Organizational effectiveness of Polish enterprises in the context of changeability and unfriendliness of an environment

• Autorzy: Chudziński Paweł , Cyfert Szymon

Identyfikatory

DOI

10.24425/mper.2019.128249

• Języki publikacji: EN

Abstrakty

EN

The dynamics of the processes taking place in an environment, which is rendered in the altered perception of the character of this environment, induces a need to find answers to the following questions: (1) How do managers perceive an environment in the dimensions of stability/ changeability and friendliness/unfriendliness? (2) Is there a correlation between the stability/changeability and friendliness/unfriendliness of an environment, i.e. if an environment is more stable, is it perceived as more friendly, and if an environment is more changeable is it perceived as unfriendly? (3) Does environmental stability/changeability as well as friendliness/unfriendliness exert any influence on organizational effectiveness? In an attempt to answer the above quoted questions, the article’s objective has been defined as a discussion on the interdependencies perceived by managers between an environment’s dimensions of stability/changeability and friendliness/unfriendliness (analysed in terms of institutional categories) and the organizational effectiveness of Polish enterprises. The managers evaluated the legal environment as the least stable. In their opinion, that milieu was also more intimidating than friendly. Concurrently, a technological environment was perceived by the respondents as the most stable and favourable. The results of the effected research allow forming a conclusion concerning the existing correlation between the friendliness and stability of particular categories of an environment, at the same time pointing out to the occurrence of correlations between stability/changeability and friendliness/unfriendliness of some categories of an environment and the organizational effectiveness of the examined enterprises.

Słowa kluczowe

EN

organisation’s environment; environment changeability; environment friendliness; organizational effectiveness

• Wydawca: Production Engineering Committee of the Polish Academy of Sciences ; Polish Association for Production Management
• Czasopismo: Management and Production Engineering Review
• Rocznik: 2019
• Tom: Vol. 10, No. 1
• Strony: 105--115
• Opis fizyczny: Bibliogr. 34 poz., rys., tab., wykr.

Twórcy

autor

Chudziński Paweł

• AQUANET S.A.

autor

Cyfert Szymon

• Poznań University of Economics and Business, Department of Organizational and Management Theory, al. Niepodległości 10, 61-875 Poznań, Poland

