This article unpacks the notion of institutional complexity and highlights the distinct sets of challenges confronting hybrid structural arrangements. The framework identifies three factors that contribute to the experience of complexity - namely, the extent to which the prescriptive demands of logics are incompatible, whether there is a settled or widely accepted prioritization of logics within the field, and the degree to which the jurisdictions of the logics overlap. The central thesis is that these "components" of complexity variously combine to produce four distinct institutional landscapes, each with differing implications for the challenges organizations face and for how they might respond. The article explores the situational relevance of an array of hybridizing responses and discusses their implications for organizational legitimacy and performance. It concludes by specifying the boundary conditions of the framework and highlighting fruitful directions for future scholarship.

This thesis describes situation in management companies on Ukraine. In theoretic part work you can find information about types organizational structure companies, her division, benefits and disavantages. This information I extract from special books and article about this subject. In practical part I more often analyze Ukrainian company Torhpress that the deal with distribution form and postal goods in Zakarpatian regions, where after analysis I try to suggest optimum solving improvement organizational structure those companies for more effective course companies.

Over the past few decades, not only have systems continued to increase in complexity, but they are expected to be delivered in the same timeframe and cost range. Technology has advanced us into what some refer to as the 4th Industrial Revolution. Digital is becoming the expectation in all areas of people's lives. Model-Based Systems Engineering (MBSE) represents the transition of systems into this new digital age, promising many improvements over the previous Document-Based Systems Engineering. This transition, however, is not simple. MBSE is a major paradigm shift for systems engineers, especially for those who have been in this field for many years. In order to work as intended, MBSE requires the participation of many different disciplines and functionalities in an organization. Gaining this level of organizational collaboration, however, is no easy task. Organizational structure and culture have intuitively been believed to be critical barriers to the successful adoption of MBSE, but little work has been done to discover what the impacts of these organizational factors are. The purpose of this research is to further explore the MBSE adoption process in the context of the organization. There were three research objectives designed to address the research question: how does organizational structure influence the adoption and implementation of MBSE? Research objective one was: relate organizational structure characteristics to MBSE adoption and implementation measures. Research objective two was: discover how organizational factors contribute to decisions made and other aspects of the MBSE adoption process. Research objective three was: connect different organizational structure and adoption variables together to derive critical variables in the adoption process. Research objective one was carried out using a survey as the instrument. The objective of the survey was to examine what the effects of organizational structure are on MBSE adoption and implementation. Organizational structure was represented by seven variables: Size, Formalization, Centralization, Specialization, Vertical Differentiation, Flexibility, and Interconnectedness. These are different characteristics of organizational structure that can be measured on a scale. MBSE adoption and implementation was represented by one adoption and three implementation variables. These include Adoption Process, Maturity of MBSE, Use of MBSE, and Influence on organizational outcomes. A total of 51 survey responses were received that met the inclusion criteria. Factor analysis was done for variables with multi-item measures. The factors were then analyzed using pairwise correlations to determine which relationships were significant. Formalization, Flexibility, and Interconnectedness were found to have positive correlations with adoption and implementation variables. Size and Vertical Differentiation had a negative correlation with Use of MBSE (implementation). Centralization was found to have negative correlations with adoption and implementation. Specialization did not have any significant correlations. Research objective two utilized semi-structured interviews as the main instrument. Survey participants had the opportunity to provide more detailed explanations of their organizations' experiences in the form of follow-up interviews. Eighteen survey participants agreed to this follow-up interview focused on MBSE adoption. Two of the participants shared failed adoption experiences, with the rest were at various stages of the adoption process. One of the most emergent themes out of the interviews was the idea of integration. Integration needs to occur at the organizational level, and the technical level. The technical level refers to the fact that tools, models, and/or data repositories need to be linked together in some way. Integration also has to occur at the organizational level, because a lot of different functional areas need to come together for MBSE. The way that organizations can address the issue of integration is