Journal of Leadership & Organizational Studies · 2005 · 25 citations · 9 references
Environmental PerformanceOrganic StructuresOrganizational CharacteristicSustainable DevelopmentTurbulent EnvironmentsOrganization ScienceOrganizational BehaviorEnvironmental PolicyOrganisational Structure EvaluationManagementEnvironmental ManagementGlobal StrategyStructural ChangeInternational ManagementStructural InnovationCorporate Social ResponsibilityCorporate SustainabilityStrategic ManagementOrganizational StructureOrganization-environment RelationshipStructural ChangesBusinessOrganic Structural ElementsBusiness StrategyMid-size Chinese OrganizationsCase Studies
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.
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