Bibliografia

• [1] Adams J.S., The structure and dynamics of behavior in organizational boundary roles, [in:] M.D. Dunnette [Ed.], Handbook of industrial and organizational psychology, Chicago McNally, 1976.
• [2] Ashkenas R., Crossing boundaries, Executive Excellence, 20, 1, 3–4, 2003.
• [3] Hatch M.J., Organization theory: modern, symbolic, and postmodern perspectives, Oxford: Oxford University Press, 1997.
• [4] Majchrzak J., Transformations of Polish enterprises in view of organizational change theory, Wyd. AE, Poznań, 2001.
• [5] Bielski M., Organizations. Nature, Structures, Processes, Wyd. UŁ, Łódź, 1996.
• [6] Debenham J., Organizational environment revisited. a conceptual review and integration, International Studies of Management and Organization, 36, 3, 26–39, 2006.
• [7] Bednarczyk M., Environment and entrepreneurship in the strategic management of an organization, Wyd. AE, Kraków, 1996.
• [8] Bluedorn A.C., Pilgrim’s progress: trends and convergence in research on organizational size and environments, Journal of Management, 19, 2, 163–191, 1993, https://doi.org/10.1177/014920639301900201.
• [9] Child J., Organizational structure, environment and performance: the role of strategic choice, Sociology, 6, 1, 1–22, 1972, https://doi.org/10.1177/003803857200600101.
• [10] Davenport D.R., Environmental constraints and organizational outcomes: modeling communities of municipal police departments, Police Quarterly, 2, 2, 174–200, 1999, https://doi.org/10.1177/109861119900200203.
• [11] Duncan R.B., Characteristics of organizational environments and perceived environmental uncertainty, Administrative Science Quarterly, 17, 3, 313– 327, 1972, https://doi.org/10.2307/2392145.
• [12] Lawrence P.R., Lorsch J.W., Organization and environment, Boston, MA.: Harvard Business School Press, 1986.
• [13] Zahra S.A., Environment, corporate entrepreneurship, and financial performance: a taxonomic approach, Journal of Business Venturing, 8, 4, 319–340, 1993, https://doi.org/10.1016/0883-9026(93)90003-N.
• [14] Emery F.E., Trist E.L., The causal texture of organizational environments, Human Relations, 18, 1, 21–32, 1965, https://doi.org/10.1177/001872676501800103.
• [15] Miller D., Friesen P.H., Strategy-making and environment: the third link, Strategic Management Journal, 4, 3, 221–235, 1983.
• [16] Li D., Liu J., Dynamic capabilities, environmental dynamism, and competitive advantage: Evidence from China, Journal of Business Research, 67, 1, 2793–2799, 2014.
• [17] Khandwalla P.N., The design of organizations, Harcourt Brace Jovanovich, 1977.
• [18] Ziębicki B., The Organisational effectiveness of public sector entities, Wyd. UE, Kraków, 2014.
• [19] Cameron K., Measuring organizational effectiveness in institutions of higher education, Administrative Science Quarterly, 23, 4, 604–632, 1978.
• [20] Daft R.L., Organizational theory and design, St Paul: West Publishing, 1995.
• [21] Pszczołowski T., A small encyclopedia of praxeology and management theory, Ossolineum, Wrocław, 1978.
• [22] Lee T., Chu W., How entrepreneurial orientation, environmental dynamism, and resource rareness influence firm performance, Journal of Management & Organization, 19, 2, 167–187, 2013, https://doi.org/10.1017/jmo.2013.33.
• [23] Zheng W., Yang B., McLean G.N., Linking organizational culture, structure, strategy, and organizational effectiveness: mediating role of knowledge management, Journal of Business Research, 63, 763– 771, 2010.
• [24] Steers R.M., Problems in the measurement of organizational effectiveness, Administrative Science Quarterly, 20, 4, 546–558, 1975.
• [25] Campbell J.P., On the nature of organizational effectiveness, [in:] P.S. Goldman and J.M. Penningd, New Perspectives on Organizational Effectiveness, Jossey-Bass, San Farncisco, 1977.
• [26] Piwoni-Krzeszowska E., Management of the value of an enterprise’s relationship with market stakeholders in the context of the value creation process, Wyd. UE, Wrocław, 2014.
• [27] Słota M., Business process management in a water supply company, [in:] P. Chudziński [Ed.], Water Supply Enterprise Management, Conditions of functioning and modern concepts of management, PWE, Warszawa, 2018.
• [28] Chidambaranathan K., Swarooprani B.S., Knowledge management as a predictor of organizational effectiveness: the role of demographic and employment factors, The Journal of Academic Librarianship, 41, 758–763, 2015.
• [29] Faulkner D., Competitive strategy [in Polish: Strategie konkurencji], Gebethner & Ska, Warszawa, 1996.
• [30] Krupski R. [Ed.]., Business management in a turbulent environment. Towards a superelastic organization, PWE, Warszawa, 2005.
• [31] Urbanowska-Sojkin E. [Ed.], Principles of companies’ strategic choices, PWE, Warszawa, 2011.
• [32] Turulja L., Bajgoric N., Innovation, firms’ performance and environmental turbulence: is there a moderator or mediator?, European Journal of Innovation Management, 22, 1, 213–232, 2018, https://doi.org/10.1108/EJIM-03-2018-0064.
• [33] Frank H., G¨uttel W., Kessler A., Environmental dynamism, unfriendliness, and dynamic capabilities in medium-sized enterprises, The International Journal of Entrepreneurship and Innovation, 18, 3, 185–194, 2017, https://doi.org/10.1177/1465750317723219.
• [34] Yu W., Ramanathan R., Wang X., Yang J., Operations capability, productivity and business performance: the moderating effect of environmental dynamism, Industrial Management & Data Systems, 118, 1, 126–143, 2017, https://doi.org/10.1108/IMDS-02-2017-0064