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Complexity and Administrative Intensity: The Case of Declining Organizations

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet

Standard

Complexity and Administrative Intensity: The Case of Declining Organizations. / McKinley, William.
in: Administrative Science Quarterly, Jahrgang 32, Nr. 1, 01.03.1987, S. 87-105.

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet

Harvard

McKinley, W 1987, 'Complexity and Administrative Intensity: The Case of Declining Organizations', Administrative Science Quarterly, Jg. 32, Nr. 1, S. 87-105. https://doi.org/10.2307/2392744

APA

McKinley, W. (1987). Complexity and Administrative Intensity: The Case of Declining Organizations. Administrative Science Quarterly, 32(1), 87-105. https://doi.org/10.2307/2392744

Vancouver

McKinley W. Complexity and Administrative Intensity: The Case of Declining Organizations. Administrative Science Quarterly. 1987 Mär 1;32(1):87-105. doi: 10.2307/2392744

Bibtex

@article{22a73a2c97f64a60a49be64b50b110af,
title = "Complexity and Administrative Intensity: The Case of Declining Organizations",
abstract = "Recent research has investigated administrative-component changes during organizational growth and decline but has given little attention to whether decline might alter relationships that exist during growth periods between the administrative component and other predictors of it. This study examines the moderating effect of organizational decline on the relationship between technical and structural complexity and administrative intensity. Based on a theoretical discussion of the different conditions present during organizational growth and decline, it is hypothesized that the greater the tendency toward decline, the less positive the relationship between technical and structural complexity and administrative intensity. Results from a study of manufacturing organizations support the hypothesis and suggest that the frequently replicated positive relationship between internal complexity and administrative intensity may be contingent on whether the organizations examined are growing or declining. The results are consistent with the emerging view that different factors determine administrative-component levels during growth and decline and also suggest that decline may be a force for weakening linkages between internal context and structure.",
keywords = "Management studies",
author = "William McKinley",
year = "1987",
month = mar,
day = "1",
doi = "10.2307/2392744",
language = "English",
volume = "32",
pages = "87--105",
journal = "Administrative Science Quarterly",
issn = "1930-3815",
publisher = "Johnson School at Cornell University",
number = "1",

}

RIS

TY - JOUR

T1 - Complexity and Administrative Intensity

T2 - The Case of Declining Organizations

AU - McKinley, William

PY - 1987/3/1

Y1 - 1987/3/1

N2 - Recent research has investigated administrative-component changes during organizational growth and decline but has given little attention to whether decline might alter relationships that exist during growth periods between the administrative component and other predictors of it. This study examines the moderating effect of organizational decline on the relationship between technical and structural complexity and administrative intensity. Based on a theoretical discussion of the different conditions present during organizational growth and decline, it is hypothesized that the greater the tendency toward decline, the less positive the relationship between technical and structural complexity and administrative intensity. Results from a study of manufacturing organizations support the hypothesis and suggest that the frequently replicated positive relationship between internal complexity and administrative intensity may be contingent on whether the organizations examined are growing or declining. The results are consistent with the emerging view that different factors determine administrative-component levels during growth and decline and also suggest that decline may be a force for weakening linkages between internal context and structure.

AB - Recent research has investigated administrative-component changes during organizational growth and decline but has given little attention to whether decline might alter relationships that exist during growth periods between the administrative component and other predictors of it. This study examines the moderating effect of organizational decline on the relationship between technical and structural complexity and administrative intensity. Based on a theoretical discussion of the different conditions present during organizational growth and decline, it is hypothesized that the greater the tendency toward decline, the less positive the relationship between technical and structural complexity and administrative intensity. Results from a study of manufacturing organizations support the hypothesis and suggest that the frequently replicated positive relationship between internal complexity and administrative intensity may be contingent on whether the organizations examined are growing or declining. The results are consistent with the emerging view that different factors determine administrative-component levels during growth and decline and also suggest that decline may be a force for weakening linkages between internal context and structure.

KW - Management studies

UR - http://www.jstor.org/stable/2392744

UR - https://www.mendeley.com/catalogue/2f2dd9d3-d0d0-3497-b13e-2701438c99fc/

U2 - 10.2307/2392744

DO - 10.2307/2392744

M3 - Journal articles

VL - 32

SP - 87

EP - 105

JO - Administrative Science Quarterly

JF - Administrative Science Quarterly

SN - 1930-3815

IS - 1

ER -

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