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Cover |
1 |
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Contents |
8 |
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List of Figures and Boxes |
13 |
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List of Tables |
14 |
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List of Abbreviations |
17 |
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Acknowledgments |
19 |
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Preface |
21 |
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Introduction: A New View of Organizational Design |
24 |
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I.1 Preliminary issues in the study of the organization |
27 |
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I.1.1 The concept of organization |
27 |
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I.1.2 Unit of analysis |
28 |
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I.2 An overview of a new approach to the study of organization |
28 |
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I.2.1 The roots of the new approach |
28 |
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I.2.2 A new approach to the study of organizational design |
34 |
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I.3 The substance of the economics of organizational design |
36 |
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I.3.1 Transaction cost economics |
37 |
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I.3.2 The information processing stream |
38 |
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I.3.3 The decentralization of incentive stream |
40 |
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I.3.4 On the dynamics of organizational design |
43 |
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1 A New Quantitative Empirical Methodology for the Analysis of Organizational Design and Dynamics |
46 |
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1.1 Introduction |
46 |
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1.2 Measures of organizational design |
48 |
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1.2.1 Structural organizational variables: configuration and centralization |
48 |
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1.2.2 Organizational practices |
54 |
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1.3 International evidence on organizational design and its dynamics |
55 |
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1.3.1 Evidence on structural organizational variables |
55 |
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1.3.2 Evidence on structural organizational variables based on the new empirical methodology |
59 |
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1.3.3 Evidence on the use of organizational practices |
73 |
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1.4 Concluding remarks |
78 |
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2 The Determinants of the Allocation of Decision Authority |
80 |
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2.1. Introduction |
80 |
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2.2 A conceptual framework of the determinants of the allocation of decision authority |
81 |
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2.2.1 The benefits and costs of delegation of decision authority |
81 |
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2.2.2 The determinants of the delegation of decision authority |
84 |
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2.3 Empirical evidence on the determinants of the allocation of decision authority |
90 |
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2.3.1 The work of the Aston group |
90 |
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2.3.2 More on the role of size and technology |
92 |
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2.3.3 Country-specific effects |
95 |
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2.3.4 New directions in the empirical literature on the determinants of decentralization |
98 |
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2.3.5 A synthesis |
101 |
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2.4 Evidence on the determinants of the allocation of decision authority based on the new empirical methodology |
105 |
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2.4.1 The data |
105 |
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2.4.2 The econometric model |
107 |
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2.4.3 Econometric results |
111 |
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2.4.4 A synthesis |
116 |
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2.5 Concluding remarks |
118 |
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Appendix |
122 |
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2.A.1 Definition and expected effects of the explanatory variables, and results of the econometric estimates |
122 |
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3 The Determinants of the Corporate Hierarchy |
131 |
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3.1 Introduction |
131 |
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3.2 A conceptual framework of the determinants of organizational depth |
133 |
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3.3 Empirical evidence on the determinants of organizational depth |
137 |
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3.3.1 Size |
138 |
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3.3.2 Technological variables |
139 |
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3.3.3 Other firm-specific and industry-specific effects |
141 |
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3.4 Evidence on the determinants of organizational depth based on the new empirical methodology |
142 |
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3.4.1 Specification of the econometric model |
142 |
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3.4.2 Explanatory variables |
143 |
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3.4.3 Econometric results |
145 |
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3.4.4 A synthesis |
148 |
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3.5 Concluding remarks |
150 |
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Appendix |
153 |
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3.A.1 Definition and expected effects of the explanatory variables, and results of the econometric estimates |
153 |
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4 Evidence on the Determinants of Organizational Dynamics |
158 |
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4.1 Introduction |
158 |
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4.2 A conceptual framework of the determinants of organizational dynamics |
159 |
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4.2.1 A general framework of organizational dynamics |
159 |
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4.2.2 Testable predictions on the determinants of changes in the organizational depth |
162 |
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4.3 Empirical evidence on the determinants of the adoption of organizational practices |
166 |
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4.3.1 Work in the steel industry |
166 |
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4.3.2 Work related to other industries |
170 |
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4.3.3 Cross-industry evidence |
172 |
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4.4 Empirical evidence on the determinants of changes in structural organizational variables |
178 |
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4.4.1 Empirical evidence on the determinants of the adoption of organizational forms |
178 |
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4.4.2 Empirical evidence on the determinants of the "flattening" of the corporate hierarchy |
178 |
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4.4.3 Evidence on the determinants of organizational dynamics based on the new empirical methodology |
185 |
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4.5 Concluding remarks |
199 |
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Appendix |
204 |
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4.A.1 Methodological issues |
204 |
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4.A.2 Definition and expected effects of the explanatory variables, and results of the econometric estimates |
205 |
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5 The Effects of Organizational Design on Firm Performance |
215 |
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5.1 Introduction |
215 |
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5.2 Methodological issues |
216 |
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5.2.1 Measurement of performance |
216 |
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5.2.2 Unit of analysis |
217 |
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5.2.3 Characteristics of data sets |
217 |
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5.2.4 Econometric methodology |
218 |
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5.3 Effects of organizational design on productivity |
220 |
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5.3.1 Single-industry studies |
220 |
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5.3.2 Cross-industry evidence |
226 |
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5.4 Effects of organizational design on firm profitability |
233 |
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5.4.1 Previous empirical evidence |
233 |
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5.4.2 Evidence based on the new empirical methodology |
234 |
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5.5 More on the complementarity between technological and organizational innovations |
237 |
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5.6 Concluding remarks |
239 |
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Conclusions |
246 |
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Appendix: Data Set and Empirical Methodology |
252 |
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Notes |
258 |
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References |
271 |
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Index |
285 |
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A |
285 |
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B |
285 |
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C |
285 |
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D |
287 |
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E |
289 |
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F |
289 |
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G |
289 |
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H |
289 |
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I |
290 |
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J |
290 |
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K |
290 |
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L |
290 |
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M |
291 |
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N |
291 |
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O |
291 |
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P |
292 |
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Q |
292 |
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R |
292 |
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S |
293 |
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T |
293 |
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U |
293 |
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V |
294 |
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W |
294 |
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Z |
294 |
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