Organizational Structure, Work Process, and Proposal Making in Administrative Bureaucracies

Aiken, Michaël; Bacharach, Samuel B.; French, J. Lawrence

doi:10.5465/255553

Cited by 48 publications

(59 citation statements)

References 24 publications

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“…Some authors argue that large firms have several advantages over smaller firms in the adoption of an innovation (Brown 1981), while others argue that diffusion of innovation in small firms is quicker than in large firms because of the advantages associated with small size (Acs & Audretsh, 1988;Julien, 1993;Lefebvre & Lefebvre, 1993;Riding, 1993). However, the controversy on the impact of size on diffusion of innovation has been further complicated by the mixed results of the studies investigating the relationship between size as an influential factor and diffusion of innovation (Aiken, et al, 1980;Blau & McKinley, 1979;Booth & Giacobbe, 1998;Damanpour, 1992;Dewar & Dutton, 1986;Hage, 1980;Krumwiede, 1998;Libby & Waterhouse, 1996). Shedding light on this controversy, this paper examines the relationship between business size and the diffusion of both technological innovation and activity based costing (ABC) through a longitudinal study in a single industry.…”

mentioning

confidence: 98%

“…Size has remained one of the most controversial influencing factors in the diffusion literature since most practical investigations of the influence of size on diffusion of innovation have produced mixed results (Aiken, et al, 1980;Blau & McKinley, 1979;Damanpour, 1992;Dewar and Dutton, 1986;Hage 1980). Some authors claim that large firms have several advantages over smaller firms in the adoption of an innovation.…”

Section: Introductionmentioning

confidence: 99%

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The Relationship between Technological Innovation Activity Based Costing and Business Size

Askarany

Smith

2003

InSITE Conference

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Size is one of the most controversial influencing factors in the diffusion literature. Some authors argue that large firms have several advantages over smaller firms in the adoption of an innovation (Brown 1981), while others argue that diffusion of innovation in small firms is quicker than in large firms because of the advantages associated with small size (Acs & Audretsh, 1988;Julien, 1993;Lefebvre & Lefebvre, 1993;Riding, 1993). However, the controversy on the impact of size on diffusion of innovation has been further complicated by the mixed results of the studies investigating the relationship between size as an influential factor and diffusion of innovation (Aiken, et al., 1980;Blau & McKinley, 1979;Booth & Giacobbe, 1998;Damanpour, 1992;Dewar & Dutton, 1986;Hage, 1980;Krumwiede, 1998;Libby & Waterhouse, 1996). Shedding light on this controversy, this paper examines the relationship between business size and the diffusion of both technological innovation and activity based costing (ABC) through a longitudinal study in a single industry.

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mentioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%

The Relationship between Technological Innovation Activity Based Costing and Business Size

Askarany

Smith

2003

InSITE Conference

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“…Our third and fourth hypothesis thus read as follows: Middle managers' autonomy. Much of the strategic management, innovation, and change literature posits that bureaucratic decision-making processes can impede new organizational ideas and initiatives (e.g., [32], [33], [36], [48], [56]), thus inhibiting ASA [24], [45]. Therefore, the delegation of decision-making rights to middle managers is often portrayed as an antecedent to innovation, adaptation, and entrepreneurship in established firms (e.g., [32]).…”

Section: H2: the Greater The Diagnostic Use Of Budgets The Lower Cpmentioning

confidence: 99%

Middle Managers’ Engagement in Autonomous Strategic Actions: Does It Really Matter How Top Managers Use Budgets?

Linder

Torp

2017

IEEE Trans. Eng. Manage.

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Abstract. Fostering middle managers' entrepreneurial behavior is a key concern for established firms. Budgets are one of the most widely used management tools in organizations and several conceptual articles claim that the way in which they are usedmost notably, an interactive way -affects middle managers' autonomous strategic actions (ASA). This type of entrepreneurial behavior in established firms focuses on opportunities outside the firms' currently served product-market domains. Using structural equation modeling (SEM) and a formative measurement instrument for interactive use of budgets, we test these claims advanced in conceptual literature within a broad sample of large firms. We find that the way in which budgets are used does not significantly impact middle managers' engagement in ASA. In contrast, firms' boundary systems and middle managers' autonomy seem important antecedents to ASA. [130 words]Keywords: budgets; interactive use; autonomous strategic action; middle managers Managerial Relevance Statement. Budgets are one of the most widely used management tools in organizations and several conceptual articles claim that the way in which budgets are used influences the level of a particular type of intrapreneurship: middle managers' autonomous strategic actions (ASA). This type of intrapreneurship focuses on new business opportunities by introducing new products to new markets. An interactive way of using budgets has been suggested to foster such intrapreneurial behaviors. Since fostering middle managers' entrepreneurial behavior is a key concern for many established firms today, and as managers can choose the way in which they use budgets, testing these claims empirically has high practical importance for advising engineering management. We draw on a broad sample of large Danish firms to test these claims for the use of annual budgets. 2In contrast to views advanced in conceptual literature, our results suggest that the way annual budgets are used does not significantly impact the level of ASA. Rather, it is boundary systems and middle managers' autonomy which significantly affect the level of such intrapreneurship. Our findings thus provide advice to engineering managers on where to look in order to promote intrapreneurial behaviors. [190 words]

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“…Different opinions exist concerning when an innovation should be considered as being adopted. Aiken et al (1980) explained that an innovation is considered adopted when a new idea is proposed, or a decision for its adoption is taken. Damanpour (1987) on the other hand, argued that an innovation does not occur when a new idea is generated, but rather when the new idea is implemented.…”

Section: Organizational Innovation Adoptionmentioning

confidence: 99%

The Adoption of Web-Based Marketing in the Travel and Tourism Industry: An Empirical Investigation in Egypt

Hussein¹,

Ennew²,

Kortam³

2012

JIMSME

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Organizational Structure, Work Process, and Proposal Making in Administrative Bureaucracies

Cited by 48 publications

References 24 publications

The Relationship between Technological Innovation Activity Based Costing and Business Size

The Relationship between Technological Innovation Activity Based Costing and Business Size

Middle Managers’ Engagement in Autonomous Strategic Actions: Does It Really Matter How Top Managers Use Budgets?

The Adoption of Web-Based Marketing in the Travel and Tourism Industry: An Empirical Investigation in Egypt

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