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This paper develops and tests a multilevel organizational contingency theory for designing headquarters—subsidiary relations. We use frontier analysis to overcome problems that have hampered advancements in organizational contingency theory in general and headquarters—subsidiary relationships in particular. Based on a longitudinal study of a large...
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Context 1
... on these studies, we identify four dimen- sions for studying headquarters-subsidiary relations: subsidiary autonomy, subsidiary interactions, corpo- rate standardization, and headquarters-subsidiary inte- gration. These four dimensions are related, as illus- trated in Table 1, and moderated by environmental complexity. Subsidiary autonomy (i.e., decentralization of decision making) and corporate standardization (i.e., formalization of policies and procedures) reflect for- mal structural mechanisms of controlling activities at the subsidiary and headquarters levels of organization. ...
Context 2
... contrast, corporate-wide factors, such as standardization and culture, involve controls that apply uniformly across organizational subsidiaries. This leads us to expect, as Table 1 illustrates, that subsidiary autonomy and interactions most directly influence the component of subsidiary performance that is endogenous or within the control of subsidiaries, whereas corporate standardization and headquarters-subsidiary integration directly predict the exogenous component of subsidiary performance that is attributable to macro-organizational structure. Specifically, we hypothesize the following. ...
Context 3
... data on clinic environmental characteristics and economic performance were obtained from organizational records. Third, we designed and conducted questionnaire surveys and obtained responses from about 1,000 employees from all clinics in 1997 and 1999; our surveys included measures of the perceived quality of health care and the other variables in our model of headquarters-subsidiary relations in Table 1. ...
Context 4
... on the Model of Headquarters-Subsidiary Relations Finally, we examine Hypotheses 2-4 in our mul- tilevel contingency model of headquarters-subsidiary design. As discussed previously and illustrated in Table 1, we expected the unit differentiation dimen- sions (clinic autonomy and clinic-group interactions) to influence the endogenous component of clinic perfor- mance that is attributable to clinic managerial efforts and the group integration dimensions (standardization and headquarters-subsidiary integration) to influence the exogenous component of clinic performance that is attributable to changes in group frontier. Table 7 shows the results of two regression analyses of these organi- zational dimensions on the endogenous and exogenous components of clinic performance changes. ...
Citations
... resulting from organizational mergers, geographical dispersion, and the balance between policies and the autonomy of business units can be mentioned (Van de Ven et al., 2011). In this context, organizations have begun to require management of these changes as a way to adapt to the turbulence in their business environments (Grimolizzi-Jensen, 2018). ...
Psychological flexibility is considered a relevant resource for dealing with change processes. This study aimed to investigate the effects of a psychological flexibility intervention on well-being at work, with groups of workers in contexts of organizational change. Initially, a pilot study (n=16) was performed to fine-tune the protocol. Then, the intervention was conducted with a different group (n=10), with three face-to-face sessions and an external observer. We applied the Affective Organizational Commitment Scale and the Work Engagement Scale, considered components of well-being. To analyze the effectiveness of the intervention, we used the Jacobson and Truax Method, which compares the participants’ scores before and after the intervention. The results showed that the intervention increased the perception of well-being at work. The study highlights promising psychological flexibility interventions in environments of organizational change, especially for increasing the involvement and commitment of workers.
... The organizational design agenda incorporates insight and theories from management and organizational research [42]. Edifice's early academic work on organizational design and structure was built in the 1960s and 1970s; a study on organization design found renewed interest among organization and management researchers [43]. Subsequently, organizational justice drives an organization whether it is authentic; it builds theoretical sight that good organizational design could lead to positive organizational justice [24,44]. ...
