Organizational Form and Strategic Alignment in a Local Authority: A Preliminary Exploration using Fuzzy Clustering

Andrews, Rhys; Beynon, Malcolm James

doi:10.1007/s11115-010-0117-4

Cited by 17 publications

(18 citation statements)

References 37 publications

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“…The findings here were at best inconclusive, however. This is consistent with previous research (6 ; Andrews and Beynon ). Moreover, given Cloutier et al 's () findings that institutional work in public service organizations has structural, conceptual, operational and relational components, structural influences may represent a necessary but insufficient condition for institutional development.…”

Section: Research Methodology and Operationalization Of Ctsupporting

confidence: 94%

Improvement and Public Service Relationships: Cultural Theory and Institutional Work

Simmons

2016

Public Administration

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This article examines the influence of cultural-institutional factors on user-provider relationships in public services. Using Grid-Group Cultural Theory (CT) as a way to structure the complexity of public service relationships, the article considers the extent to which public services are attuned to users' relational concerns. This analysis shows particular tensions between how users think the service 'should be' compared with how they think the service 'actually is'. Additional study evidence is used to assess these findings; in particular, the effects of different patterns of compatibility on both the perceived quality of public service relationships and the value added by this. Finally, relationships between 'good opportunities' for user voice and the above results are discussed. In response, opportunities for improvement are identified (within the institutional work done by public service organizations), and the implications for the relative value of CT analysis are discussed.

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Section: Research Methodology and Operationalization Of Ctsupporting

confidence: 94%

Improvement and Public Service Relationships: Cultural Theory and Institutional Work

Simmons

2016

Public Administration

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“…The fuzzy cluster analysis is performed on the assumption that each firm will be associated, to varying degrees, with different firm performance clusters. In this regard, cluster solutions were provisionally investigated for between three and five clusters, theoretical defence arguments, as well as granularity of cluster case membership suggesting the three-cluster solution was appropriate for the analysis here (following the approach in Andrews & Beynon, 2010;McDermott et al, 2013). To simplify consideration of groups of firms, in the case of fuzzy c-means, firms were visually allocated according to majority association to a cluster (for each firm, the largest membership values across the clusters identified the cluster they are most associated with), allowing a description of the established clusters, Figure 3, the association of each firm to the notion of cluster-based, year-on-year performance is presented graphically as a point 'simplex coordinate' in the presented simplex plot.…”

Section: Outcome Variable Creation Via Fuzzy Clusteringmentioning

confidence: 99%

Surviving or thriving: The role of learning for the resilient performance of small firms

Battisti¹,

Beynon

Pickernell³

et al. 2019

Journal of Business Research

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Building on a longitudinal dataset of 245 small firms covering the period of the Global Financial Crisis, this study uses, in combination with fuzzy clustering, the N-State Classification and Ranking Belief Simplex (NCaRBS) technique. This technique, able to deal with ambiguous outcome variables, small datasets, incomplete data and relationships that have the potential to be non-linear, is used to explore the relationship between learning and the resilient performance of small firms. Our findings provide a fine-grained picture of the complex relationships between strategic, cognitive and behavioural learning mechanisms and three resilient performance clusterssustained performance, stability, and survivalwhich has implications for theory, as well as practice. By examining learning at the level of the individual owner-manager and also the organisation, we contribute to a better understanding of the role of specific learning mechanisms, a role that is still not well understood.

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“…They set up the goals and objectives of the organization and set up the processes and tasks of the employees (Andrews a& Beynon, 2011;Tosti & Jackson, 1994). ISSN 2162-4860 2016 2015These four elements of the model are measured on four dimensions connected to the organizational functioning developed through synthesis of dimensions previously used by other authors and adapting them to be used in South Eastern Europe context.…”

Section: Business and Economic Researchmentioning

confidence: 99%

“…Organizational alignment is one of the aspects of organizational functioning that is getting increased attention from scientists and managers. The concept is thought to be contributing to employee engagement (Biggs Brough & Barbour, 2014), quality of the organizational performance (Merron, 1994), improvement of organizational effectiveness (Biggs et.al., 2014;Powell, 1992;Tosti & Jackson, 1994) and the successful organizational functioning (Andrews & Beynon, 2011;Crots & Ford, 2008;Denison & Mishra, 1989;Dickson, Aditya & Chhokar, 2000). Although the importance of the concept has been emphasized by different authors, there are very limited efforts to measure it (Choi, Seo, Scott, & Martin, 2010).…”

Section: Introductionmentioning

confidence: 99%

Organizational Alignment in Ict Company in the Republic of Macedonia

Bojadziev

Misoska

Pesev³

et al. 2016

BER

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This article focuses on organizational alignment as a very important aspect of the organizational functioning. Organizational alignment is a complex concept and is sparsely researched and measured especially in South East Europe. There are different theoretical views on alignment but most of them focus on organizational culture, the values and the structure and strategy as main elements of alignment. Therefore, the model outlined in the paper, Vox Organizationis, proposes that the alignment should be achieved between the non-formal aspects of the organizational functioning appraised by the organizational culture as seen by the employees and the values of the organizational leader as non-formal aspects of the organizational functioning, and the formal aspect visible in the strategy, structure and policies of the organization. The paper presents a case study of one company from the ICT sector in the Republic of Macedonia to show the application and the usefulness of the model. The results in that company show good levels of overall alignment with few areas that need improvement. The significance of the paper is not only in outlining the results of the case study company, but also in showing the applicability of the model in achieving better organizational alignment.

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Organizational Form and Strategic Alignment in a Local Authority: A Preliminary Exploration using Fuzzy Clustering

Abstract: Organizational form, Strategic alignment, Local authority, Cluster analysis,

Cited by 17 publications

References 37 publications

Improvement and Public Service Relationships: Cultural Theory and Institutional Work

Improvement and Public Service Relationships: Cultural Theory and Institutional Work

Surviving or thriving: The role of learning for the resilient performance of small firms

Organizational Alignment in Ict Company in the Republic of Macedonia

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