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Abstract

Organizational adaptation is a topic that has received only limited and fragmented theoretical treatment. Any attempt to examine organizational adaptation is difficult, since the process is highly complex and changeable. The proposed theoretical framework deals with alternative ways in which organizations define their product-market domains (strategy) and construct mechanisms (structures and processes) to pursue these strategies. The framework is based on interpretation of existing literature and continuing studies in four industries (college textbook publishing, electronics, food processing, and health care).
... While configuration theory has demonstrated positive correlation with a firm's performance (Pinto and Curto 2007), and organizational typing might shed light on environmental innovations (Russo-Spena et al. 2021), studies have yet to extend configurations beyond conventional "firms" to a broader group of stakeholders (for example, a public officer) within a sector to understand a broader extent of the constraints of managing environmental sustainability issues. Maniora (2018) talked specifically about two archetypes (prospectors and defenders) of the Miles and Snow (1978) configuration and their likely approach to sustainability (mis)management. The present research extends this argument to relate all four archetypes of the Miles and Snow framework to more stakeholders of a sector, thereby penetrating other key actors within the broader market, in support of the view that pursuing market-based approaches to environmental management is favorable (Konefal 2013). ...
... In essence, a framework is necessary for understanding how different "organizational" (interpreted broadly as an organized entity), or stakeholder, types (i.e. with specific configurations) can respond to the various and specific external regulations to achieve congruity with the organization's conventional practice (Miles et al. 1978). As such, the Miles and Snow (1978) typology is a framework that has been widely considered within the literatures of various industries (see Lin et al. 2014;Martins et al. 2014;Bordean et al. 2011;Borch 1999;Conant et al. 1990). ...
... In essence, a framework is necessary for understanding how different "organizational" (interpreted broadly as an organized entity), or stakeholder, types (i.e. with specific configurations) can respond to the various and specific external regulations to achieve congruity with the organization's conventional practice (Miles et al. 1978). As such, the Miles and Snow (1978) typology is a framework that has been widely considered within the literatures of various industries (see Lin et al. 2014;Martins et al. 2014;Bordean et al. 2011;Borch 1999;Conant et al. 1990). One reason is because the typology enables stakeholders "to provide a parsimonious framework for describing complex organizational forms and for explaining outcomes" (Doty and Glick 1994, p. 230). ...
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This article introduces and elucidates a new sustainability management paradox by examining the difficulties of applying the European Union’s illegal, unreported and unregulated (IUU) fishing regulations in Thai waters. Interviews were conducted with key stakeholders of Thailand’s fishery sector to explore the particularities of the area. Configuration theory—from a strategic management perspective—was used to guide empirical research and extend it to the context of environmental regulation. The research finds that when it makes more business sense for stakeholders to engage in sustainability matters, more explicit engagement might take place of the wrong type, but the true sustainability objectives become performed more poorly and mismanaged, perhaps resulting in a worse-off position than started with. This is because regulation is astute at setting targets, but ineffective at engaging with key stakeholders. A composite model of how configuration theory fits within discussions of sustainability motivations is posited as the theoretical contribution to knowledge.
... In the literature, the focus of managerial attention has been studied using dominant logic and other concepts. Some of the empirical research utilizes Miles and Snow's (1978) typology. For example, Kabanoff and Brown (2008) study how different attention patterns influence financial performance in different operating environments, and Cho and Hambrick (2006) investigate how a shift in managerial attention from one orientation to another results in strategic change. ...
... Findings from studies on performance effects of the Miles and Snow (1978) strategic type (see, e.g., DeSarbo et al., 2005;Grimmer et al., 2017;Kabanoff & Brown, 2008) suggest that context-specific factors matter and divergent strategies may result in positive outcomes. Furthermore, findings of Ndofor and Priem (2011) and Dixon-Fowler et al. (2013) indicate equifinality, implying that there may be more than one route to similar outcomes. ...
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In this study, we distinguish two facets of dominant logic and assess empirically their relationships to strategic renewal and firm performance. In a sample of 156 Finnish small and medium-sized enterprises (SMEs) in the forestry and forest products sector, we find that cognitive and practiced dominant logics have divergent relationships with outcomes. Practiced dominant logic is more strongly related to a recognized need for capability development and performance than cognitive dominant logic is. These effects appear regardless of whether the practiced dominant logic is efficiency- or proactivity-oriented. Further, the results suggest that the differences in practiced dominant logic may reflect future investment plans, especially in terms of investment in research and development and new markets. We contribute to the literature by examining with survey-based data the relationship that dominant logic has with strategic renewal and performance. The practiced and cognitive dominant logics are measured separately, and we present a novel operationalization of cognitive dominant logic.
... Further, we value it essential to integrate BPM within the organizational context, in contrast, to organize it as a separate and even isolated unit: The developed matrix consists of three "activity groups" (horizontal rows) and four governance activities (vertical columns). These activity groups were adapted from Miles et al. [13], which are organizational strategy ("yellow"), organizational processes ("green"), and organizational structure ("blue"). For the columns, we adapted the dimensions of the widely used RACI method [e.g., 14], which are "Responsible", "Accountable", "Consult", and "Inform". ...
