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Background: The increase in the competitiveness on the sports market forces elaboration of the proper organization structure in sports clubs. In 2011 Lech Poznan Club found itself in a situation which was inadequate to its ambition. The aim of this work is to present the influence of the implemented organization structure changes on the process of club management. Material and methods: The subject of the research was the Lech Poznan club and its organization structure between 2011 and 2014. The applied research methods were the interview and the survey questionnaire. Results: The introduction and the strategy realization, as well as the clear distribution of tasks were visible in the process of the changes in the organization structures. The success of those actions may be verified on the basis of the results of the end of season 2014/15. Conclusions: The conducted research shows that the Lech Poznan football club experienced transformation between 2011 and 2014. This transformation was adequate to the current trends of the sports club management, and it has permitted the club to win the Polish football championship.

Energy entropy is the "highest" indicator of the state of an organization, developing the ideas of efficiency and value. The integrity of energy entropy implies taking into consideration the level of order in an organization (information entropy) along with the ability to "release" effectively the energy for useful work. Versatility is ensured by the independence on a kind of activity of an organization. The formalization of energy entropy of organizations was proposed. According to the proposed approach, energy entropy is determined by an increase in total energy and its comparison with the "ideal" option; the level of free energy and information entropy that reflects the ability of the organization’s structure to ensure certain results. Incoming and outgoing (free) energy are considered as the main parameters of the organization’s state. Their combination determines the growth of energy, a set of possible combinations – information entropy. The scheme of changes in time of the main "energy parameters" of an organization (total energy, free energy, incoming energy) was identified. Two main variants of energy increase dynamics – uniform growth and growth with acceleration (slowdown) were represented. Experimental studies, which involved considering the most possible variants of dynamics of influencing parameters, were carried out. The effect of different combinations of their dynamics (simultaneous growth/decrease, growth/decrease at different rates) on the dynamics of energy entropy was analyzed. It was established that an increase in a share of free energy does not provide an outflow of energy entropy without reducing a degree of uncertainty of the results expressed in a decrease in information entropy. Conclusions about the necessary dynamics of influencing parameters to ensure the vital activity of an organization according to the energy entropy concept were made

Author(s): Raveendran, M | Abstract: Research Summary: This article develops theory on how an organization's structure affects future reorganizations. I highlight that a firm's structure shapes not only the locus of decision-making power (i.e., centralization and decentralization) but also the employees' interaction structure. I develop microlevel theory that connects the firm's structure to the interactions among its employees—for instance, its influence on the time employees spend adjusting their behavior after a reorganization. This theory predicts that some structures are more likely than others to promote a reorganization to occur sooner. I use a unique, hand-collected data set of reorganizations in the cell-phone manufacturing industry to test and find directional support for this theory. Managerial Summary: I examine the effect of a firm's current structure on its corporate reorganization decisions, which are defined as the addition and/or removal of business units. I posit that the way employees are grouped into those business units may affect both the type and timing of subsequent reorganizations; the reason is that employees of similar (resp. different) backgrounds should need less (resp. more) time to achieve effective collaboration. Using data on the reorganizations of cell-phone manufacturing firms during 1983–2008, I find directional support for the theory. This result implies that managers may need to watch closely any reorganization that shifts the firm toward more heterogeneous interaction structures—because its implementation may well require additional time.

ObjectiveThere is global interest in implementing national information systems to support healthcare, and the National Health Service in England (NHS) has a troubled 25-year history in this sphere. Our objective was to chronicle structural reorganizations within the NHS from 1973 to 2017, alongside concurrent national information technology (IT) strategies, as the basis for developing a conceptual model to aid understanding of the organizational factors involved.Materials and MethodsWe undertook an exploratory, retrospective longitudinal case study by reviewing strategic plans, legislation, and health policy documents, and constructed schemata for evolving structure and strategy. Literature on multi-organizational forms, complexity, national-level health IT implementations, and mega-projects was reviewed to identify factors that mapped to the schemata. Guided by strong structuration theory, these factors were superimposed on a simplified structural schema to create the conceptual model.ResultsAgainst a background of frequent NHS reorganizations, there has been a logical and emergent NHS IT strategy focusing progressively on technical and data standards, connectivity, applications, and consolidation. The NHS has a complex and hierarchical multi-organization form in which restructuring may impact a range of intra- and inter-organizational factors.DiscussionNHS-wide IT programs have generally failed to meet expectations, though evaluations have usually overlooked longer-term progress. Realizing a long-term health IT strategy may be impeded by volatility of the implementation environment as organizational structures and relationships change. Key factors influencing the strategy–structure dyad can be superimposed on the tiered NHS structure to facilitate analysis of their impact.ConclusionAlignment between incremental health IT strategy and dynamic structure is an under-researched area. Lessons from organizational studies and the management of mega-projects may help in understanding some of the ongoing challenges.