through coordination mechanisms. The ultimate goal is to achieve implicit coordination through the use of connected models, but getting to that point will require coordination between different subunits. Interview responses were evaluated for coordination mechanisms, or situations that showed a distinct lack of a coordination mechanism. The lack of coordination mechanisms largely consists of a lack of standardization, lack of communication between subunits, and issues of authority. The final research objective of this work was carried out through a causal analysis using the data obtained from the survey and interviews. The purpose of this analysis was to visualize and better understand the adoption process. According to the calculated measures of centrality, the important nodes in this model are Improved organizational outcomes, Coordination between subunits, Projects use tools/methods, and People willing to use tools. Improved organizational outcomes is part of a key loop in the causal model. Improved organizational outcomes contributes to leaders and employees' willingness to support and use MBSE methods and tools, which contribute to actual use of tools and methods. This creates more Improved organizational outcomes, completing the loop. The survey results showed that Formalization, Decentralization, Flexibility, and Interconnectedness all have positive correlations with the Influence on organizational outcomes. So these organizational structure components are external factors that can be used to positively impact the adoption loop. Overall, this work provided several contributions to the field regarding the MBSE adoption process in an organizational setting. Organizational structure was shown to have significant correlations with adoption and implementation of MBSE. Coordination mechanisms were identified as a method to achieve integration across different functional areas of the organization. Improved organizational outcomes was shown to be a critical variable in the adoption process as an avenue for organizational structure factors to have a positive effect on the adoption process. / Doctor of Philosophy / Over the past few decades, not only have systems continued to increase in complexity, but they are expected to be delivered in the same timeframe and cost range. Technology has advanced us into what some refer to as the 4th Industrial Revolution. Digital is becoming the expectation in all areas of people's lives. Model-Based Systems Engineering (MBSE) represents the transition of systems into this new digital age, promising many improvements over the previous Document-Based Systems Engineering. This transition, however, is not simple. MBSE is a major mindset change for systems engineers, especially for those who have been in this field for many years. In order to work as intended, MBSE requires the participation of many different disciplines and functionalities in an organization. Gaining this level of organizational collaboration, however, is no easy task. Organizational structure and culture have intuitively been believed to be critical barriers to the successful adoption of MBSE, but little work has been done to discover what the impacts of these organizational factors are. This research looks into how organizational structure may have an impact on MBSE adoption and implementation. This research was carried out with the use of three different methods: an online survey, semi-structured interviews, and a causal analysis. The data obtained from the survey and interviews was used to construct a causal model depicting the MBSE adoption process. Overall, this work provided several contributions to the field regarding the MBSE adoption process in an organizational setting. Organizational structural variables were shown to have significant correlations with adoption and implementation of MBSE. Formalization, Flexibility, and Interconnectedness were found to have positive correlations with adoption and implementation variables, while Centralization had negative correlations with adoption and implementation. Coordination mechanisms were identified as a method to achieve integration across different functional areas of the organization. Interview responses were evaluated for coordination mechanisms, or situations that showed a distinct lack of a coordination mechanism. The lack of coordination mechanisms largely consists of a lack of standardization, lack of communication between subunits, and issues of authority. The causal analysis showed that Improved organizational outcomes, Coordination between subunits, Projects use tools/methods, and People willing to use tools were the critical variables in the MBSE adoption process.

The thesis compares internal communication and organizational structure of arts organizations with general theoretical knowledge from economy theory. In the first part, the thesis presents an enquiry in the field of internal communication and structure of organizations and puts it into the context on a theoretical level. It concerns outlined historical development and types of organizational structures and communication flows. The second part addresses the application of theoretical knowledge in the area of culture. Furthermore, it analyses two particular arts organizations, inquiring especially into the nature of internal communication flows and development of organizational structure. Subsequently, it confronts the results with theoretical basis presented in the first chapter. Apart from other conclusions, it reveals several flaws and suggests possible solutions for necessary corrections.