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This paper reports on a large-scale BPM initiative at Endress+Hauser (E+H), a globally operating leader for measurement and automation technology in process and laboratory applications. E+H have the opportunity of designing a BPM governance structure to integrate BPM into the existing organizational structure. Teaming up with E+H, we develop a tool – the BPM Governance Matrix – that enables organizations to (a) integrate BPM as part of broader management initiatives and (b) institutionalize it across various relevant organizational units. Based on the organization’s strategy, structure, and processes and referring to the adapted RACI method (responsible, accountable, consult, inform), the BPM Governance Matrix supports organizations according to their specific strategic priorities and individual organizational structures. We apply the BPM Governance Matrix at E+H and demonstrate its usefulness.
... As technological change and globalization transform the new competitive landscape (Bettis & Hitt, 1995), market proactiveness is requisite for firm survival and wealth creation (). In fact, highly market-proactive firms are posited as more effective at finding and exploiting new product and market opportunities (Miles, Snow, & Meyer, 1978). Therefore, strategic-~-~ ...
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This study seeks to answer the question, what is the right configuration of IT Governance mechanisms that will improve performance? Although few studies have addressed how governance mechanisms improve performance, these studies have adopted a linear approach in assessing the relationships among governance mechanisms. The nature of the linear relationships has not answered the lingering question making this study crucial. The study follows the configurational theories that for IT governance to improve performance, all the governance mechanisms much be implemented coherently. We used Cluster analysis to assess the nature of the configuration in the Ghanaian Financial Services Sector using 7 companies. Our findings confirm our theory that to improve performance, IT Governance mechanisms must be implemented coherently. However, in a fast‐changing environment, there is the need to increase focus on technological mechanisms to provide timely information for decision making, collaboration and reduce information asymmetry. As a contribution to practice, this study recommends that policy makers in the financial space should emphasize the need for adequate IT Governance implementations with the right configuration. Companies in the pension and savings and loan sectors should be encouraged to adopt more technological mechanisms.
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Research indicates healthy family relationships can reduce recidivism. More effort has been placed towards providing family life programming in prisons to promote healthy individual and relational functioning, yet only a handful of studies have evaluated and provided insight on relationship education (RE) for incarcerated adults. This study contributes to this emerging effort and examines changes following participation in a RE program, using a sample of 461 incarcerated men and women. Findings indicate significant improvements in anxiety and depressive symptoms and conflict resolution skills. Additional tests of moderation of change by gender, relationship status, and child age revealed a greater change in individual functioning for those in a relationship compared to those who were not. Indications are that RE programs hold promise for contributing to better individual well-being and healthy relationships during incarceration and the potential for reducing recidivism incidence after re-entry.
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z Örgüt kültürü, bir işletmede; çalışanların birbirleriyle, tedarikçileriyle, müşterileriyle ve diğer insanlarla etkileşimini kontrol eden ortak norm ve değerlerden oluşmaktadır. Bir örgütte kültürün temellerini: Örgüt yapısı, etik kodları, müşterileri, çalışanları ve onlara verilen değer (haklar) oluşturur. Örgütsel yapının örgüte ait hedeflerle ve örgütün kültürüyle uyu içinde olması ve bu sayede değişen ve gelişen koşullara ayak uydurabilmesi beklenir. Ayrıca örgüt yapısı biçimsel iletişim sistemini belirlediğinden kültürün önemli bir kaynağı haline gelmektedir. Örgüt yapısı, bir işletmenin iskeletidir. Örgüt kültürü gibi, örgüt yapısı da bir organizasyon içindeki davranışı şekillendirir ve kontrol eder. Bu araştırmanın amacı, örgüt kültürünün örgüt yapıları üzerindeki etkisini incelemek ve arasındaki ilişkileri belirlemektir. Çalışmanın örneklem kümesini Çanakkale Merkez'de yer alan küresel otomotiv firmalarının servis çalışanları oluşturmaktadır. Otomotiv Sektörüne yönelik gerçekleştirilen çalışmada, ağırlıklı olarak satış ve teknik destek elemanlarının çalıştıkları işletmelerdeki kültür-yapı algıları ortaya konulmuştur. Araştırmanın sonuçlarına göre örgüt kültürünün alt boyutları olan misyon ve uyum ile mekanik örgüt yapısı arasında anlamlı ilişkilerin varlığı tespit edilmiştir. Anahtar Kelimeler: Örgüt Kültürü, örgüt yapısı, mekanik örgüt yapısı, organik örgüt yapısı, misyon, uyum. Makale Türü: Araştırma Abstract Organizational culture in a business consists of common norms and values that control the interaction of employees with each other, their suppliers, customers and other people. The foundations of culture in an organization are the organizational structure, the code of ethics, customers, employees and the value and rights given to them. It is expected that the organizational structure will be in harmony with the goals and culture of the organization, and thus be able to keep up with the changing and developing conditions. In addition, since the organizational structure determines the formal communication system, it becomes an important source of culture. Organizational structure is the backbone of a business. Similarly, organizational culture and structure shape and control behavior within an organization. The main purpose of this research is to examine the effects of organizational culture on organizational structures and to determine the relationships between them. The sample set of the study consists of service
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