The article identifies principle stages of the working process organization at the category management department aimed at efficient realization of the approach 'category management' and at attaining max high finance figures of the company. The author shows different points of view at the notion 'category management'. The article includes also a brief description of the essence of methodology of category management, which can help understand its basic principles and reveal during the research 6 stages of efficient realization of the approach through system organization of the working process of category management: setting goals and strategy of the company, annual planning, planning of the working process at monthly and weakly level, establishing effective interaction with relative departments, cooperation with suppliers. It was disclosed that the foundation of high-quality work of category managers is its system nature and structured work. Employees make decisions on the basis of analytical work. Their main aim is to meet needs of final customers. An important role is played by top-management that can efficiently build the company structure and provide all necessary tools to employees to reach the set goals.

ABAC ODI JOURNAL VISION. ACTION. OUTCOME, 8, 1, 138-160

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The relevance of the study is due to the fact that facilitation today is experiencing rapid growth associated with the large-scale and dramatic changes that 2020 brought. The approaches that facilitators have practiced and refined over several decades now perfectly meet the needs of organizations and teams that are confused by the challenges of the new era. In the near future, facilitation has every chance of becoming a familiar element of the organizational structure of any company, and this urgent need is the root cause of the explosive growth of interest in facilitation. Materials and methods. The empirical basis of the study was the works of foreign authors T. Kaiser, I. Bens, P. Nummi, Zh-F. Pupar, K. Rogers, as well as analytical research by HR-academy ��Trends in staff assessment, training and development 2017��, as well as research by ATD Press, Grape People company. In the article, the author systematizes a variety of conditions and methods of organizing training as a driver of behavior change, accumulates prac-tical experience with them. Results. The basic principles, models and techniques of facilitation as a new form of work organization are presented, which contribute to the construction of a personand competence-centered learning process. The variety of spheres of application of facilitation as a universal approach to improving interaction between people is revealed. Discussion. The presented research will allow: first, the creation of a climate of trust, mutual respect and openness stimulates self-learning; second, harnessing the energy of the group allows for effective ways to remove obstacles; thirdly, the lack of correct answers and ready-made solutions helps to show out-of-the-box thinking and creativity; fourth, constructive feedback as an integral part of facilitation improves the quality of the educational process. Conclusion. The practical significance of this study lies in the fact that the presented basic principles, methods and techniques of facilitation will help organizations of any size and direction of activity of a horizontal structure to form strong group and intergroup connections, effective teamwork and communication, otherwise the company simply cannot keep up with the pace ongoing changes.

Aims: This paper examines the role of organizational structure within government(s) in attempts to implement intersectoral action for health in Danish municipalities. We discuss the implications of structural reorganization and the governance structures that are established in order to ensure coordination and integration between policy sectors. Methods: The paper is based on 49 interviews with civil servants from health and non-health sectors of 10 municipalities. Based on participants’ experiences, cases have been described and analyzed in an iterative process consulting the literature on Health in All Policies and joined-up government. Results: Continuous and frequent processes of reorganizing were widespread in the municipalities. However, they appeared to have little effect on policy change. The two most common governance structures established to transcend organizational boundaries were the central unit and the intersectoral committee. According to the experiences of participants, paradoxically both of these organizational solutions tend to reproduce the organizational problems they are intended to overcome. Even if structural reorganization may succeed in dissolving some sector boundaries, it will inevitably create new ones. Conclusions: It is time to dismiss the idea that intersectoral action for health can be achieved by means of a structural fix. Rather than rearranging organizational boundaries it may be more useful to seek to manage the silos which exist in any organization, e.g. by promoting awareness of their implications for public health action and by enhancing the boundary spanning skills of public health officers.