Allt sedan insikten om att de anställdas produktivitet är ett resultat av hur pass motiverade de är har teorier utvecklats i syfte att förklara vad som motiverar dem. Tidigare forskning har utvecklat dessa teorier, vilka visar hur en decentraliserad organisationsstruktur, där ansvaret är fördelat och sprider sig i en horisontell riktning, tenderar att öka den inre motivationen. Forskning visar också hur företag som tillämpar empowerment som ledningsprincip, där medarbetarna blir bemyndigade att självständigt ansvara över sitt arbetssätt påverkar de anställda att känna inre motivation. Det har även visat sig att organisationens struktur och ledningsprincip har en större påverkan när arbetstagarna har en utbildning eller är professionella och kunniga, då dessa personer tenderar att starkare drivas av inre motivation. Då en väsentlig del av detta forskningsområde endast är baserat på kvantitativa studier är denna kvalitativa studie ämnad till att bidra med en djupare kunskap. Genom att utföra en fallstudie med semi-strukturerade intervjuer som metod på ett företag som definierar sig själva som en platt organisation med empowerment som ledningsprincip, är syftet att få en djupare förståelse för hur en decentraliserad organisationsstruktur med empowerment som ledningsprincip är kopplat till medarbetarnas inre motivation. Vidare har studien till syfte att lyfta fram nya betydande begrepp inom detta område. Utifrån den teori som ligger till grund för studien har nyckelbegrepp plockats ut som andra relevanta teorier även gör anspråk på. Dessa teorier tillsammans med tidigare forskning binds samman till en egenutvecklad modell där också nya begrepp behandlas. Vad resultatet visar är att den decentraliserade organisationsstrukturen ger stora förutsättningar för att kunna tillämpa empowerment som ledningsprincip vilket bidrar till att medarbetarna upplever empowerment och inre motivation. Vad som även är genomgående för studiens resultat är att de utvalda begreppen, medarbetarskap och organisationskommunikation har en betydande påverkan på samtliga nyckelbegrepp. Den egenutvecklade modellen med dess utvalda begrepp illustrerar hur empowerment som ledningsprincip leder till inre motivation. Vad som ytterligare behandlats i studien är hur ledningen i företag som tillämpar empowerment som ledningsprincip, tar tillvara och tillfredsställer medarbetarskapet, samt upprätthåller en god organisationskommunikation för att få bästa möjliga utfall när det kommer till inre motivation. Detta är något som vidare forskning inom detta område kan ta i beaktning. / All since the realization that productivity is a result of how motivated employees are, theories have evolved to explain what motivates them. Prior research claims these theories, and shows how a decentralized organizational structure, where responsibility is shared and spread in a horizontal direction, tends to increase the intrinsic motivation. Research also shows how companies applying empowerment as a management principle, which means that the employees are empowered to work independently and be responsible about their work, contributes the employees to feel intrinsic motivation. Research also shows that organizational structure and management policy has a greater impact when employees have an education, are professional and knowledgeable, as these people tend to be stronger driven by internal motivation. As an essential part of this area of research is only based on quantitative studies, this qualitative study intended to contribute to a deeper knowledge than what previous studies have succeeded. By doing a case study of a company that defines itself as a flat organization with empowerment as a management policy, the purpose is to gain a deeper understanding of how a decentralized organizational structure with empowerment as a management policy is linked to employees' intrinsic motivation. Furthermore, the study aims to highlight new important concepts in this area. Based on the theory underlying the study, key concepts have been picked out that other relevant theories also claims. These theories along with previous research are linked together into a proprietary model with the new concepts taken into consideration. What the results shows is that the decentralized organizational structure has given great conditions for the application of empowerment as a management policy which has helped employees experience psychological empowerment and intrinsic motivation. What also pervade the result of the study is that the new highlighted concepts, teamwork and organizational communication has a significant impact on all key concepts. This shows how the proprietary model with all the selected concepts has a decisive role in how empowerment as a management policy leads to intrinsic motivation. What is further treated in this study is whether the management of the companies that applies empowerment as a management policy, takes advantage of and satisfy the teamwork, as well as maintaining a good organizational communication to get the best possible outcomes when it comes to intrinsic motivation. This is something that further research in this area should take into account.

