Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Structural Changes in Turbulent Environments: A Study of Small and Mid-Size Chinese Organizations

Structural Changes in Turbulent Environments: A Study of Small and Mid-Size Chinese Organizations Case studies on nine mid-size Chinese organizations were created to establish whether or not the long-recognized principle that increasing environmental uncertainty must be met with organizations adopting organic structural elements still holds true. China offers a unique opportunity for such a test in that no other country has experienced so many changes, so quickly. Four conclusions appear: 1) there is a strong evidence that organic structures are still best for organizations operating in environmental uncertainty; 2) organic structures can be embraced by Chinese organizations; 3) Chinese managers view structural change as an on-going process rather than a one-time event; 4) resistance to structural change is as much a problem in China as it is in the West. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Leadership & Organizational Studies SAGE

Structural Changes in Turbulent Environments: A Study of Small and Mid-Size Chinese Organizations

Download PDF
12 pages

Loading next page...
 
/lp/sage/structural-changes-in-turbulent-environments-a-study-of-small-and-mid-048sJieens

References (22)

Publisher
SAGE
Copyright
Copyright © by SAGE Publications
ISSN
1548-0518
eISSN
1939-7089
DOI
10.1177/107179190501200207
Publisher site
See Article on Publisher Site

Abstract

Case studies on nine mid-size Chinese organizations were created to establish whether or not the long-recognized principle that increasing environmental uncertainty must be met with organizations adopting organic structural elements still holds true. China offers a unique opportunity for such a test in that no other country has experienced so many changes, so quickly. Four conclusions appear: 1) there is a strong evidence that organic structures are still best for organizations operating in environmental uncertainty; 2) organic structures can be embraced by Chinese organizations; 3) Chinese managers view structural change as an on-going process rather than a one-time event; 4) resistance to structural change is as much a problem in China as it is in the West.

Journal

Journal of Leadership & Organizational Studies – SAGE

Published: Dec 1, 2005

There are no references for this article.