Organizational structure: a review of structural dimensions and their conceptual relationships with individual attitudes and behavior

Fleet purchase behavior: decision processes and implications for new vehicle technologies and fuels

“…Two of these dimensions ± centralization and formalization ± have been found to be particularly compelling in de®ning an organization's dominant decision-making structure (Fredrickson, 1986;James and Jones, 1976;Langley, 1990;Mintzberg, 1979;Pugh et al, 1968;Shrivastava and Grant, 1985). We found these two dimensions to be good indicators of a¯eet's decision-making behavior and thus they motivate our typology.…”

“…Whenever governments promote new vehicle products and services to¯eets (and others), presumably in pursuit of social goals,¯eets treat these purchases as strategic decisions. Strategic decisions are generally novel, complex, substantial, and unprecedented (Kleindorfer, 1993). They determine future courses of action, occupy the thinking of upper management, involve signi®cant resource commitments, and impact a relatively large portion of the organization.…”

The impact of individual relationships on performance and reformation of R&D alliances

“…The contribution of multilevel research lies in a stronger consideration of the individual´s environment. In other words, individual-level perceptions can be averaged to represent higher group-level situations (James & Jones, 1976). …”

Organizational characteristics of drug abuse treatment programs for offenders

“…Organizational structure-Organizational structure refers to fixed or nonbehavioral organizational attributes (James & Jones, 1976) that may influence the treatment approach and types of services provided to clients (Durkin, 2002), including the provision of services that address the needs of specific populations (Strauss, Rindskopk, Astone-Twerell, Des Jarlas, & Hagan, 2006). Structural aspects of programs include age of the organization (Roman & Johnson, 2002); type of ownership (Olmstead & Sindelar, 2004); financial and human resources management (Heinrich & Lynn, 2002); type of modality (e.g., residential, hospital inpatient, or outpatient) (Etheridge et al, 1997;Mojtabai, 2004;OAS, 2002); administrator and staffing characteristics (Magura, Nwakeze, Kang, & Demsky, 1999); program capacity (Delaney, Broome, Flynn, & Fletcher, 2001); accreditation ; affiliation with the criminal justice system (Taxman & Bouffard, 2002); client case-mix (Friedmann, Alexander, Jin, & D'Aunno, 1999;D'Aunno, Vaughn, & McElroy, 1999;; proximity to other service providers (Schmitt, Phibbs, & Piette, 2003); inter-organizational relationships (Friedmann, D'Aunno, Jin, & Alexander, 2000;Friedmann, Lemon, Stein, Etheridge, & D'Aunno, 2001;Rivard, Johnsen, Morrissey, & Starrett, 1999;Hurlburt et al, 2004); and physical attributes of the program, including its setting and architectural features (Grosenick & Hatmaker, 2000;Timko, 1996).…”