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Viable and Effective Organizational Designs of Firms
2 references·16 citing·53 second hop
Viable and Effective Organizational Designs of Firms (1973)Viable and Effective Organizational Desig…The Context of Organization Structures (1969)The Context of Organization S…Dimensions of Organization Structure (1968)Dimensions of Organization St…Organizational Structure and Performance Feedback: Centralization, Aspirations, and Termination Decisions (2016)Organizational Structure and …Organizational support for intrapreneurship and its interaction with human capital to enhance innovative performance (2010)Organizational support for in…Contextuality Within Activity Systems and Sustainability of Competitive Advantage (2008)Contextuality Within Activity…Managerial discretion and internal alignment under regulatory constraints and change (2007)Managerial discretion and int…Misperceiving Interactions Among Complements and Substitutes: Organizational Consequences (2002)Misperceiving Interactions Am…Evolution toward Fit (2002)Evolution toward FitContext and Charisma: A "Meso" Level Examination of the Relationship of Organic Structure, Collectivism, and Crisis to Charismatic Leadership (1998)Context and Charisma: A "Meso…SOME ORGANIZATIONAL CONSEQUENCES OF CEO SUCCESSION. 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Autonomy, Control, and Spatiotemporal Scaling in Telework (2015)Reconfiguration, restructuring and firm performance: Dynamic capabilities and environmental dynamism (2016)The Structure of Scientific Revolutions (1963)A Behavioral Theory of the Firm (1964)The Population Ecology of Organizations (1977)Turnaround Strategies for Mature Industrial-Product Business Units (1983)The performance impact of strategy ‐ manager coalignment: An empirical examination (1991)Strategic human resource management: where have we come from and where should we be going? (2000)Organizational Strategy, Structure, and Process (1978)Qualitative Data Analysis: A Sourcebook of New Methods (1986)The relationships between intangible organizational elements and organizational performance (2004)Embracing Causal Complexity (2016)Capturing Causal Complexity: Heuristics for Configurational Theorizing (2020)Men and Women of the Corporation. (1978)Exploration and Exploitation in Organizational Learning (1991)Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)Exploring Managerial Mechanisms that Influence Innovative Work Behaviour: Comparing private and public employees (2013)Innovating through digital revolution (2019)Antecedents of innovative performance: Findings from PLS-SEM and fuzzy sets (fsQCA) (2020)The Modern Corporation and Private Property (1933)A Framework for the Comparative Analysis of Organizations (1967)Organizational Information Requirements, Media Richness and Structural Design (1986)OVERCOMING THE LIABILITY OF FOREIGNNESS. (1995)Social Structure and Organizations 1 (2004)ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS. (1991)IS SLACK GOOD OR BAD FOR INNOVATION? (1996)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)
this work references cited by second hop

References

  • 1968Dimensions of Organization Structure1,768 cited
  • 1969The Context of Organization Structures1,107 cited

Cited by

  • 2002Evolution toward Fit720 cited
  • 1980Industrial organization, corporate strategy and structure486 cited
  • 1981TOWARD A NEW CONTINGENCY APPROACH: THE SEARCH FOR ORGANIZATIONAL GESTALTS459 cited
  • 2010Organizational support for intrapreneurship and its interaction with human capital to enhance innovative performance452 cited
  • 1989Exploring Fit and Misfit with Multiple Contingencies363 cited
  • 1998Context and Charisma: A "Meso" Level Examination of the Relationship of Organic Structure, Collectivism, and Crisis to Charismatic Leadership326 cited
  • 1982Structural Change and Performance: Quantum Versus Piecemeal-Incremental Approaches310 cited
  • 2008Contextuality Within Activity Systems and Sustainability of Competitive Advantage282 cited
  • 1981‘Determinants’ of organizational performance: An interdisciplinary review259 cited
  • 2002Misperceiving Interactions Among Complements and Substitutes: Organizational Consequences245 cited
  • 1975Guidelines for the Empirical Classification of Organizations230 cited
  • 1982EVOLUTION AND REVOLUTION: A QUANTUM VIEW OF STRUCTURAL CHANGE IN ORGANIZATIONS214 cited

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  • 2007Managerial discretion and internal alignment under regulatory constraints and change208 cited
  • 1993SOME ORGANIZATIONAL CONSEQUENCES OF CEO SUCCESSION.202 cited
  • 1991Managerial Risk Taking in Diversified Firms: An Evolutionary Perspective183 cited
  • 2016Organizational Structure and Performance Feedback: Centralization, Aspirations, and Termination Decisions181 cited