Telkom Divisi Digital Service (DDS) is a unit responsible for product innovations for Telkom. An internal survey conducted in June 2016 showed the lack of good understanding about the innovation process among employees. Entropy measurement showed that the organization culture categorized as “less than healthy”. Moreover, the implementation of virtual organization resulted in a lot of confusion among the employees. This research aimed to investigate the influence of Organization Culture variable and Organization Structure variable to the Innovation Process variable. Data were collected by distributing online questionnaires to 308 DDS employees and got 202 valid responses. Path analysis with SPSS showed that both Organization Culture and Organization Structure, either simultaneously or partially, had a positive influence toward Innovation Process. The Organizational Culture variable has a 37.27% influence towards Innovation Process variable, whereas the Organizational Structure variable has an 8.94% influence towards Innovation Process variable. In accordance with the research result, it is suggested that Telkom DDS focuses on the improvement of the organization culture to increase the innovation process. And for further research, it is recommended to explore other variables uncovered yet in this research, such as leadership within an organization, work environment, etc.

We complement the rich conceptual work on organizational corruption by quantitatively modeling the spread of corruption within organizations. We systematically vary four organizational culture-related parameters, i.e., organization structure, location of bad apples, employees’ propensity to become corrupted (“corruption probability”), and number of whistle-blowers. Our simulation studies find that in organizations with flatter structures, corruption permeates the organization at a lower threshold value of corruption probability compared to those with taller structures. However, the final proportion of corrupted individuals is higher in the latter as compared to the former. Also, we find that for a 1,000-strong organization, 5% of the workforce is a critical threshold in terms of the number of whistle-blowers needed to constrain the spread of corruption, and if this number is around 25%, the corruption contagion is negligible. Implications of our results are discussed.

The formation of global public policy takes place in diverse fields populated by a range of different actors. One important, but neglected group of actors is large management consultancy firms. This chapter examines why and how such firms have been able to exercise influence over global public policy. Emphasis is placed on their reputational power, their organizational structures which enable them to use and develop expertise and the importance of their social networks amongst other elite actors. The chapter illustrates these themes through a case study of the REDD Initiative sponsored by the UN Framework Convention on Climate Change. It concludes by outlining a research agenda which focuses on the power of consultancies in this arena, but also recognizes the limits to this power.

В статье раскрывается понятие категорийного менеджмента. Выявляются проблемы, возникающие в деятельности сотрудников отдела категорийного менеджмента, в т. ч. нехватка времени, отсутствие необходимой информации. В основе работы категорийных менеджеров лежит системность и структурированность работы; принятие решений основано на аналитике и удовлетворении потребностей конечных покупателей. Автор предлагает ряд мероприятий, которые позволили бы существенно улучшить эффективность применения категорийного менеджмента и повысить финансовые показатели компании., The article reveals the concept of category management. Problems that arise in the activities of the staff of the category management department, including lack of time, lack of necessary information, are identified. The work of category managers is based on systematic and structured work; decision making is based on analytics and meeting the needs of end customers. The author offers a number of activities that would significantly improve the efficiency of category management and improve the company's financial performance.

В данной статье проведен сравнительный анализ структур управления технополисами Цукуба (Япония) и Сколково (Россия). Автором сформулированы основные различия данных структур, а также предлагаются рекомендации по совершенствованию организационной структуры управления технополиса Сколково., In this article the comparative analysis of the management structures of techopolises Tsukuba (Japan) and Skolkovo (Russia) is conducted. The author has formulated the main differences of these structures and offers recommendations for improving the organizational structure of management of technopolis Skolkovo.

The case is written for MBA or senior undergraduate courses on Management and Organizational Behavior Study level/applicability The case is written for MBA or senior undergraduate courses on Management and Organizational Behaviour, leadership or strategy implementation. The case can be taught towards the end of a Management course to learn about organization and its behavior. This case can be used in the segment focusing on action and leadership.

The transition of the Slovak economy to a market-driven has caused more changes also in the organizational structure of tourism on national, regional and local level. The aim of the paper is to analyse the current organizational structure of destination management in Slovakia, the activities and financing of the destination management organizations (DMOs) and to evaluate the impact of state subsidies on tourism development in Slovakia. The majority of governmental subsidies are given to destinations with the highest developed infrastructure and the newly introduced Act no. 91/2010 Coll. about the support of tourism in Slovakia itself contributes to the deepening of regional disparities. The micro-regional DMOs are up to now financed mainly from the state budget and in case, that the funding from the government will be decreased, it is still the question of the sustainability of newly created DMOs. The Slovak DMOs should try to focus more on the increase of the revenues from their own activities, but this solution is limited by existing act, they should try to get more members or the other possibility is the merger of existing micro-regional DMOs into larger organizations covering the larger territory. According to the results of the analysis based on the research of task and resources, size and dominance, the paper proposes new geographical distribution of the micro-regional DMOs on the territory of 8 self-government regions.