Modern organizations assert that cynicism and organizational design provide advantages for knowledge-intensive settings. However, organizational crises may lead to resource shortages, prompting increased knowledge hiding (KH) among workers for competitive edge. Therefore, current study aims to examine the influence of organizational design and cynicism on job performance with organizational justice and KH through the moderating effect of servant leadership. Convenience sampling technique was used for data collection from 730 manufacturing organization employees via a survey questionnaire and data were analyzed with AMOS (28.0). Findings showed that KH's behavior negatively influenced by organizational design and positively influenced by cynicism. The current study also validates that higher management needs to practice advanced organizational justice to improve performance that drastically generates justice practices and reduces KH within the firms. Moreover, deploying servant leadership helps to control the cynicism, and employees start practicing knowledge-sharing behavior that significantly contributes to the performance.
... To demonstrate this notion, Schilling and Fang (2014: 982) state, "To understand why we get this inverted-U shape, it is important to consider why the two extreme cases produce inferior results." At the forefront of a quantitative investigation, researchers can adopt an analytical approach grounded in analyzing contrasting cases, such as frontier analysis, whereby the relative distance between the highest-performing firms and other firms is calculated (e.g., Van de Ven, Leung, Bechara, & Sun, 2012). Investigation of emergent exceptions may also align with a growing editorial priority toward robustness checks and heightened expectations of transparency (e.g., Committee on Publication Ethics; https://publicationethics.org/data). ...
“Exceptions” refers to data obtained from a nontraditional context and/or data that emerge during data analysis that substantially deviate from other data present within a study. Both qualitative and quantitative research acknowledge exceptions; however, approaches for handling and discussing exceptions vary across these two perspectives and are rarely integrated. We provide a two-decade review of exception usages across 930 empirical articles in six leading management journals. Through our review, we identify two types of exceptions: planned and emergent. “Planned exceptions” describes unique data or phenomenon used to motivate a study design. “Emergent exceptions” describes nonconforming data that arise during data analysis. We review on-diagonal and off-diagonal patterns in exception uses across qualitative and quantitative research, pointing to varied ways that exceptions are used to further management theory. Based on insights gleaned from our review, we provide suggestions for researchers in handling exceptions across different phases of the research process: study design, data analysis, and findings presentation.
... Leveraging the theoretical framework developed in a previous articles, [15][16][17] the model focuses on a complex organization's multilevel governance. [18][19][20] It embeds the determining elements of health organizations in accordance with internal actions (self-organization and feedbacks) and external actions (self-eco-organization and coevolution.) This model sets out to situate the characteristics of an organization whose adaptation is fractal, that is, is at all levels of the organization, through connectivity and interdependence mechanisms that support the multilevel governance. ...
This article focuses on multilevel governance applied to health organizations in Québec (Canada). The objective is to understand the action levers that facilitate the adaptation of the services toward migrant populations. This type of population establishes itself as an excellent tracer case to analyze the adaptation process, its fractalization and its involvement with the Environment. The dynamics between the actors and their self-organization takes part in the development of a multilevel governance. Interactions with the Environment—both internal and external—highlight the development of networks that emerge from the field and are then implemented at strategic levels in the organizations. The presence of connectivity actors within the organization and the Environment is established. The context, the bonds of trust between the actors and the credibility of the policymakers are reflected as important factors. However, connectivity actors cannot be successful without the support and contribution of the more “hierarchical” actors. Eight action levers are revealed by the analysis. We categorized them in 3 functions: administrative, enabling, and emerging. The levers of the administrative and emerging functions require that the levers of the enabling function be credible and legitimate and be able to support them for the adaptation to spread throughout the healthcare organization, regardless of the scope or policymaking level. The fractal function facilitates this process, by combining connectivity actors with the implementation of connectivity structures.
... Ce contexte exige aux sièges sociale de donner de l'autonomie aux filiales pour s'adapter avec les règles et les procédures standardisées (Van de Ven et al., 2012). À cet égard, le contrôle de gestion de l'immatériel (Cappelletti, 2012;Cappelletti et Dufour, 2014) et l'idée des coûts et performances cachés (Savall et Zardet, 1987, 2010 nous offrent des éléments intéressants. ...
