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India is in the cusp of becoming a major global innovation hub, and Indian startups have a huge role to play in driving the innovation engine. However, it is necessary that Indian entrepreneurs shun some of the traditional paradigms and adopt paradigms which are more congruent with strategies that encourage innovations. This study attempts to examine the relationship between Macro Structural elements of the Organization Design and Innovation Performance of Start-ups. The frame of reference for this study is 79 Start-Ups which have been in business for less than ten years. The average employee count of all the Start-Ups included in the sample is 57. Ordinal Regression tool has been used to establish the relationship between Organization Design elements and Innovation Performance. [ABSTRACT FROM AUTHOR]

Academic research libraries can employ several approaches to advance the institutional mission. First, libraries can shift from goals focused on collections and traditional library services and instead align with their campus academic plan and an emphasis on supporting the institution's strategic initiatives. A second approach is for libraries to modify their organizational structures from being function-based on the tasks that traditional libraries performed (e.g., public services, technical services, collection development) and move instead toward organizational units that directly support their university's missions (e.g., undergraduate education; graduate and professional education; research, scholarship, and creative activity; and public engagement). The key is to have library staff engaged in work that contributes to vital institutional outcomes such as student success and faculty research productivity. Academic research libraries should also continue to work towards an assessment program that demonstrates the value of the academic research library in providing quality services that advance the institutional mission. [ABSTRACT FROM PUBLISHER]

Colleges and universities' missions are typically comprised of educating students, training professionals, engaging in scholarship and research, promoting creative activity, improving healthcare, and providing public service. Academic libraries exist to support these core functions, yet most academic libraries are organized based on library functions rather than the primary missions of their college or university. This article describes one academic library's attempt to align library strategy and structure with its university's academic plan. [ABSTRACT FROM AUTHOR]

We explore the link between a firm's organization of research --specifically, its choice to operate a centralized or decentralized R&D structure --and the type of innovation it produces. We propose that by reducing the internal transaction costs associated with R&D coordination across units, centralized R&D will generate innovations that have a larger and broader impact on subsequent technological evolution than will decentralized research. We also propose that, by facilitating more distant ('capabilities-broadening') search, centralized R&D will generate innovations that draw on a wider range of technologies. Our empirical results provide support for our predictions concerning impact, and mixed results for our predictions concerning breadth of search. We also find that control over research budgets complements direct authority relations in contributing to innovative impact. We propose several extensions of this research. [ABSTRACT FROM AUTHOR]

Using a sample of 95 German firms, the study finds general support for the traditional fits of international strategy-structure theory. Employing an information-processing perspective, the study conceptually and empirically extends existing theory (1) to address strategy-structure fit for various types of matrix structure, and (2) by adding two new elements of international strategy to the existing international strategy-structure model: the level of international transfers and level of foreign R&D. [ABSTRACT FROM AUTHOR]

This study sought to examine the effect of organization structure on organization strategy. Survey research design was employed through the administration of structured questionnaire to staff of Nestle Nigeria PLC, Unilever Nigeria PLC and PZ (Cussons) PLC. The findings revealed that, organization structure positively and significantly affects strategy implementation (F stat 107.52* 0.000) and that organization structure account for 53% (Adjusted R2= 0.5312) variat ion in organization strategy. It can therefore be concluded that, organization structure plays a significant role in strategy formulation and implementation in Nigeria multinational enterprises. It could be seen that, global matrix structure and product division structure are the most critical elements of organization structure driving strategy implementation in a multinational firm. It is therefore recommended that, multinational firms in Nigeria should employ matrix structure towards the enhancement of their organization strategy. This is because matrix structure has the highest effect on organization strategy. [ABSTRACT FROM AUTHOR]

Organizational theories frequently rely on notions of sharing and dependence among organizational participants, but researchers usually focus on characteristics of the actors themselves instead of the relational patterns among the actors. Loose coupling is one conceptual tool that emphasizes relational patterns. Loose coupling, however, is an abstract metaphor that is simultaneously fertile and ambiguous. This paper develops a rigorous and comprehensive framework that sharpens the theoretical contributions of loose coupling to our understanding of structural relationships. Characteristics of loose coupling capture some important and underexplored features of multidimensional fit and interdependence in organizations. The proposed framework clarifies these theoretical contributions of loose coupling with concepts and equations modified from network analysis. Testable hypotheses are proposed with respect to three key independent variables that may affect patterns of coupling: organization strategy, technology, and environmental turbulence. Additional hypotheses are advanced with respect to the use of the multidimensional approach to loose coupling in studying new organizational forms. Initial psychometric and empirical evidence are presented. [ABSTRACT FROM AUTHOR]

With the increasing globalization of business, there has been growing interest in how to create and manage a successful international enterprise. Although researchers and practitioners have grappled with the issue of globalization for some time, there is no one model that encompasses the range of phenomena we observe in the global economy, nor have those models that do exist been precisely formalized. This paper provides an expanded approach to thinking about the organizational forms and linkages that exist in international business operations. Building on the popular integration-responsiveness framework of international strategic orientation, we develop a more expansive approach that is better able to account for the diversity of organizational forms and strategic choices open to managers. By adding a third set of environmental pressures, incorporating the beliefs of managers, and by employing the idea of efficient frontiers, we reformulate the integration-responsiveness framework, making it more consistent with modern economic models of the firm. Our integration-responsiveness- completeness (IRC) model argues that global firms can respond to these fundamental and competing pressures by configuring themselves in a variety of ways--rather than normatively prescribing that the transnational form is optimal. In addition, our model has methodological ramifications. Its formal structure suggests that empirical techniques that focus on the best rather than average performance are necessary to adequately investigate the performance differences among alternative organizational forms. This may explain the paradoxical lack of empirical support for a link between organizational form and performance. [ABSTRACT FROM AUTHOR]

MRP II, like the competitive landscape American manufacturers must contend with, is characterized more by change than constancy. Yet, there is a tendency to view them both statically as monolithic […]

Enterprise-wide computing requires a high degree of connectivity allowing all elements of the corporate computing environment to communicate with all other elements. The two types of interfaces required for this are between different elements and between users and computers. The diverse needs of various users make design of the user interface difficult: it must be consistent while supporting the individuality of users. IBM's Systems Application Architecture (SAA) treats all external interfaces equally but supports diversity in connections of computing elements and data management under many operating systems running diverse applications. SAA provides the consistency and control required to manage corporate data while supporting the flexibility required by users in their daily work. IBM uses the relational database as the consistent storage technique and SQL as the way to retrieve data; how these and other elements of IBM's strategy are used is described.

Increasing competition, both at home and overseas, conspired with the global economic downturn in the early '90s to squeeze all sectors of the U.S. economy. While the short-term impact of […]