Influence of Competencies on the Performance of Local Small and Medium-sized Hospitals and the Moderating Effect of Organizational Structure

Research question: This study assessed the combined moderating effect of organizational structure and environmental turbulence on entry mode strategy - performance link focusing on baby care industry in Lagos State, Nigeria. Motivation: The manufacturers of baby care products in Nigeria have struggled to understand the complexities of entry mode strategy and how to use firm-specific capabilities to contain the threats from new entrants given the idiosyncrasies of the business environment in Nigeria. Also, considering the fast changing business environment and the need for firms to align internal organisational structure to manage the external environmental challenges, this study via the supposition of Hage (1965) axiomatic theory of organisations examined the joint moderating effect of organisational structure and environmental turbulence on entry mode strategy - performance linkage focusing on the baby care industry in Lagos State, Nigeria. Idea: Empirical submissions on the combined moderating effect of organizational structure and environmental turbulence on the interactions of entry mode strategy and organizational performance are sparse. Hence, this study addressed this gap in literature. Data: The survey research design and a sample of 518 employees engaged in FMCG manufacturers in Lagos State, Nigeria were adopted for this study. Tools: A validated structured questionnaire was the instrument of data collection for this study and the hierarchical regression analysis was adopted to test the hypotheses formulated. Findings: The results showed that the interaction between entry mode strategy and firm performance was positive and significant. Further analysis revealed that the interaction term of organizational structure and environmental turbulence accounted for the rise in firm performance to suggest that organizational structure and environmental turbulence are joint significant moderators. This suggests that entry mode strategy appropriateness is key to firm performance and that the fit between organisational structure and the macro-environment is a precondition to higher performance. Contribution: This study adds to recent empirical literature on the link between entry mode strategy, organizational structure, environmental turbulence, and firm performance within emerging economy context, and it provides additional support for the assumptions of the eclectic theory and Hage’s axiomatic theory of organization.

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Supply chain variability, organizational structure, and performance: The moderating effect of demand unpredictability

Journal of Operations Management ◽

10.1016/j.jom.2007.10.002 ◽

2007 ◽

Vol 26 (5) ◽

pp. 557-570 ◽

Cited By ~ 136

Author(s):

Richard Germain ◽

Cindy Claycomb ◽

Cornelia Dröge

Keyword(s):

Supply Chain ◽

Organizational Structure ◽

Moderating Effect ◽

And Performance

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Moderating Effect of Government Policy on the Relationship between Organizational structure and Construction Waste Management

Revista Tecnica De La Facultad De Ingenieria Universidad Del Zulia ◽

10.21311/001.39.1.10 ◽

2016 ◽

Keyword(s):

Waste Management ◽

Organizational Structure ◽

Government Policy ◽

Moderating Effect ◽

Construction Waste ◽

The Relationship

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Complementary Effect of Knowledge Management Strategy on Firm Performance: Evidence from Chinese Firms

Sustainability ◽

10.3390/su11133616 ◽

2019 ◽

Vol 11 (13) ◽

pp. 3616 ◽

Cited By ~ 2

Author(s):

Bo Song ◽

Yi Li ◽

Liangjie Zhao

Keyword(s):

Knowledge Management ◽

Firm Performance ◽

Organizational Structure ◽

Positive Impact ◽

Synergistic Effects ◽

Moderating Effect ◽

Chinese Firms ◽

Km Strategy ◽

Complementary Effect ◽

The Relationship

This study investigated the complementary effect of three orientations of knowledge management (KM) strategy on firm performance: external and internal, explicit and tacit, and exploratory and exploitive. We propose a theoretical framework for examining the synergistic effects of KM strategy on firm performance, and the moderating effect of organizational structure. The complementary effect among these orientations of KM strategy was studied. To test our framework, we conducted a survey with a sample of 345 Chinese firms that had applied a KM strategy. The empirical results show that: (1) different KM strategy orientations complement each other, and this complementarity is an essential link in the relationship between KM strategy and firm performance; (2) the direct effect of each orientation of KM strategy on firm performance is not significant; (3) a centralized organizational structure moderates the relationship between KM strategy and firm performance, thus the more centralized is the organizational structure, the stronger is the positive impact of the complementary effect of KM strategy on firm performance; and (4) the moderating effect of formalized organizational structure in the relationship between KM strategy and firm performance is not significant.

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The Role of Employee Behaviour and Organizational Structure in the Relationship Between Strategic Planning and Competitive Advantage of Large Manufacturing Firms in Kenya

Journal of Management and Strategy ◽

10.5430/jms.v10n3p1 ◽

2019 ◽

Vol 10 (3) ◽

pp. 1

Author(s):

Jackson K. Maingi ◽

Zachary B. Awino ◽

Peter O. K’Obonyo ◽

Ganesh P. Pokhariyal

Keyword(s):

Strategic Planning ◽

Organizational Structure ◽

Competitive Advantage ◽

Dynamic Capabilities ◽

Manufacturing Firms ◽

Moderating Effect ◽

Cross Sectional Survey ◽

Design Data ◽

Cross Sectional ◽

The Relationship

Several studies have been carried out in the past to find out how strategic planning and competitive advantage are connected and the causes of differences in competitive advantage among firms. Scholars have argued that competitive advantage can emanate from either internal or external sources and is usually in several forms which include; valuable resources, the position held within the industry, position within the marketplace, operating at lower costs than rival firms, differentiation, capabilities and dynamic capabilities. This study sought to advance knowledge and was based on the premise that strategic planning influences competitive advantage both directly and also indirectly by way of the mediating influence of employee behaviour and the moderating effect of organizational structure. The study was underpinned by the competitive advantage typology/theory, the resource-based theory, dynamic capabilities theory, goal-setting theory and contingency theory. The study used a positivist research paradigm and a cross-sectional survey design. Data collected from 122 large manufacturing firms was analyzed using both descriptive and inferential statistics. Hypotheses were tested using both simple and multivariate regression analysis as well as hierarchical analysis for mediating and moderating effects. The findings indicate that overall strategic planning has a statistically significant influence on competitive advantage and that employee behaviour completely mediates the relationship between strategic planning and competitive advantage while organizational structure has a partial moderating effect between strategic planning and competitive advantage. In addition, the joint influence of employee behaviour and organizational structure is different from the influence of individual variables on the relationship between strategic planning and competitive advantage. The outcomes from this research lend support to previous enquiries and support all the theories used to underpin the study.

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