تاثیر عدم اطمینان محیطی بر نوآوری سازمانی: تبیین نقش ساختار سازمانی به عنوان متغیر مداخله‌گر

نویسندگان
1 کارشناس ارشد مدیریت اجرایی، دانشگاه فردوسی مشهد، مشهد، ایران
2 دانشیار گروه مدیریت، دانشگاه فردوسی مشهد، مشهد، ایران
3 استادیارگروه مدیریت، دانشگاه فردوسی مشهد، مشهد، ایران
چکیده
در محیط پویای امروزی، داشتن استراتژی‌های مناسب به تنهایی برای شرکت‌ها کافی نبوده و باید آن‌ها قادر به هماهنگی با محیط خود نیز باشند. نوآوری یکی از عواملی است که شرکت‌ها با گزینش ساختار سازمانی مناسب می‌توانند از آن برای دستیابی به مزیت رقابتی ماندگار بهره ‌گیرند. هدف این پژوهش، بررسی نقش میانجی ساختار سازمانی (رسمیت، تمرکز و پیچیدگی) بین عدم اطمینان محیطی و نوآوری سازمانی است. به این منظور از مدل‌یابی معادلات ساختاری و حداقل مربعات جزئی استفاده شد. جامعه آماری این پژوهش، مجموعه شرکت‌های تولیدی متوسط و بزرگ شهرستان مشهد و ابزار جمع‌آوری داده‌ها، پرسشنامه بود که در بین مدیران ارشد این شرکت‌ها توزیع و جمع‌آوری شد. نتایج حاصل از تجزیه و تحلیل داده‌های جمع‌آوری شده از نمونه آماری 89 نفری مدیران ارشد شرکت‌های مذکور نشان داد که مدل مفهومی پژوهش از برآزش مناسبی برخوردار بوده و رابطه بین عدم طمینان محیطی با ابعاد ساختار سازمانی، یعنی تمرکز، رسمیت و پیچیدگی و همچنین رابطه بین رسمیت و پیچیدگی ساختار سازمانی با نوآوری معنادار بود. اما رابطه بین تمرکزگرایی و نوآوری معنادار نبود که در نتیجه نقش میانجی پیچیدگی و رسمیت ساختار سازمانی در رابطه بین عدم اطمینان محیطی و نوآوری معنادار و مورد تأیید قرار گرفته و نقش میانجی تمرکزگرایی مورد تأیید قرار نگرفت.
کلیدواژه‌ها

عنوان مقاله English

The impact of Environmental Uncertainty on Innovation: Mediating role of Organizational Structure

نویسندگان English

Abdollah hassani Tavabe 1
Mostafa Kazemi 2
Yaghoob Maharati 3
1 M.A. of EMBA, Faculty of Economic and Administrative SciencesFerdowsi University of Mashhad
2 Associated prof. Department of Management, Faculty of Economic and Administrative Sciences, Ferdowsi University of Mashhad, Iran
3 Assist Prof. Department of Management, Faculty of Economic and Administrative Sciences, Ferdowsi University of Mashhad, Iran
چکیده English

In today's dynamic environment, having a proper strategy is not enough for companies to be able to adjust themselves with their environments. Companies through choosing a suitable organizational structure can benefit innovation to achieve sustainable competitive advantage. The aim of this study is testing the mediating role of organizational structure (formalization, centralization, complexity) between environmental uncertainty and organizational innovation. The questionnaire was used to collect data with high reliability and Structural Equation Modeling and Partial least squares were used for analyzing data. Data collected from medium and large manufacturing firms in the Mashhad city. The results showed that the theoretical model was good fitted and the relationship between environmental uncertainty and dimensions of Organizational structure (complexity, formalization and centralization) is meaningful. Also the relationship between complexity and formalization with organizational innovation were significant. Organizational formalization and complexity mediated between environmental uncertainty and organizational innovation was meaningful but mediating role of centralization was not meaningful.

