Organizational design and knowledge performance. An empirical study

被引：4

作者：

Claver-Cortes, Enrique ^{[1
]}

Maria Pertusa-Ortega, Eva ^{[1
]}

Carmen Zaragoza-Saez, Patrocinio ^{[1
]}

机构：

[1] Univ Alicante, Alicante, Spain

来源：

INTANGIBLE CAPITAL | 2008年 / 4卷 / 03期

关键词：

formalization; complexity; decentralization; knowledge performance; knowledge management;

D O I：

10.3926/ic.2008.v4n3.p166-190

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

The paper analyzes how the traditional variables that define a firm's organizational structure (formalization, complexity, and centralization) influence knowledge performance (the degree to which a firm generates knowledge and uses it to reach a competitive advantage). Three hypotheses are tested using a sample of 164 large Spanish firms. The results show that organizational complexity and centralization exert a positive and a negative influence, respectively, on knowledge performance, which confirms the two hypotheses related to these variables. However, the analysis reveals no empirical evidence to confirm the hypothesis that formalization and knowledge performance are related positively.

引用

页码：166 / 190

页数：25

共 52 条

[1] Two types of bureaucracy: Enabling and coercive [J].