In this research, aiming at understanding relationships between competence distributions for public transport among various stakeholders such as public bodies and operators, and implementation efficiency of policy measures aiming at increasing modal shares of public transport, a comparative study is carried out. In the course of this exploratory research, a methodology combining analyses in three pillars is developed. The three pillars are manifestation of outcome goals in urban mobility plans, implementability analysis of measures, and trend in changes of modal share. The results from these three pillars are synthesized to draw a conclusion. Among the cities analyzed in this research, cities with more integrated competences for public transport at public bodies tend to make quantitative and time-bound policy goals towards modal shift to be successful in achieving desired modal share. In reverse, cities with more disperse competence distribution tend to show less clarity in its policy manifestation, and to be less successful in shifting the modal share towards optimal modal share in light of sustainable mobility. Among the successful cities, the cities internalizing the competence within the public body tend to attain desired modal share more successfully than cities controlling the service parameters through public ownership of operators.

One of the main pillars of the modern industry is the uninterrupted supply of energy with a reasonable price. The energy production is based mostly on non-renewable energy resources that are getting more expensive progressively. This increase in energy cost consequently leads the companies to a more expensive production of goods. Therefore it has been established that energy efficiency is not only very important for the environment but also for the sustainable production in the manufacturing companies. Effective energy management plays an important role in the necessary increase of energy efficiency in industry. Next to the expansion of regenerative energies, it establishes a further pillar at closing the energy supply gap resulting from the energy transition. This paper presents the current energy situation in Germany and its impact on the German industry. Furthermore this paper presents a methodology which can be used by organizations to systematically implement energy management system. Eventually the paper provides a model that illustrates the realization of a PDCA cycle which is necessary for energy management in the organization.

PurposeThe purpose of this paper is to explore the importance of physical proximity between schedulers and operators within manufacturing firms. In literature, a small distance between interdependent employees is assumed to be a prerequisite for a high level of coordination. This study investigates this assumption empirically for the relationship between scheduling and manufacturing and shows effects of proximity that are only partly in line with literature.Design/methodology/approachConsequences of relocating the scheduling department within a production firm are studied using a longitudinal case study approach. Data have been collected within three phases: before, three months after, and one year after the relocation.FindingsFindings show that schedulers and operators communicate more face‐to‐face and less by phone after the relocation, especially during rescheduling. Furthermore, schedulers and operators perceived positive changes in ease of coordination and performance due to the relocation.Research limitations/implicationsScheduling and rescheduling are usually treated in literature as a mathematical puzzle to be solved. The authors do not contest this in itself, but the findings indicate that communication and collaboration are important aspects as well. In the case company, the possible negative aspects of close proximity, such as more interruptions, are offset by the advantages for rescheduling such as fast response and improved quality of communication. As the study was done in only one manufacturing firm, further research is needed to determine what firm characteristics specifically determine the appropriate location of the scheduling department.Practical implicationsThe paper demonstrates the need to carefully design, manage, and facilitate the interface and critical task interdependencies between scheduling and manufacturing departments.Originality/valueThe paper contributes to operations management literature by providing a detailed empirical analysis concerning the effects of physical proximity between schedulers and manufacturing operators, including behavioural and organizational factors.

SMEs present many particularities which influence to a large extend their functionality and performance. A very deep investigation of more than 60 SMEs has revealed what are the major variables having influence on SMEs organisation and the main features of organisation system. In the first part the paper indicate the variables influencing the SMEs. In the second part there are presented the nine main features of SMEs organisation system.

Tramway systems, which can carry more passengers than buses at one haul, are now being proposed to meet Indonesia’s public transport requirement. The objective of this research is to analyze the management structures for operating tram in different countries and then propose a suitable organizational structure for operating trams, if re-introduced, in Indonesia. The author chose France (Montpellier tramway), Germany (Karlsruhe tram-train) and the UK (Nottingham Express Transit) as the role model countries for investigation. From the analysis, the most appropriate organizational structure and suitable tramway management structure for operating tramways implementation in Indonesia. The key features of the research are to establish public transport company by local government to manage all public transport systems, propose tramway construction and operation to exist as separate departments under the tramway team division of the public company, recommend the public transport company to have responsibility for overseeing construction of the trams, operating, and maintaining the trams, suggest local government to own them and have responsibility for tramway strategic policy, control regulation as well as supervision and coordination of the performance of the public transport company, propose joint working between public and private sectors.

