The Influence of Phase the Organizational Life Cycle on Organizational Structure Management and Transaction Costs

Гурьянова, Е. А.; Gurianov, Igor N; Mechtcheriakova, Svetlana

doi:10.5539/ass.v10n20p137

Cited by 6 publications

(9 citation statements)

References 12 publications

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“…Drawing from several studies, I use numbers from 1 to 4 to classify the stages (Gurianova et al, 2014;Sirmon, Hitt, Ireland, & Gilbert, 2011;Tam & Gray, 2016a): 1=startup, 2=growth, 3=maturity, and 4=saturation. As this classification shows, I am not focusing on recession.…”

Section: This Article's Approachmentioning

confidence: 99%

“…3,4 (Abernathy, 1976;Churchill & Lewis, 1983;Greiner, 1972;Gurianova et al, 2014;Hanks, 1990;Kazanjian & Drazin, 1990;Kroeger, 1974;Parks, 1977a) As the church grows, it becomes crucial to delegate decisions and tasks from the board to the senior pastor, and from the senior pastor down to the middle manager (ministry leaders) to ensure that decisions are made close to the task completion. This ensures that the board or the pastor do not become bottlenecks.…”

Section: Leadership Issuesmentioning

confidence: 99%

“…3,4 (Adizes, 1979(Adizes, , 1988(Adizes, , 1999Churchill & Lewis, 1983;Flamholtz, 1995;Galbraith & Vesper, 1982;Greiner, 1972;Gurianova et al, 2014;Hanks, 1990;Hanks et al, 1993;Katz & Kahn, 1978;Kazanjian, 1988;Kazanjian & Drazin, 1990;Kimberly, 1979;Lester et al, 2003;Mintzberg, 1973;Nicholls-Nixon, 2005;Parks, 1977a;Phelps et al, 2007;Quinn & Cameron, 1983;Torbert, 1974) As the organization grows (degree of formalization), informal processes in the early phases of a church's development cycle have to be replaced with increased formalization. For example, in areas such as (see e.g.…”

Section: Management Systemsmentioning

confidence: 99%

“…Researchers have, for many years, studied how knowledge of organizational life cycles can help leadership to influence growth in organizations (e.g. Burns & Stalker, 1961;Gurianova, Gurianov, & Mechtcheriakova, 2014;Mintzberg, 1979). This has also been discussed in literature on church growth (George & Bird, 2017).…”

Section: Introductionmentioning

confidence: 99%

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How Church Leadership May Influence Growth by Applying an Organizational Life Cycle Perspective on Church Development

Jenssen¹

2020

SJLT

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Birth, growth, and decline processes in organizations have been studied in the leadership literature for many years. An important perspective applied in this research has been the life cycle perspective. In the church growth literature, traces of the same research can be seen in some growth barriers studies. Using research within the church conducted in different kinds of organizations is not trivial. In this article, I apply a narrative synthesis approach to review the literature and discuss factors that influence growth processes, the strictness of the life cycles, challenges in the transitions between phases, and how these challenging transitions can be addressed for growth to continue in local churches. I argue that the life cycle perspective is relevant in a church context. I propose that many of the same challenges that other organizations meet also have to be handled in churches to prevent growth from slowing down or stop. I also suggest several organizational means to increase churches’ chance to pass challenging transitions and maintain further growth.