Gaseller kallas företag som växer i en enormt snabb takt. Det finns idag ingen allmänt vedertagen definition av vad ett gasellföretag är, men vanligtvis brukar man inom forskningen säga att ett gasellföretag har en säljökning med minst 20 % per år i 2-5 år. Trots att dessa företag endast utgör 2-10 % av alla små och medelstora företag fast de endast utgör en så liten del så utgör det till mer än 40 % av alla nya jobb som skapas på arbetsmarknaden. Problematiken för dessa företag som kallas för gaseller är att en stor del av dessa företag inte har någon längre livscykel. Lika snabbt som de kommer in på marknaden lika snabbt försvinner de igen. Skillnaden mellan företagen är dock stor och vissa lyckas mycket bättre än andra.Just det faktum att vissa gasellföretag lyckas så mycket bättre än andra är en intressant sak att undersöka. I denna studie undersöks om det kan vara så att ett företags strategiska val kan påverka ett gasellföretags möjlighet att utvecklas och förbli ett gasellföretag och i så fall på vilket sätt det kan påverka. Studien tar sin utgångspunkt i Mintzbergs (1993) superstruktur och använder sig även av de tankar och idéer som Markiewicz (2011) har utvecklat angående barriärer som kan tänkas finnas vid ett strategiimplementerande i organisationer.Studiens syfte att undersöka hur ett företags strategival påverkar dess möjlighet att utvecklas och förbli ett gasellföretag har fordrat en kvalitativ metod. Därför bygger det empirska materialet på observationer på det utvalda företaget samt intervjuer med personer på de olika nivåerna i företaget.Uppsatsen visar hur ett speciellt företag som har en brant tillväxtkurva som ett gasellföretag agerar för att på ett så bra sätt som möjligt implementera en strategi som ska göra det möjligt för företaget att förbli ett gasellföretag. Mintzbergs (1993) superstruktur och Markiewicz (2011) fyra barriärer angående strategiimplementering i organisationer har varit det teoretiska stödet i uppsatsen. / Gazelles are companies which have an annual increase in sales of at least 20 %, for a running period of 2 to 5 years. Despite all this these companies only stands for 2-10 % of the entire market of small to medium sized business. Despite this small number they are accounted for more than 40 % of all the new jobs who are created. The problem these companies are experiencing is that their lifecycle are short. As fast as they enter the market they disappear. The differences between the companies are large and some of them succeed better than the others.The fact that some gazelles do better than others is an interesting subject to investigate. This study investigates if a company’s strategic decisions may affect it´s possibilities to evolve into a gazelle company and how it does it. The study has its base in Mintzbergs (1993) superstructure and it uses the thoughts and ideas of Markiewicz (2011) resolving around his implementation barriers.The purpose of this study is to investigate how a company´s strategic choice affects their capability of sustaining the levels required to be called gazelles, this have steered the study in the direction of a qualitative study. That is why the empirical studies are built up from observations and interviews with individuals from different hierarchical levels.This essay shows how a specific gazelle company acts to implement strategies to make sure that they will remain a gazelle. Mintzbergs (1993) superstructure and Markiewicz (2011) four barriers regarding strategy implementation has been the theoretical support in the essay.The essay itself is written in Swedish.

