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Organizational adaptation (sometimes referred to as strategic fit and organizational congruence) is a concept in organization theory and strategic management that is used to describe the relationship between an organization and its environment.
Their structural contingency theory was the dominant paradigm of organizational structural theories for most of the 1970s. A major empirical test was furnished by Johannes M Pennings who examined the interaction between environmental uncertainty, organization structure and various aspects of performance.
Main similarities between these strands of literature are: (1) the emphasis on organizational routines and the limits to organizational adaptability, (2) the population or system level of analysis and (3) the importance of environmental selection. Organizational ecology's perspective is more Darwinistic (see Hannan & Freeman, 1989, pp 20–22 ...
Organizations have complex structures in that they are dynamic networks of interactions, and their relationships are not aggregations of the individual static entities. They are adaptive; in that, the individual and collective behavior mutate and self-organize corresponding to a change-initiating micro-event or collection of events.
Organizational architecture, also known as organizational design, is a field concerned with the creation of roles, processes, and formal reporting relationships in an organization. It refers to architecture metaphorically, as a structure which fleshes out the organizations.
A functional organizational structure is a structure that consists of activities such as coordination, supervision and task allocation. The organizational structure determines how the organization performs or operates. The term "organizational structure" refers to how the people in an organization are grouped and to whom they report.
Organizational strategy explores the relationship between unit and the environment. It involves action—matching skills and resources with opportunities and threats. According to Michael Porter , a professor from Harvard Business School and leading expert in organizational strategy, the basics of a competitive model have Five Forces :
Person–organization fit (P–O fit) is the most widely studied area of person–environment fit, and is defined by Kristof (1996) as, "the compatibility between people and organizations that occurs when (a) at least one entity provides what the other needs, (b) they share similar fundamental characteristics, or (c) both". [10]