culture (OC) and supply chain management (SCM) practices on organizational performance (OP) in different settings. The aim of this study is to investigate the impact of OC and SCM on OP. The sample of the study consisted of 93 manufacturing firms in Jordan. Data were collected from employees and managers from different divisions using a reliable and valid measurement instrument. The findings confirm that both OC and SCM practices significantly predict OP. The current study is significant in reliably testing the relationship between SCM practices and OP; however, it is necessary to consider cultural assumptions, values and beliefs as the impact of OC on OP is greater than the impact of SCM practices. Based on the results, future studies should consider the moderating and mediating role of OC on the relationship between SCM practices and OP.

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Section: Introductionmentioning

confidence: 99%

Factors affecting the organizational performance of manufacturing firms

Al-Tit

2017

International Journal of Engineering Business Management

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“…We use cash flow proxies to classify FLCs, as the tool is more reliable. On accounting performance measures, we look at ROA, return on capital employed (ROCE), and EBITDA adopted by various researchers to measure firm performance (Avdelidou‐Fischer, ; Khanna & Palepu, ; Kumar & Singh, ). Since the dependent variables are absolute values, we deflate them by adjusting the values to the Indian rate of inflation based on the Whole‐sale Price Index (WPI) for all nine years.…”

Section: Literature Reviewmentioning

confidence: 99%

Impact of Ownership Patterns and Firm Life‐Cycle Stages on Firm Performance: Evidence From India

Sridharan¹,

Joshi²

2018

J Corp Accounting Finance

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This article reexamines the relationship between ownership patterns and firm financial performance through the prism of firm life‐cycle stages. We use an unbalanced panel data set from the S&P BSE 500 companies in the emerging Indian market over nine years. We adopt multivariate analysis with covariance to explore the relationship between ownership patterns and firm performance across various stages of a firm's life cycle. Empirical results suggest that firm life cycle is a key indicator in the study of relationship between ownership patterns and firm performance. Performance is optimized by different patterns of ownership over different life‐cycle stages. Closely held firms perform better than widely held firms, and those with foreign promoter holdings outperform in most life‐cycle stages. © 2018 Wiley Periodicals, Inc.

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“…We start with differentiation and integration; Differentiation refers to the way in which an organization is divided into divisions and functions, and integration to the way in which the divisions and functions are then combined (Müller-Stewens and Lechner 2005). A matrix structure consists of functional departments on one axis, while the vertical counterpart is based on differentiation by a product group (Avdelidou-Fischer 2006). The basic forms of organizational structures are the result of horizontal differentiation.…”

Section: Structures Of Operational Excellence Initiativesmentioning

confidence: 99%