Abstract
The central aims of this chapter are as follows.1 First, it is intended to explore the entire range of combinatorial possibilities between the developed independent variables of organizational structures and the dependent variables of dynamic capabilities. Second, empirically based and qualitatively deduced hypotheses regarding the relations between the variables will be formulated. Third, a ‘map’ of causal relations will be developed and an associated hypotheses-based causal relation model will be deduced. The respective subsections and the targeted outcomes are presented in Figure 4.1.
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Notes
Zhang, Tsui & Wang (2011, p. 856), Tsui et al. (2004, p. 9). The third dimension was ‘making unilateral decisions and taking individual actions’, which, however, is more related to the leader’s behaviour than to the underlying organizational structure.
Argyres & Silverman (2004, pp. 938–939). The validity of the data was checked by Zhang et al. (2007), who used the same measurements for R&D centralization and ‘found that the proportion of each category is similar between the two samples, thus verifying our measurement’ (Zhang, Baden-Fuller & Mangematin 2007, p. 521). To check the validity of the data, we compared ours with those of Argyres and Silverman (2004).
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© 2013 Philip Cordes-Berszinn
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Cordes-Berszinn, P. (2013). Effects of Organizational Structures on Dynamic Capabilities — A meta-analysis. In: Dynamic Capabilities. Palgrave Macmillan, London. https://doi.org/10.1057/9781137351289_4
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DOI: https://doi.org/10.1057/9781137351289_4
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-46876-8
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