Organizational Structures — Configurations between Chaos and Order

  • Philip Cordes-Berszinn
Chapter

Abstract

The central aims of this chapter are twofold. First, the existence of an influence of organizational structures on the evolvement of dynamic capabilities will be illustrated, which contributes to the empirical-inductive aims of this work.1 Second, a holistic descriptive model of organizational structures will be developed in order to complete the terminological-descriptive aims.2 This allows one to deduce concretized hypotheses on the existence of influences of organizational structures on the evolvement of dynamic capabilities. Figure 3.1 presents the respective subsections and the targeted outcomes.

Keywords

Organizational Structure Organizational Differentiation Organization Member Organization Design Intangible Asset 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
This is a preview of subscription content, log in to check access.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Notes

  1. 94.
    Pugh et al. (1968), for example, describe specialization as ‘division of labour within the organisation, the distribution of duties among a number of positions’ (Pugh et al. 1968, pp. 72–73). Further explications can be found, for example, in Kieser & Walgenbach (2007, pp. 76 ff.), Reiβ (1992, pp. 2287 ff.).Google Scholar
  2. 225.
    Pugh et al. (1968, pp. 72–73). Regarding the term ‘specialization’, see also, for example, Kieser & Walgenbach (2007, pp. 76 ff.), Reiβ (1992, pp. 2287 ff.).Google Scholar
  3. 231.
    This is how Pugh et al. understand the term ‘centralization’ (1968, p. 76).Google Scholar
  4. 284.
    Authors such as Kieser & Walgenbach (2007) use the term ‘coordination’ (Kieser & Walgenbach 2007, pp. 100 ff.)Google Scholar
  5. 288.
    Schreyögg (2008) prefers to use ‘integration’ as a more concrete description of interactional activities (Schreyögg 2008, pp. 129 ff.)Google Scholar
  6. 284.
    which in turn is mainly based on Lawrence & Lorsch (1969). Reiss (2004) instead states that ‘integration’ is a wider concept, which entails ‘coordination’ as a subconcept (Reiss 2004, p. 689).Google Scholar

Copyright information

© Philip Cordes-Berszinn 2013

Authors and Affiliations

  • Philip Cordes-Berszinn

There are no affiliations available

Personalised recommendations