Author： Bjørnstad Anne Lise Lichacz Frederick M.J.
Publisher： Emerald Group Publishing Ltd
ISSN： 0143-7739
Source： Leadership and Organization Development Journal, Vol.34, Iss.8, 2013-10, pp. : 763-783
Disclaimer: Any content in publications that violate the sovereignty, the constitution or regulations of the PRC is not accepted or approved by CNPIEC.
Abstract
Purpose - The purpose of this paper is to focus on organizational flexibility and explore its antecedents, organizational structure, and processes, as proposed by network organization theories. The study also explores the possible moderating effects of power distance (Pd) and cultural diversity. Design/methodology/approach - Using self-report data from three different multinational military exercises and one laboratory experiment, the paper explored the relationships between perceptions of flat organizational structure, decentralized processes, and flexibility. The data from each of these studies were analyzed both separately and together. Findings - The analyses revealed that decentralization had the most consistent relationship to organizational flexibility across each of the four studies. Moreover, when the data were analyzed conjunctively, significant positive relationships between decentralization and flexibility and between flat structure and flexibility were observed. No moderating effects of Pd or cultural diversity were found. Practical implications - The results suggest that decentralizing processes and creating flatter hierarchies may contribute to achieving higher levels of organizational flexibility in military organizations. Originality/value - The paper contributes to empirical support for the central theoretical propositions of network organizational literature, including moderating factors that are essential in multinational organizational contexts.
Related content
Access to resources
Recommend
