The Contingency Paradigm, The Resource Dependence And Transaction Cost Paradigm And The Institutional And Population Ecology Paradigm

Successful firms capitalize on economies of scale & scope, create management structures and invest in research & development

When firms enter new markets or businesses, the way they structure these new businesses can result in greater complexity and less transparency. For instance, a firm that keeps each business separate will be easier to value than one that squeezes all the businesses into a single entity.

The relationship between an organization’s strategy and structure are extremely important because it “directly impacts a firm’s performance” (Rothaermel, 2013, p. 309). Also, as an organization grows, it should reevaluate the current strategy and structure to ensure that it remains the optimal choice for the organization (Rothaermel, 2013). The four types of organizational structures, listed in order of least to most complex according to Rothaermel (2013), are: (1) simple, (2)

The following paper is about a company that is at the top level of their industry in selling their products and services. The background of this company describes about what kind of company this is and the types of products and services it provides to their customers. This section also includes the recent performance of this company and the varying aspects of what their target customers and whose is the competition.

The Case Study is provided by the Harvard Business School and is considered necessary reading prior to the understanding the responses contained herein. This paper is

ABB is the world's largest builder of electricity grids and is active in many sectors, its core businesses being in power and automation technologies. The company has one corporate division and five production divisions since reorganization in January 2010. ABB is one of the few large companies that have successfully implemented the matrix structure in their organization. (https://en.wikipedia.org/wiki/ABB_Group, 2015)

SYSCO was a highly decentralized business composed of over 100 operating companies. Senior executives believed in treating these companies as largely independent businesses whose leaders should be entrepreneurial and growth oriented. Consequently, operating company managers had substantial autonomy; they could market to customers and invest in their businesses as they saw fit.2

To support Embraer’s business, related and supporting industries were developed by the Brazilian government setting aeronautics as a priority to grow the nation’s economy. The government tried to

Right from the end of the 19th Century and the beginning of the 20th Century, there has been a fierce debate concerning how economic growth or development affects the environment or ecological setup of a country. The debate has its basis on whether it would be recommendable for a nation to concentrate on growing its economy while at the same time hurting or harming its ecological system. Naturalists like Pinchot Gifford, John Muir, Love Canal and Cuyahoga County always argued in favor of environmental preservation as opposed to concentrating all efforts towards developing the economy (Olmes 154; Miller 150-51). This paper will, therefore, discuss the struggle between economics and ecology specifically looking at particular events across the Twentieth Century. It will also attempt to explain the factors involved in the pursuit for change on the way people and the administration perceived the environmental conservation as opposed to economic growth.

Functional structures are proved to operate well in stable environments where business strategies are less inclined to changes or dynamism, the amount of bureaucracy makes it tough for organizations to respond to changes in the market quickly.

The purpose of this case study is to answer the questions; what the cost to implement each of the strategic options facing Clariant Corporation? What revenue growth is necessary to break even and to maintain or improve profitability? And what non-financial criteria might be used to evaluate strategic options

b. Is the corporation organized on the basis of functions, projects, geography, or some combination of these? It is a Multi-National Corporation and it is organized geographically. It currently has operations in Asia, Africa, Canada, Europe, Latin America, Middle East, and the U.S

First, the contingency paradigm, a closed system, considers uncertainty and how changes in the environment affect the internal aspect of the firm (Tolbert & Hall, 2009, p. 162). The elements can include items such as size and technology, as it relates to customer demand to name a few. Another example might be that a small firm would function better in a centralized fashion verses a large firm that would benefit more from a decentralized method, whereas, fast paced environments may require high technology and slow paced industries do not. The point here is that there is not one best practice for leading or structuring a firm, hence, the company should fit within the environment depending on internal and external factors (Long, 2014). It is important to note, hhowever, coordination can become problematic in this theory. For illustration, let’s say some environmental factor cause a company to change structure from a simple structure to a more complex one. Problems with coordination in the separate departments could present itself as communication and interaction is vastly different. The key here is for the firm to adapt to the environment, as well as, integrate the activity to make a seamless whole and reduce uncertainty. In fact, the best way to organize should be contingent upon

After reading the case of the “Paradoxical Twins Acme and Omega Electronics”, I found Both Acme and Omega produce similar products and offer similar services. Acme president John Tyler is a very tough going individual and he is portrayed to be an autocratic individual because there is one way communication in Acme. The case provides an opportunity to evaluate both Acme and Omega’s organization structure of a business. Both companies used to have the same organizational structure but after they were sold to different investors, as a consequence of this, each company has its own procedures and company

Ou seja, através de uma forte centralização do negócio caracterizada pela preferência por subsidiárias de controle integral, “... além de abrir mão do conhecimento do mercado e das práticas de negócios no mercado externo, contribuição essa que poderia ser trazida por sócios locais”, as empresas reduzem significativamente sua possibilidade de sucesso no mercado externo. As empresas multinacionais que atuam no Brasil - Borini e Júnior (2003) identificaram que a maioria das subsidiárias de empresas multinacionais que atuam no Brasil não possui responsabilidade internacional e tem como objetivo principal implementar as diretrizes globais da matriz corporativa a uma escala local