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
Applying the Del Technique to the Analysis of Cross-Classification Data: A Test of Ceo Succession and Top Management Team Development
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A dynamic social-ecological model of generational identity in the workplace
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Input-Output Analysis for Sustainability by Using DEA Method: A Comparison Study between European and Asian Countries
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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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