Seeking to more effectively respond to campus initiatives and user expectations, the University of Kansas (KU) Libraries underwent a process of significant organizational review and transformation. Guided by a purposeful, open process, a diverse and representative group was elected to serve on the Libraries Organizational Review Team (ORT) to assess the existing organizational structure, determine major functions and cross-functional areas therein, and identify new and vital activities and positions essential for achieving our strategic priorities. Recognizing, too, the trends and challenges occurring within higher education and academic libraries, ORT sought to redefine professional roles and functions to strategically position the Libraries for the future. Utilizing peer institutional research, library literature and reports, and focus groups with each library unit, the team ultimately recommended a significant overhaul of the Libraries' organizational structure. Broadly, the recommendation was for an adaptive and agile structure that is more responsive to university priorities, technological developments, and resource constraints. Specifically, ORT recommended a structure driven by contemporary user expectations and supportive of new modes of scholarly communication, new pedagogical methods, and data management. The recommended organizational design is fluid and user-focused with an emphasis on integrating into the academic life of scholars and students. This paper will report on the purposeful ‘grassroots’ approach undertaken by the team and its creative processes of organizational review. Additionally, the authors will present ORT’s final recommendations, as well as the rationale thereof. Finally, the authors will illustrate the new organizational model and analyze the efficacy and challenges of the reorganization.

Background: Management practices are being carried out by most of the small and medium sized enterprises (SME) which substantially switched to sophisticated manner. This study aims to determine the relationship between human resource management (HRM) and supply chain management (SCM) in SME. Methods: the data from 195 manufacturing and service sectors SME were collected. The Pearson's correlation and multiple regression were employed to examine the relationship and measure the overall impact of IV on DV respectively. This study found that SME performed moderate level of HRM and SCM practices and there is acorrelation between HRM practices that proactively contributes in supply chain success. Lastly, training contributed greater to SCM success as compared to other HRM factors. Results and conclusions: Results suggest that SCM success is activated by HRM practices. SME owners/managers should focus on enhancing the SCM success by implementing sophisticated HRM practices. This integration will allow mapping unique strategies to gain an edge over competitors. Appropriate approaches should be considered at national level to boost the national economy through SME sector.

?????? ??????????? ???????? ???????????? ?????? ?????????? ? ??????????? ??????????, ???????? ?? ???????????, ????????????? ????? ??????????? ? ??????????????? ?????????????. ????????? ?????? ? ?????????? ??????? ?????????? ?????????????? ?? ?????? ????????? ??????????????? ??????????, ???????????????, ????????????-?????????????? ? ?????????? ???????? ????????. The article deals principles to building management systems for holding structures, the systems of governance in the domestic agricultural holding, depending on the nature of association and the functional areas of coordination have been researched. The approach to the building management system agricultural holding through a combination of strategic management, organizational, integrative and financial structures of holding.

The application of DSM methods for analyzing and optimizing structures is widely used for both, product and organization structures. The concept of modularity is applicable for both structures and achieved by clustering. Various literatures propose to implement modular structures and align the product and organization structure. This paper aims at developing a modular product structure for an existing product by modularization of the structure with and without respect to the current component responsibilities. Assigning teams for the module responsibilities, the two concepts are then analyzed and compared concerning the requested team communication if components are changed.

This article extends Alfred Chandler's seminal ideas about strategy and organizational structure, and it predicts the next stage of organizational evolution. Chandler described the evolution of vertical integration and diversification strategies for which the functional and multidivisional structures are appropriate. He also explained how the dominant structure at any point in time is a concatenation or accumulation of all previous strategies and structures. I extend Chandler's ideas by describing how early "structures" became "organizations" (people, rewards, management processes, etc.) and by discussing the more recent strategies of international expansion and customer focus. International expansion leads to organizations of three dimensions: functions, business units, and countries. Customer-focused strategies lead to four-dimensional organizations currently found in global firms such as IBM, Nike, and Procter & Gamble. I argue that the next major dimension along which organizations will evolve is emerging in firms which are experimenting with the use of "Big Data."

Self-organizing multi-agent systems provide a suitable paradigm for developing autonomic computing systems that manage themselves. Towards this goal, we demonstrate a robust, decentralized approach for structural adaptation in explicitly modeled problem solving agent organizations. Based on self-organization principles, our method enables the autonomous agents to modify their structural relations to achieve a better allocation of tasks in a simulated task-solving environment. Specifically, the agents reason about when and how to adapt using only their history of interactions as guidance. We empirically show that, in a wide range of closed, open, static, and dynamic scenarios, the performance of organizations using our method is close (70–90%) to that of an idealized centralized allocation method and is considerably better (10–60%) than the current state-of-the-art decentralized approaches.