The impact of cultural differences on managers’ reaction to budget practices: a comparative study between France and Morocco
The main objective of this research is to examine the effect of cultural differences on managers’ reaction to budgetary practices. Using survey data from 226 managers working in French multinational banks located in France and Morocco, this research shows that the differences in the level of individualism and control of uncertainty between France and Morocco have led to the differences in the managers’ attitude to the same budgetary practices. More specifically, the results indicate that individuals in countries with a high level of individualism and a strong level of uncertainty avoidance such as France feel more comfortable with the use of formal rules, are less involved in budgeting process and attach less importance to the use of budget data for the evaluation of their performance than individuals in countries with lower level of both cultural dimensions such as Morocco. On the other hand, the results of this research show that there are no significant differences between the reaction of French and Moroccan managers with regard to their propensity to create budgetary slack.
... Organizational design is a framework that synthesizes insights and theories from organizational and management research. Building on the early academic work on organizational structure and design in the 1960s and 1970s (e.g., Chandler, 1962;Galbraith, 1974;Lawrence and Lorsch, 1967), the study of organizations and their design recently found renewed interest among management and organization scholars (e.g., Dunbar and Starbuck, 2006;Greenwood and Miller, 2010;Van de Ven et al., 2012). This resurgence of interest is fuelled by new, more complex types of organizing and by the emergence of new organizational properties, configurations, and ecosystems, as well as increasingly distributed forms of organizing that often span more than one organization. ...
... Specifically, as they point out, it is a highly appropriate perspective for studying organizational configurations for promoting academic entrepreneurship including organizational structure and managerial practices. Organizational design is concerned with different organizational levels (Shibayama et al., 2015;Van de Ven et al., 2012). The overall TT ecosystem is considered to be the higher-order level, composed of lower-level components represented by the intermediary organizations themselves. ...
University technology transfer has emerged as an important and standalone research field over the past few decades. Given the great challenges that are involved with transferring science to the market, many universities have established technology transfer offices, science parks, incubators, and university venture funds – an organizational assemblage labelled the technology transfer (TT) ecosystem. By reviewing the extant literature on the TT ecosystem and its components, this paper aims at providing an understanding of the organizational design of the TT ecosystem. Surprisingly, the results of this review show that research considering this ecosystem as a whole is largely lacking. Specifically, the literature on the topic can be typified as atomistic, with a wide range of studies on the various TT components and a dearth of research studying holistically the wider knowledge transfer ecosystem that reflects the evolution and impact of academic entrepreneurship. Consequently, this paper presents an organizational design framework that sets out a future research agenda for studies taking a holistic approach.
... 3) Control Variable: One item factor controlled for the extent to which the unit is required to work with other units [67]. A variable to control for the differences between medical and service units (1 = medical, 2 = service). ...
While many studies suggest that integration is positively associated with improved quality of care, others assert that this may not be so. The inconsistent success of integration to improve performance is not limited to healthcare operations, but is prevalent in operations and engineering management in general. We suggest that this inconsistency exists because many integration studies examine technical components of integration, but not human components of integration. We use recent works on the theory of human systems integration to explain how the technical components of a system, examined through formal integrative practices and informal integrative practices, and the human components of a system, examined through belief in integration and understanding of integration, interact to influence quality of care. In a study of 34 hospital departments, we found strong support for the interaction between the technical and human components, such that formal integrative practices are associated with higher quality of care when understanding of integration is high rather than low as we theoretically suggest. Unexpectedly, our results also suggest that not all integration practices influence quality of care; we discuss the implications of these findings for practice and future research applications.
... To test our predictions, we assembled a unique database of 141 European, Japanese, and U.S. robot manufacturers, during the time period 1978–1987. We investigated the proximity of their products to the performance frontier 1 1 Researchers have used similar proximity-based measures to explain incumbents' efficiency in products such as automobiles and semiconductors (e.g., Hayes et al., 1988; Van de Ven et al., 2012). However, the notion of a performance frontier is being used heuristically and not indicative of a smooth curve. ...