کلیدواژه‌ها English

Environmental uncertainty
organizational structure
Complexity
Formalization
Centralization
innovation

 


[1]      Drucker P.; Innovation and Entrepreneurship; William Heinemann, London, 1985.
[2]      Lowrenece P., Lorsch J.; Organization and environment: Managing differentitaion and integration; Boston, Harvard University, Graduate School of Business Administration, Division of Research, 1967.
[3]      Burns T., Stalker G. M, "The management of innovation. Tailstocks Publications"; London, Business Model Innovation, Information Resources Management Journal, Vol. 13, No. 4, pp, 5-14., 2000.
[4]      Hage J., Aiken M.; Social change in complex organizations; Random House, New York, 1970.
[5]      Miller R. E.; Innovation, organization and environment; Universite de Sherbrooke, Sherbrook, Que, Canada, 1971.
[6]      Williamson O.E.; The economic institution of capital: Firm markets; Relational Contracting, New York: Free Press, 1985.
[7]      Bagherizadeh M.; Assessed management of the foundation; Tehran Publication, First Printing, pp. 23-67, 1999.
[8]      Chechen L.; Chuang S., Pui-Lai To.; "How knowledge management mediates the relationship between environment and organizational structure"; Journal of Business Research, Vol, 64 , No. 7, pp. 728–736, 2011.
[9]      Covin J. G., Slevin D. P.; "The influence of organization structure on the utility of an entrepreneurial top management style"; Journal of Management Studies, Vol. 25, No. 3, pp. 217-34. 1988.
[10]   Bartlett C. A, Goshal S.; "Release the entrepreneurial hostages from your corporate hierarchy"; Strategy and Leadership, Vol. 24, No. 4, pp. 36-42. 1996.
[11]   Dess G., Lumpkin G. T., McGee Jeffrey E.; "Linking corporate entrepreneurship to strategy, structure and process: Suggested research directions"; Journal of Entrepreneurship Theory & Practice, Vol. 23, No. 3, pp. 85-102. 1999.
[12]   Miller D.; "Sale in the saddle: CEO tenure and the match between organization and environment"; Managements Science, Vol, 37, No. 1, pp. 34–52, 1991.
[13]   Burgle men E.A.; "Intra organizational ecology of strategy making and organizational adaption: Theory and research"; Organizational Science, Vol. 2, No. 3, pp.  239- 262., 1991. 
[14]   Zaltman G., Duncan R. B., Holbek J.; Innovations and Organizations; Wiley, New York, 1973.
[15]   Kuratko D. F., Hodgetts R. M.; Entrepreneurship: A Contemporary Approach, 5th Ed, Harcourt College Publishers. 2001.
[16]   Zott C.; "Dynamic capabilities and the emergence of intraindustry differential firm performance: Insights from a simulation study"; Strategic Management Journal, Vol. 24, No. 2, pp. 97–125, 2003.
[17]   Linder J. C., Jarvenpaa S. L., Davenport T. H.; "Towards an innovation sourcing strategy"; MIT Sloan Management Review, Vol. 44, No. 4, pp. 43-49, 2003.
[18]   Humphreys P., McAdam R., Leckey L.; "Longitudinal evaluation of innovation implementation in SMEs"; European Journal of Innovation Management, Vol. 8, No. 3, pp. 283-304, 2005.
[19]   Wang, C. L., Ahmed P.K.; "The development and validation of the organizational innovativeness construct using confirmatory factor analysis"; European Journal Innovation Management, Vol.7, No. 4, pp. 303-313. 2004.
[20]   Daft. Organization theory and design. Translated by A. Parsaeian. Cultural Research Bureau, Tehran, Fifth Edition, 2004.
[21]   Duncan R. B.; "Characteristics of organizational environments and perceived environmental uncertainty"; Administrative Science Quarterly, Vol. 17, No. 3, pp.  313-327, 1972.
[22]   Downey H. K., Hellriegel D., Slocum J.; "Congruence between Individual Needs, Organizational Climate, Job Satisfaction and Performance"; Academy of Management Journal, Vol. 18, No. 1,pp. 149-155. 1975.
[23]   Hatch J.M.; Organization theory: Modern, symbolic, and postmodern interpretation; Translated by Danayifard. H. Afkar Publishing, Tehran, Third Edition, 1997.
[24]   Cyert R. M., March J. G.; A behavioral theory of the firm; Prentice Hall, Upper Saddle River, NJ, pp. 128-287, 2007.
