دانلود مقاله روندهای دیجیتالی شدن و ساختار سازمانی
چکیده
مقدمه
پیشینه نظری و فرضیه
روش ها
بحث
نتیجه گیری
منابع
Abstract
Introduction
Theoretical background and hypothesis
Methods
Discussion
Conclusion
References
چکیده
امروزه، اکثریت قریب به اتفاق سازمان‌های آینده‌نگر تحت الزام پذیرش تحول دیجیتال فعال می‌شوند. هدف این مطالعه کمک به درک دقیق تری از رابطه بین دیجیتالی شدن و فرآیندهای سازماندهی، با تاکید ویژه بر ساختار سازمانی است. با حمایت از دیدگاه‌های بوروکراتیک، دوسویه‌ای و پسابوروکراسی ساختار بر اساس ابعاد فردی تمرکز، رسمی‌سازی، تنوع مهارت، وابستگی متقابل و یکپارچگی، می‌پرسیم کدام آرایش ساختاری برای استفاده از مزایای دیجیتالی‌سازی مناسب‌تر است. دو مطالعه متوالی با استفاده از نمونه‌هایی از 117 بومی دیجیتال و 141 مدیر نسل قدیمی‌تر شاغل در سازمان‌های مختلف واقع در نروژ انجام شد. یافته‌های تجربی ما از ارتباط بین ساختار پسابوروکراسی در زمینه دیجیتالی شدن پشتیبانی می‌کند. ما سهم تحقیقات خود را در دانش موجود در این زمینه برجسته می‌کنیم و در مورد مفاهیم خاص برای تئوری و عمل بحث می‌کنیم.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
Nowadays, the vast majority of forward-looking organizations is activating under the imperative of embracing digital transformation. This study aims to contribute to a more fine-grained understanding of the relationship between digitalization and organizing processes, with a particular emphasis on organizational structure. Espousing the bureaucratic, ambidextrous, and post-bureaucratic views of structure based on the individual dimensions of centralization, formalization, skill variety, interdependence and integration, we ask which structural arrangement is more suitable for leveraging the benefits of digitalization. Two consecutive studies were conducted drawing on samples of 117 digital natives and 141 older-generation managers employed by various organizations located in Norway. Our empirical findings provide consistent cross-study support for the relevance of post-bureaucratic structure in the context of digitalization. We highlight the contributions of our research to extant knowledge in the field and discuss specific implications for theory and practice.
Introduction
Digitalization has become a strategic priority for a large number of organizations (Iansiti & Lakhani, 2014; Porter & Heppelmann, 2015), due to its widely-documented positive efects on operational efectiveness and performance outcomes (Claggett & Karahanna, 2018; Faraj et al., 2018). Nonetheless, it has been argued that companies cannot fully tap into the benefts of digital technologies unless they are aligned with the other key resources and capabilities of the organization (Cenamor et al., 2019; Meske & Junglas, 2020; Salleh et al., 2017). Many scholars acknowledge the need to understand how the digitalization–performance relationship relates to matters of internal organization, with a specifc examination of corporate designs, strategies, and capabilities that are required for harnessing the strengths of digital infrastructures (Bailey et al., 2019; Khan, 2016). Therefore, established businesses are increasingly challenged to foster simultaneously the technological and strategic dimensions of digitalization (Elia et al., 2020; Yeow et al., 2018).
Conclusion
This study has certain limitations that could be addressed in future research endeavors in the feld (Bodolica & Spraggon, 2018). First, our fndings might be specifc to the national characteristics of Norway that is known for its low power-distance culture, high economic development, political stability, and strong institutional mechanisms. Prior research shows that many country-level factors, such as culture, economic development, literacy levels, social sustainability and political environment, infuence the design of organizational structure (Cagliano et al., 2011; Mellor & Gupta, 2002). This implies that specifc country conditions may play a notable role in explaining empirical results. A multi-country sampling frame could be used to provide an international perspective on whether diferences in culture and other nation-level factors matter in the adoption of organizational designs in the context of digitalization.
H1. In the wake of digitalization, organizations will adopt a post-bureaucratic structure over a bureaucratic or an ambidextrous structure.