Book Chapter10.1007/978-1-349-20317-8_25
Evolution and revolution as organizations grow. 1972.
TL;DR: In this paper, a small research company chooses too complicated and formalized an organization structure for its young age and limited size, and flounders in rigidity and bureaucracy for several years and is finally acquired by a larger company.
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Abstract: A small research company chooses too complicated and formalized an organization structure for its young age and limited size. It flounders in rigidity and bureaucracy for several years and is finally acquired by a larger company.
read more
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Citations
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The impact of third parties on strategic decision making: Roles, timing and organizational outcomes
Abstract: Proposes that previous discussions of strategic decision making in the strategic management literature have not effectively addressed the role of third parties including consultants. Offers three roles of third parties, including the consultant as provocateur, legitimizer and expert. Propositions are developed suggesting a contingency approach to the timing and role of third parties in the strategic decision‐making process.
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The life cycle in women-owned businesses: from a qualitative growth perspective
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Curricular and Co-curricular Leadership Learning for Engineering Students
Doug Reeve,Greg J. Evans,Annie Simpson,Robin Sacks,Estelle Oliva-Fisher,Cindy Rottmann,Patricia Kristine Sheridan +6 more
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Export Behavior of Service Sector SMEs
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References
Organizational Structure and the Multinational Strategy
TL;DR: Fouraker and Stopford as discussed by the authors found that organizations that have a diversified product line tend to have a decentralized, divisional structure and that the first type tends to concentrate on domestic markets, while the second type accounts for most of U.S. direct investment abroad.
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Organizational structure and the multinational strategy
TL;DR: Fouraker and Stopford as mentioned in this paper found that organizations that have a diversified product line tend to have a decentralized, divisional structure and that the first type tends to concentrate on domestic markets, while the second type accounts for most of U.S. direct investment abroad.
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