[25]   Ergenli A., Saglam G., Metin S.; "Psychological empowerment and its relationship to trust in immediate managers"; Journal of Business Research, Vol. 60, No. 1, pp. 41-49., 2007.
[26]   Gresov C., Drazin R.; "Equifinality: Functional equivalence in organization design”; Academy of Management Review, Vol. 22, No. 2, pp. 403-428. 2007.
[27]   March J., Simon H.; "Organizations"; Blackwell, Cambridge, MA, 195-324, 2009.
[28]   Robbins A.; Organization Theory; Translated by Alavani M. and Danayifard H., Saffar Publishing, Tehran, 1999.
[29]   Fry L.W., Slocum L.W.; "Technology, structure, and workgroup effectiveness: A test of a contingency model"; Academy of Management J., Vol. 27, No. 2, pp. 221-46, 1984.
[30]   Marsh R. M., Mannari H.; Technology and size as determinant of the organizational structure; Administration Science Quarterly, Vol. 26, No. 1, pp. 33-57, 1981.
[31]   Akoff A. L.; Creating the corporate future: Plan or be planned for, Wiley, New York. 1981.
[32]   Damanpour F., "Gopalakrishnan Sh.; Theories of organizational structure and innovation adoption: The role of environmental change"; Journal of Engineering and Technological Managements, Vol. 15, No. 1, pp. 1–24. 1998.
[33]   Child J.;"Strategic choice in the analysis of action Structure; Environment and Performance: The role of strategic choice"; Organization Studies, Vol, 18, No. 1, pp, 43-76, 1997.
[34]   Miller D.; "Relating Porte's business strategies to environment and structure: analysisand performance implication"; Academy of Management Journal, Vol. 31, No. 2, pp. 280–308, 1988.
[35]   Gordon L. A., Narayanan V. K.; "Management accounting systems, perceived environmental uncertainty and organizational structure: An empirical investigation"; Accounting Organizations and Society, Vol. 9, No. 1, pp. 33–47. 1984.
[36]   Lee C., Grover V.; "Exploring mediation between environmental and structural attributes: The penetration of communication technologies in manufacturing organizations"; Journal Management Informational Systems, Vol. 16, No. 3, pp.187–217, 2000.
[37]   Miles M. P., Arnold D.; "The relationships between marketing orientation and entrepreneurial orientation"; Entrepreneurship: Theory & Practice, Vol. 15, No. 4, 49-65. 1991.
[38]   Jogaratnam G., Ching-Yick T., Eliza ;"Entrepreneurial orientation and the structuring of organizations"; International Journal of Contemporary Hospitality Management, Vol. 18, No. 6, pp. 454-468. 2006.
[39]   Tabachnick B. G., Fidell L. S.; Using multivariate statistics; Fifth Edition, Boston: Pearson Education, Inc. 2007.
[40]   Ramamurthy K.; Role of environmental, organizational and technological factors in information technology implementation in advanced manufacturing: An innovation adoption-diffusion Perspective; Ph.D. Dissertation, University of Pittsburgh, 1990.
[41]   Fornell C., Larcker D.; "Evaluating structural equation models with unobservable variables and measurement error"; Journal of Marketing Research, Vol. 18, No. 1, 39-50., 1981.
[42]   Hulland J.; "Use of partial least square (PLS) in strategic management research: A review of four recent studies"; Journal of Strategic Management, Vol. 20, No. 2, 195–204. 1999.
[43]   Wen Wu S.; Linking Bayesian networks and PLS path modeling for causal analysis; Export Systems with Applications, Vol. 37, No.1, pp. 134-139, 2010.
[44]   Wixom B. H., Watson H. J.; A empirical investigation of the factors affecting data warehousing success; MIS Quarterly, Vol. 25, No. 1, pp. 17 -41, 2001.
[45]   Kock N.; Warp PLS 3.0 user manual; Script warp systems, Laredo, Texas, USA, pp. 29-33, 2012.
[46]   Rezaian A.; System analasis and design; Tehran, SAMT, First Publication, pp. 318-326, 1997.
[47]   Stoner J., Freeman A.; Management; Translated by Parsaian, A. & Arabi, S.M. Tehran, Institute for Trade Studies and Research, First Edition, 1996.
[48]   Rezaian A.; Principles of organization and mnagement; Tehran, SAMT, First Edition, p. 359. 2000.
[49]   Covin J. G., Slevin D.P.; "New venture strategic posture, structure and performance: an industry life cycle analysis"; Journal of Business Venturing, Vol. 5, No. 2, pp. 123-35, 1990.