We explore the relationship between a firm's organization and its ability to face a radical technological change. We suggest that during such a change, the presence of both inhouse upstream knowledge and downstream market linkages, within a firm's boundary, has its advantages. We test our predictions in the context of the robotics industry where manufacturers of mechanically controlled “brawny” robots, that were valued mainly for their payload capacity, faced the advent of electrically controlled “brainy” robots that emphasized accuracy and repeatability. We find that “preadapted” firms—the ones with prior relevant technological knowledge and with access to internal users of “brainy” robots-- were the innovation leaders in the emerging new technology but were laggards in the old technology.
... Quatorze équipes de recherche qui rassemblent plus de 30 chercheurs observent et suivent sur le terrain, dans divers secteurs (public, privé, associatif ) des « innovations en marche » aux formes variées puisqu'il s'agit aussi bien de mise au point d'implants auditifs, de développement de blé hybride, de fusions acquisitions, de créations d'entreprises, ou encore de réforme dans le système éducatif public. Il en résulte une impressionnante quantité de données collectées au sein d'études longitudinales qui vont servir de base à l'élaboration d'un modèle pionnier dont la fécondité se poursuit dans des recherches axées sur le changement et le développement organisationnels (Van de Ven, Poole, 1988, 1995Van de Ven, Leung, Bechara, Sun, 2012 ;Van de Ven, Ganco, Hinings, 2013 ;Langley, Smallman, Tsoukas, Van de Ven, 2013 ;Jing, Van de Ven, 2014), ou la stratégie d'entreprise (Van de Ven, 1992 ;Delbecq, Bryson, Van de Ven, 2013 ;Jarzabkowski, Lê, Van de Ven, 2013). ...
L’aventure débute à l’orée des années 80 dans la ville de Minneapolis au sein du Centre de recherche de management stratégique de l’université du Minnesota. Dans un contexte où l’innovation est pointée comme variable stratégique (Ouchi, 1981 ; Kanter, 1983 ; Lawrence and Dyer, 1983) et, de ce fait, devient la préoccupation centrale des dirigeants (Magaziner and Reich, 1982 ; Peters and Waterman, 1982 ), Andrew Van de Ven publie un ensemble de travaux centrés sur l’analyse du processus d’innovation et ses conséquences managériales (Van de Ven, 1980, 1982, 1983, 1985, 1986). Son projet s’inscrit dans le cadre d’un programme de recherche interdisciplinaire, devenu célèbre depuis sous le nom de MIRP (Minnesota Innovation Research Program) dont l’objectif est de comprendre pourquoi et comment les innovations évoluent du stade de l’idée à celui de la réalisation.
... Going beyond this direct ambidexterity-performance premise, we hereby propose that the relationship is subject to the shaping influences of organizational-level HPHR systems. Units often do not have independence and absolute control over systems and resources, as these tend to be dictated and allocated by the wider organization's decisions and policies (Jansen et al., 2012;Van de Ven, Leung, Bechara, & Sun, 2012). Hence, presence of HPHR practices at the organizational level may enable units to better capitalize on ambidexterity for increased performance gains. ...
This study develops a cross-level model examining the effects of intellectual capital facets (i.e., human, social, and organizational capital) on unit ambidexterity. Further, it proposes that organizational-level high-performance human resource (HPHR) practices significantly shape these effects as well as the unit ambidexterity–unit performance relationship. Hierarchical linear modeling on multisource and lagged data from a sample of 148 business units from 58 US Fortune 500 firms shows that unit human and social capital positively contributes to unit ambidexterity, unit organizational capital has a negative relationship with unit ambidexterity, and organizational HPHR practices amplify the former and mitigate the latter of these unit-level effects. The findings also reveal that the relationship between ambidexterity and unit performance becomes stronger in organizational contexts of heightened HPHR practices. This multilevel approach increases understanding of how units achieve ambidexterity and attain related performance gains. © 2015 Wiley Periodicals, Inc.
