Organizational structure as a determinant of performance: Evidence from mutual funds

Csaszar, Felipe A.

doi:10.1002/smj.1969

Cited by 163 publications

(114 citation statements)

References 69 publications

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“…This results in a higher rate of Type II errors and less Type I errors. Put differently, the polyarchy in the aggregate is more explorative and less risk-averse than the hierarchy (Csaszar, 2012;2013). Csaszar and Eggers (2013) extended the information aggregation perspective by also considering how delegation, majority voting, and the averaging of opinions impact information aggregation and the decision-making quality.…”

Section: Key Trade-offs and Insightsmentioning

confidence: 97%

Modelling Bounded Rationality in Organizations: Progress and Prospects

Puranam

Stieglitz²,

Osman

et al. 2015

The Academy of Management Annals

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Much of the formal modelling work in the organizational sciences relies on HerbertSimon's conception of bounded rationality, and it stakes a claim to drawing on behaviorally plausible assumptions about human behavior and action in organizations.The objectives of our review are three-fold. First, we summarize the formal literature by "model families" -classes of models sharing the same analytical structure-to highlight sharply the behavioral assumptions being made. Specifically, we discuss model families involving a) adaptation through search and learning by individual agents, b) mutual adjustment of interacting agents, and c) information aggregation in organizational decision-making. Second, we examine to what the extent these models of bounded rationality in organizations are in fact consistent with the behavioral evidence in psychology and other related fields. Finally, we discuss opportunities for further research that strengthens the links between formal modelling in organizations research, and its behavioral foundations. In particular we highlight the promise of experimental methods that translate organizational models to multiple-subject experiments in the behavioral laboratory.

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Section: Key Trade-offs and Insightsmentioning

confidence: 97%

Modelling Bounded Rationality in Organizations: Progress and Prospects

Puranam

Stieglitz²,

Osman

et al. 2015

The Academy of Management Annals

View full text Add to dashboard Cite

show abstract

“…Most of the business literature shows that the institutional framework and the organizational structure influence the competitive advantage and the corporate performance [41][42][43][44]. We specifically investigate the relationship between the business-group affiliation and the corporate performance because independent firms have a different organizational structure from affiliated ones [45].…”

Section: Business-group Affiliation and Labor Productivitymentioning

confidence: 99%

Exploring the Impact of Complementary Assets on the Environmental Performance in Manufacturing SMEs

et al. 2014

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Abstract:As the impact of small and medium-sized enterprises (SMEs) on the environment increases, there is a need for effective environmental policies to sustain their development. Under this condition, SMEs implement innovation to meet environmental regulations and to achieve environmental competitiveness in sustainability. We examine the impact of environmental innovation on labor productivity in SME manufacturers. The literature shows that complementary assets help SMEs to increase their performance in environmental innovation. Therefore, we study the interactive effects of the SMEs' business-group affiliation and the listing status on the relationship between environmental innovation and labor productivity. We add these interaction terms to multivariate regressions by using the 2010 Korea Innovation Survey. The results show that SMEs are able to use environmental innovation as a business strategy for green growth with improved labor productivity. Also, the results highlight that the business-group affiliation and the listing status as the complementary assets positively moderate the performance of the environmental innovation of the SMEs.

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“…La estructura organizacional de cada empresa es única por la cultura, el mercado en el que compite y la visión de su directiva (Csaszar, 2012). Sin embargo, a partir de prác-ticas de prestación de servicios se pueden rastrear elementos estructurales y encontrar puntos de convergencia que permitan caracterizar modelos de servicios.…”

Section: Modelos De Estructuras Organizacionales Para La Gestión Delunclassified

“…Los modelos creados a partir de la teoría dan una oportunidad para realizar estudios en empresas en futuras investigaciones que los apliquen, tanto para revisar condiciones actuales del entono, como para apuntar a la reestructuración y reorganización de procesos orientados al servicio en diversas organizaciones (Csaszar, 2012). En ese sentido, este estudio, además de ofrecer una visión sobre lo que sucede en el contexto colombiano con empresas de éxito que se caracterizan por su servicio y aportar casos que pueden orientar a las decisiones estratégicas que tengan en cuen-ta la orientación hacia el servicio como elemento de afirmación o cambio, también da una idea de cómo implementar los modelos a partir de las características que se utilizaron para desarrollar el análisis de esta investigación, con implicaciones teóri-cas y prácticas centradas en la aplicación tanto de los modelos, como del procedimiento que surge del análisis.…”

Section: Conclusionesunclassified