Dimensions of Organizations in Complex Societies: The Educational Sector

Holdaway, Edward A.; Newberry, John F.; Hickson, David J.; Heron, Robert

doi:10.2307/2392122

Cited by 78 publications

(24 citation statements)

References 14 publications

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“…Additionally, these findings held true for both public and private sector organizations because organizational fit was imperative for both types of organizations. Even when compared simultaneously, the importance of fit showed quantitative support of roughly equal importance to either public or private entities (Holdaway et al, 1975).…”

Section: Contingency Theory Of Organizational Designmentioning

confidence: 99%

“…Each application of the contingency theory of organizational design provided unique information to the field of study, and whether quantitative or qualitative, each showed the importance of organizational fit (Donaldson, 1987;Holdaway, Newberry, Hickson, & Heron, 1975;Woodward 1965). Additionally, these findings held true for both public and private sector organizations because organizational fit was imperative for both types of organizations.…”

Section: Contingency Theory Of Organizational Designmentioning

confidence: 99%

“…The presentation of this correlation may be quantitative (Holdaway et al, 1975) or qualitative (Woodward, 1965). (Galunic & Eisenhardt, 1994), but this is an incorrect assessment.…”

Section: Contingency Theory Of Organizational Designmentioning

confidence: 99%

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Joint-Base Contracting: A Comparative Analysis of Joint-Base Contracting Activities Between Services

Fiacco¹,

Stephens²

2011

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Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instruction, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302, and to the Office of Management and Budget, Paperwork Reduction Project (0704-0188) Washington DC 20503. The objectives of the BRAC process were to achieve cost savings, transformation, improvement of capabilities, and enhancement of military value. Using a case study approach, this research identified the specific factors that contribute to the organizational successes of joint base contracting at Joint Base San Antonio (JBSA) and Joint Base Lewis-McChord (JBLM). These factors include processes, governance structures, organizational structures, and communication. This research also identifies barriers to consolidation as well as comparing and contrasting the way JBSA and JBLM operate. Additionally, this research identifies strengths and weaknesses of the approaches used by the Air Force and the Army. Thus, by documenting specific enablers and barriers, this research should help to guide the planning and implementation of future consolidations throughout DoD and other government organizations. AGENCY USE ONLY SUBJECT TERMS

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Section: Contingency Theory Of Organizational Designmentioning

confidence: 99%

Section: Contingency Theory Of Organizational Designmentioning

confidence: 99%

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Joint-Base Contracting: A Comparative Analysis of Joint-Base Contracting Activities Between Services

Fiacco¹,

Stephens²

2011

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“…Those limits to the discretion of politicians are considered as one of the defining characteristics of bureaucracies (Holdaway et al 1975, Rainey 1976, Frant 1993. Williamson (1990) distinguishes three main forms of governance: two of them have been extensively analyzed in the transaction-costs literature -market and hierarchy-and the third one remains mostly overlooked -bureaus.…”

Section: The Puzzle: the Bureaucratisation Of Local Administrationsmentioning

confidence: 99%

A Tale of Two Cities: Bureaucratisation in Mayor-Council and Council-Manager Municipalities

Lapuente

2010

Local Government Studies

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“…) Le cycle de vie des produits est composé de quatre phases : l'apparition, la croissance, la maturité et le déclin (Sizer, 1989 ;Wilson, 1991 ;Drury, 1994). Selon Le contrôle extérieur semble accroître la formalisation et la centralisation (Reimann, 1973 ;Holdaway et al, 1975). Un outil favorisant le déploiement stratégique comme le Balanced Scorecard serait plus adapté aux organisations à système d'autorité simple et centralisé que le tableau de bord « à la française », étant donné que ce dernier repose sur une conception plus politique de la stratégie (Epstein et Manzoni, 1998).…”

Section: La Contingence Du Balanced Scorecardunclassified

Dix ans de débats autour du Balanced Scorecard

Choffel¹,

Meyssonnier²

2005

Comptabilité Contrôle Audit

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Résumé :Cet article présente une étude de dix années de littérature anglo-saxonne et française sur le Balanced Scorecard (tableau de bord prospectif et équilibré) depuis que Kaplan et Norton ont développé cet outil de pilotage stratégique. L'objectif est de voir comment ce système de gestion de la performance a évolué et quels sont les débats actuels à son sujet. A partir de cet état de l'art, une série d'hypothèses sur les problèmes abordés est proposée et une synthèse des différentes propositions théoriques est effectuée. Mots clés :Contrôle de Gestion ; Balanced Scorecard ; Revue de la littérature. Abstract : This paper presents a review of ten years of Anglo-Saxon and French literature on Balanced Scorecard since this strategic guide tool was developed by Kaplan and Norton.The purpose is to see the evolution of this system of performance management and which are the current debates about it. From this review, a list of hypothesis related to the approached problems is proposed and an overview of the different theoretical propositions takes place.

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Dimensions of Organizations in Complex Societies: The Educational Sector

Cited by 78 publications

References 14 publications

Joint-Base Contracting: A Comparative Analysis of Joint-Base Contracting Activities Between Services

Joint-Base Contracting: A Comparative Analysis of Joint-Base Contracting Activities Between Services

A Tale of Two Cities: Bureaucratisation in Mayor-Council and Council-Manager Municipalities

Dix ans de débats autour du Balanced Scorecard

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