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Section: This Article's Approachmentioning

confidence: 99%

Section: Leadership Issuesmentioning

confidence: 99%

Section: Management Systemsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

How Church Leadership May Influence Growth by Applying an Organizational Life Cycle Perspective on Church Development

Jenssen¹

2020

SJLT

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“…They consider organisations to be born (Tichy, 1980), grow to a certain size (Mintzberg, 1979), have a supple youth and a sclerotic old age (Gardner, 1965) and ultimately die (Kimberly and Miles, 1980). In the course of their growth, organisations, thus, evolve through a number of life cycle stages (Lester et al , 2003; Lester and Parnell, 2008; Lehene and Borza, 2012; Daft, 2013; Gurianova et al , 2014).…”

Section: Introductionmentioning

confidence: 99%

Determination of organisational essential needs as the basis for developing amaṣlaḥah-based performance measurement

Firdaus¹

2021

IJIF

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Purpose The purpose of the study is twofold: first, it is to develop each aspect of maṣlaḥah ḍarūriyah (essential needs), i.e. dīn (faith/religion), nafs (soul), ʿaql (intellect), naṣl (descendants) and mal (wealth), into various aspects of organisational essential needs; second, it is to formulate maṣlaḥah-based performance measurement. Design/methodology/approach The research is an exploratory study that uses a two-stage design: defining the research question and developing the research design. The research question is how each element of maṣlaḥah ḍarūriyah can become an element of organisational essential needs. The research design developed is to formulate maṣlaḥah-based performance measurement. Findings The study concludes that maṣlaḥah ḍarūriyah could be developed as a basis for identifying organisational essential needs. The five elements of maṣlaḥah ḍarūriyah are developed into the following organisational essential needs: worship orientation, internal process orientation, talent orientation, learning orientation, customer orientation and wealth orientation. Maṣlaḥah-based performance measurement uses five variables: strategic objective, measure, formula, target and strategic initiatives and applies the modified plan – do – check – action cycle: performance planning, performance implementation, performance evaluation and performance action. Practical implications Organisational essential needs can be developed by Islamic financial institutions (IFIs) into performance measurement. IFIs have six essential needs that can be developed into performance variables. Key performance indicators that can be developed for each need are worship orientation (social responsibility, regulatory compliance and Sharīʿah compliance); internal process orientation (innovation process, digital adaptation and employee satisfaction); talent orientation (career development, talent pool, compensation and benefits); learning orientation (training programme, training evaluation and return on training investment); customer orientation (customer engagement, customer satisfaction, customer survey and promotion programme); wealth orientation (profitability, cost-cutting, share prices, dividends, cost efficiency and financial sustainability). Originality/value This paper contributes to new knowledge. The study attempts to discuss the organisational essential needs based on the maṣlaḥah ḍarūriyah concept, while previous studies discussed organisational needs based on Maslow’s hierarchy of needs. In developing performance measurement, organisational performance is measured in a balanced manner. According to the concept of Maṣlaḥah, not only financial factors but also worship, internal processes, talents, learning and customers define organisational needs. Thus, organisational needs are considered not only in terms of material factors but also in terms of spiritual (worship) factors.

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Characteristics of Startup Company and Its Strategy: Analysis of Indonesia Fashion Startup Companies

Nurcahyo¹,

Akbar²,

Gabriel³

2018

IJET

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Startup companies, as an organization in the early phase, have different characteristics than mature organization. The research method is qualitative because the purpose is trying to understand the startup characteristics. The research object is Indonesia fashion startup companies because it is one of the most promising start ups in Indonesia. Strategy choices are crucial in fashion startups in Indonesia. Objective of this paper is to analyze the strategy that has been used in fashion startups in Indonesia. Most of the startups use intuitive decision making. The result is most fashion startups tend to use intensive strategy because the market is still growing. Intensive market penetration through marketing strategy and related diversification are the two strategies that commonly used in fashion startups in Indonesia.

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The Influence of Phase the Organizational Life Cycle on Organizational Structure Management and Transaction Costs

Cited by 6 publications

References 12 publications

How Church Leadership May Influence Growth by Applying an Organizational Life Cycle Perspective on Church Development

How Church Leadership May Influence Growth by Applying an Organizational Life Cycle Perspective on Church Development

Determination of organisational essential needs as the basis for developing amaṣlaḥah-based performance measurement

Characteristics of Startup Company and Its Strategy: Analysis of Indonesia Fashion Startup Companies

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