Can formalization, complexity, and centralization influence knowledge performance?

Based on the theory of organizational design and on the theory of knowledge, this paper analyzes how the traditional variables which define a firm's organizational structure (formalization, complexity, and centralization) influence knowledge performance (the degree to which a firm generates kno...

Full description

Saved in:
Bibliographic Details
Published in:Journal of business research 2010-03, Vol.63 (3), p.310-320
Main Authors: Pertusa-Ortega, Eva M., Zaragoza-Sáez, Patrocinio, Claver-Cortés, Enrique
Format: Article
Language:English
Subjects:
Business management
Centralization
Competitive advantage
Complexity
Correlation analysis
Empirical research
Enterprises
Formalization
Formalization Complexity Centralization Knowledge performance Knowledge management
Hypotheses
Knowledge
Knowledge management
Knowledge performance
Organization theory
Organizational structure
Spain
Studies
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Based on the theory of organizational design and on the theory of knowledge, this paper analyzes how the traditional variables which define a firm's organizational structure (formalization, complexity, and centralization) influence knowledge performance (the degree to which a firm generates knowledge internally and uses it to reach a competitive advantage). The paper tests three hypotheses using a sample of 164 large Spanish firms. The results show that organizational complexity and centralization exert a positive and a negative influence, respectively, on knowledge performance, which confirms the two hypotheses related to these variables. However, the analysis reveals no empirical evidence to confirm the hypothesis according to which formalization and knowledge performance have a positive relationship.
ISSN:0148-2963
1873-7978
DOI:10.1016/j.jbusres.2009.03.015