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- W275623526 abstract "Organization Structure & Innovations Structure is directly under the control of organizational decision-makers to influence innovations. An organization's structure can best be studied by using perceptual measures. Hage and Aiken (1977), Daftaur (1988), Reddy (1997), Singh and Pestonjee (1988), among many others, studied and measured organization structure as a perceptual/ behavioural variable. The present research is partly behavioural in nature. The focus of the study is on how various components of an organization's structure could facilitate or inhibit innovations in the organization. The objective is to study the relationship between Organization Structure and Innovations in the bulk-drug firms. Horizontal Complexity & Innovation Pavitt (1994) posits that horizontal diversification presents key opportunities for new product development, specially in large or RD however there is a tension as the employees seek greater flexibility for informal problem-solving (Shadur, Kienzle Rodwell 1999). West (2000) emphasized that increased formalization and control system constrains innovation. Lewis, Welsh, Dehler and Green (2002) found that formalization discourages idea generation due to inflexibility that constrains creativity. Centralization & Innovation Khandwalla (1995) posits that decentralization has positive motivational effect over employees. Jacob (1998) found that Mudra, was highly decentralized. West (2000) supported that high centralization is a negative predictor of innovations. In his study Vedamanickam (2001) found positive correlation between decentralization and workplace innovativeness. Kanter (2004) also found that innovative organizations were more decentralized. McNulty and Ferlie (2004) consider decentralization as a requirement for innovative organizations. Findings of Khandwalla and Mehta (2004) indicate that extensive decentralization helped innovations. To sum up; decentralization improves democratic decision-making, fosters responsiveness among employees, and enhances the ability of lower organizational levels to influence senior management (Samaratunge 2003); thus facilitates innovations. Concentration of Authority & Innovation Rothwell (1992) posits that greater empowerment and increased decision-making at lower levels of management reduces number of approvals required for a decision, which adds to the speed and efficiency of new product development. Dunphy and Bryant (1996) found that in self-managed-teams, team members interact with each other rather than relying on higher authority for decisions. This increases the speed of innovation by speeding the decision-making process. Shavinina (2003) suggests that empowered multi-functional teams are more successful at innovating. Participation in Decision Making & Innovation West (1990) defines Participative Safety as a sense that team members can participate in decision-making and can share ideas without fear, and considers it important for innovation. …" @default.
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- W275623526 date "2011-01-01" @default.
- W275623526 modified "2023-09-25" @default.
- W275623526 title "Role of Organization Structure in Innovation in the Bulk-Drug Industry" @default.
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