The presented paper deals with the importance of innovation manager in company. It analyses the actual state of definition of innovation manager in companies, it is dealing with their qualities and qualities of ideal innovation manager. The paper solves the placement of position of innovation manager into the company organization structure. It recommends the ideal placement of innovation manager position in the organization structure in company working in “Production, sale and operation of amusement and gaming technology”.

meyer r.m. & o’brien-pallas l.l. (2010)Nursing services delivery theory: an open system approach. Journal of Advanced Nursing66(12), 2828–2838. Aim This paper is a discussion of the derivation of the Nursing Services Delivery Theory from the application of open system theory to large-scale organizations. Background The underlying mechanisms by which staffing indicators influence outcomes remain under-theorized and unmeasured, resulting in a ‘black box’ that masks the nature and organization of nursing work. Theory linking nursing work, staffing, work environments, and outcomes in different settings is urgently needed to inform management decisions about the allocation of nurse staffing resources in organizations. Data sources A search of CINAHL and Business Source Premier for the years 1980–2008 was conducted using the following terms: theory, models, organization, organizational structure, management, administration, nursing units, and nursing. Seminal works were included. Discussion The healthcare organization is conceptualized as an open system characterized by energy transformation, a dynamic steady state, negative entropy, event cycles, negative feedback, differentiation, integration and coordination, and equifinality. The Nursing Services Delivery Theory proposes that input, throughput, and output factors interact dynamically to influence the global work demands placed on nursing work groups at the point of care in production subsystems. Implications for nursing The Nursing Services Delivery Theory can be applied to varied settings, cultures, and countries and supports the study of multi-level phenomena and cross-level effects. Conclusion The Nursing Services Delivery Theory gives a relational structure for reconciling disparate streams of research related to nursing work, staffing, and work environments. The theory can guide future research and the management of nursing services in large-scale healthcare organizations.

The 2010-2011 Fact Book is intended to provide the university community and others with a summary of institutional data about Qatar University. The Fact Book is a consolidation of institutional information gathered from various sources and is issued annually in October.It contains many tables and graphs, which are found helpful by administrators, faculty, staff, students, and other constituents of the university.

The 2009-2010 Fact Book is intended to provide the univer sity community and others with a summary of institutional data about Qatar University. The Fact Book is a consolidation of institutional information gathered from various sources and is issued annually in October

International audience; Complex systems design and especially automotive design is facing continuous technological evolution that needs stronger integration. To tackle this issue, a method for modeling products and organizations architectures is presented. This method will be completed by a "management by uncertainty" tool to help managers anticipate the co-evolutions of project domains and properly structure these domains.

This paper presents a multiobjective structural optimization process of designing an organization to execute a specific mission. We provide mathematical formulations for optimization problems arising in Phases II and III of our organizational design process (Phase I was presented in Part I of this paper [56]) and polynomial algorithms to solve the corresponding problems. Our organizational design methodology applies specific optimization techniques at different phases of the design, efficiently matching the structure of a mission (in particular, the one defined by the courses of action obtained from mission planning) to that of an organization. It allows an analyst to obtain an acceptable tradeoff among multiple mission and design objectives, as well as between computational complexity and solution efficiency (desired degree of suboptimality). This work was supported by the Office of Naval Research under Contracts N00014-93-1-0793, N00014-98-1-0465 and N00014-00-1-0101.

One major characteristic of studies in operations and supply chain management literature is a focus on how integration can lead to superior operations and manufacturing outcomes. Most of these studies, however, focus only on internal or external integration and few have been dedicated to understand how both internal and external integration influence performance outcomes. In addition, few studies, if any, have looked to the antecedents of organizational structure as a driver for such forms of integration. To help filling this gap, we draw on organizational structure and resource-based view theoretical perspectives to present a conceptual model that proposes a relationship between organizational structure and integration. The model also considers major antecedents of organizational structure and the manufacturing performance consequences of integration. As a result, we introduce a series of propositions to be subject to empirical scrutiny as well as serve as a reference for future conceptual and empirical models.

The article deals with corporate culture in transport organization.The corporate culture has a momentary character and itis affected by continual confrontation with business prioritiesand by movement of external environment. For this reason theactivity of transport organization must be still adapted to customerexpectations and needs and c01porate culture must beadapted to this objective.