Information technology (IT) plays an important role in the daily operation of the modem business organization. The implications for, and influences on organizational structure from the deployment of IT have long been recognized. One of the most important, recent innovations, in the world of information technology, has been the Enterprise Resource Planning (ERP) system. Because of its wide reach, sophistication and highly integrated nature, it is potentially far more powerful and advanced than any of its predecessors, and thus has the potential to greatly influence organizational practices and design. However, the understanding of the organizational impact of IT in general, and ERP in particular, is rather limited. Due to the shortcomings of past studies, no clear consensus has been reached with respects to the structural impact of IT Moreover, though there 4ave been a large number of studies focusing on the implementation of EPR, very few empirical works have explicitly and systematically explored the influence of ERP on a range of different structural dimensions. This study aims to fill these gaps in the literature, and in so doing, generate a more comprehensive understanding of the organizational impacts of ERP To this end, it adopted a mixed method in order to deliver a more balanced and richer set of conclusions. The outcomes of the quantitative data analysis confirmed the general influences of ERP on a range of different structural dimensions. More specifically, it has been shown that the deployment of ERP can lead to a flatter, more decentralized, more standardized and a more tightly integrated organizational structure. Furthermore, the qualitative data provided meaningful insight into the structural impact of ERP, in Chinese context. In addition,, the various analyses found important associations amongst the corporate strategy, organizational structure, ERP deployment and organizational flexibility constructs, and in so doing, demonstrated that the relationship between ERP deployment and organizational structure is not independent of its organizational context. Indeed, it is shown that the results of this study provide support for the 'configurational' view of organizational strategy and behaviour. Finally, this study's results have been strengthened by modelling the technological artefact using a more balanced set of measures than had been employed in previous studies. Indeed, it was demonstrated that the use of ERP success, rather than the scale of its adoption, to model the independent variable, was a more effective indicator of changes to structural design, and ultimately also to the realization of organizational flexibility.

<p>U radu se proučavaju osnovne karakteristike organizacije kao i njenih struktura<br />koje na indirektan načinu utiču na model organizacionog dizajna industrijskih<br />sistema. U modelu je prikazana povezanost elemenata organizacionog dizajna sa<br />karakteristikama zaposlenih i karakteristikama organizacije</p> / <p>Paper includes studying the basic characteristics of organization as well its<br />structures that indirectly affect the model of organizational design of industrial<br />systems. Model shows connection between the elements of organizational design<br />with the characteristics of employees and the characteristics of the organization</p>

The literature presents us with two distinct, and at times opposed, approaches to strategic management: the use of strategic choice and determinism. This research shows that these approaches can actually be considered as two distinct variables, which create a space or framework in which it is possible to identify, according to the available different amounts of strategic choice and determinism, the four different ontological perspectives of determinism, hard incompatibilism, libertarianism and compatibilism. According to the literature, within each ontological perspective of the strategic choice/determinism framework, companies use different levels of strategic choice and determinism to produce organizational outcomes. This research provides empirical evidence of the real life existence of these ontological perspectives, in which companies’ performance of revenues is driven by a different amount of strategic choice or determinism according to the perspectives in which companies operate. This research also shows that other important performance indicators, such as EBITDA, depend only on deterministic variables, while ROA depends neither on strategic choice nor on deterministic variables. These findings suggest that future research could increase our knowledge on the internal environment of companies, as it could do from the hard incompatibilist perspective, which was not possible to study thoroughly within this research. The research conclusions provide several contributions to both academic knowledge and practice.

<p>U doktorskoj disertaciji su predstavljeni modeli za unapređenje<br />organizacione strukture i upravljanja poslovnim procesima i<br />upravljanje performansom poslovnih procesa. U prvom modelu su<br />razvijeni postupci analize, modelovanja, ocenjivanja i vrednovanja<br />postupaka unapređenja struktura i poslovnih procesa, a u drugom<br />modelu su postavljene faze planiranja, merenja i vizuelizacije<br />performansi poslovnih procesa. Primenjeni su savremeni softveri<br />za upravljanje procesima i njihovim performansama. Mogućnost<br />praktične primene razvijenih modela istražena je u dve studije<br />slučaja realnog idustrijskog uslužnog preduzeća.</p> / <p>In his doctoral dissertation, presented models for improving organizational<br />structures and business process management and performance<br />management business processes. In the first model developed methods of<br />analysis, modeling, assessment and evaluation procedures to improve the<br />structure and business processes, and in the second model are set phases<br />of planning, performance measurement and visualization of business<br />processes. Were applied modern software management processes and their<br />performance. A possible application of the developed model was investigated<br />in two case studies of real industrial service enterprise.</p>