An investigation of the performance consequences of alignment and adaptability: contingency effects of decision autonomy and shared responsibility
This research investigates the moderating role of organizations’ structural context on the performance outcomes of the firm's alignment and adaptability pursuits. It focuses in particular on the role of decision autonomy and shared responsibility, and posits that these structural features exert...
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Published in | R & D management Vol. 42; no. 1; pp. 14 - 30 |
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Main Authors | , , |
Format | Journal Article |
Language | English |
Published |
Oxford
Blackwell Publishing Ltd
01.01.2012
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Subjects | |
Online Access | Get full text |
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Summary: | This research investigates the moderating role of organizations’ structural context on the performance outcomes of the firm's alignment and adaptability pursuits. It focuses in particular on the role of decision autonomy and shared responsibility, and posits that these structural features exert opposing influences on the effect of alignment and adaptability on performance. Using a sample of more than 200 Canadian‐based firms, this study finds that at higher levels of decision autonomy, the positive relationship between alignment and performance becomes weaker, and the positive relationship between adaptability and performance becomes stronger. Furthermore, at higher levels of shared responsibility, the positive relationship between adaptability and performance strengthens. Thus, the study offers structure‐based explanations for the challenge that organizations face when they attempt to reap the benefits of alignment and adaptability simultaneously. |
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Bibliography: | ArticleID:RADM666 ark:/67375/WNG-4KNVZSSG-C istex:8F2A163C9AF7E7588973A68B84A3EEF20105FB56 |
ISSN: | 0033-6807 1467-9310 |
DOI: | 10.1111/j.1467-9310.2011.00666.x |