1982
DOI: 10.1177/0038038582016004006
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Organizing for Innovation: Beyond Burns and Stalker's Organic Type

Abstract: This paper investigates the extent to which characteristics of the organic model of organization are correlated with innovation rates in a sample of 110 American factories. The more organic rather than mechanical the socio-technical structure of the organization, the higher the innovation rate. However, the organic design rules work best in a small-scale, high technology niche. This result transcends Burns and Stalker by suggesting that there is more than one best way to organize for innovation. Some of the pr… Show more

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Cited by 139 publications
(73 citation statements)
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“…These relations could be labelled as innovating since they use new technologies provided by the innovation in technologies of information and communication (TICs) and offer knowledge and its transfer, create more dynamic relations and enhance the assets of companies (Amin, 1999;Cooke, 1996;seen in Braun, 2002). Accordingly, the literature emphasizes that innovations benefit not only the ones that adopt them by providing competitive advantages, functional differentiation, administrative intensity as well as internal and external communication (Baldrige & Burnham, 1975;Kimberly & Evanisko, 1981;Hull & Hage, 1982;Damanpour, 1987;Abrahamson & Rosenkopf, 1993;Mahajan & Balasubramanian, 2003), but they are also updated regarding their competitors, an imperative need for any executive. Furthermore, it is mentioned that the trend of being part of the virtual world that, according to Wu, Mahajan, & Balasubramanian (2003), was a guideline promoted by enterprises that want to innovate constantly.…”
Section: Literature Reviewmentioning
confidence: 99%
“…These relations could be labelled as innovating since they use new technologies provided by the innovation in technologies of information and communication (TICs) and offer knowledge and its transfer, create more dynamic relations and enhance the assets of companies (Amin, 1999;Cooke, 1996;seen in Braun, 2002). Accordingly, the literature emphasizes that innovations benefit not only the ones that adopt them by providing competitive advantages, functional differentiation, administrative intensity as well as internal and external communication (Baldrige & Burnham, 1975;Kimberly & Evanisko, 1981;Hull & Hage, 1982;Damanpour, 1987;Abrahamson & Rosenkopf, 1993;Mahajan & Balasubramanian, 2003), but they are also updated regarding their competitors, an imperative need for any executive. Furthermore, it is mentioned that the trend of being part of the virtual world that, according to Wu, Mahajan, & Balasubramanian (2003), was a guideline promoted by enterprises that want to innovate constantly.…”
Section: Literature Reviewmentioning
confidence: 99%
“…Although there are many factors that influence the performance of an organization, according to Bueno and Ordonez (2004), innovation was found to be one of the most prominent and crucial factors as it helps the organization to stay competitive throughout the business evolution. The ability of organizations in responding and adapting itself towards changes resulting from internal and/or external forces were the main focus of early research work in relation to innovation (Hull & Hage, 1982). In a broader perspective, the widely examined entrepreneurial orientation dimension throughout the entrepreneurship literature is, perhaps, innovation.…”
Section: Entrepreneurial Orientationmentioning
confidence: 99%
“…Participative decision making stimulates communication and information flow in the entire organization (Kanter, 1983). Few hierarchy levels reduces the number of people involved in the communication process, increasing its speed and accuracy (Damanpour, 1991;Hull & Hage, 1982). Thus, vertical communication tends to be more developed in flatness organizations when compared to organizations with numerous hierarchy levels.…”
Section: The Relationship Between Organizational Structure and Internmentioning
confidence: 99%