IDEAS home Printed from https://ideas.repec.org/a/eee/jomega/v2y1974i4p467-485.html
   My bibliography  Save this article

Organisation structure, management style and company performance

Author

Listed:
  • Lansley, Peter
  • Sadler, Philip
  • Webb, Terry

Abstract

This paper examines the relationship between organisation structure and management style and their influence on organisational effectiveness measured in both 'human' and financial terms. Account has also been taken of related contextual factors such as differences in task, size and environment of a company. Using information collected from a sample of fifty small and medium size printing and building firms the authors have elaborated a conceptual model involving the independent attributes; integration, control, task orientation and people orientation. The validity of this model has been operationally tested and examined against the background of evidence reported by other research workers on the contextual determinants of organisational structure and management style. Substantially different patterns of association between 'organisation' and 'style' and company performance are found for the two industries and an important outcome of the research has been to produce further evidence in favour of the contingency theory of organisation. The paper concludes with some implications for management practice and organisational design.

Suggested Citation

  • Lansley, Peter & Sadler, Philip & Webb, Terry, 1974. "Organisation structure, management style and company performance," Omega, Elsevier, vol. 2(4), pages 467-485, August.
    • Handle: RePEc:eee:jomega:v:2:y:1974:i:4:p:467-485
    as

    Download full text from publisher

    File URL: http://www.sciencedirect.com/science/article/pii/0305-0483(74)90063-2
    Download Restriction: Full text for ScienceDirect subscribers only
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Stephen Roper, 1997. "Strategic initiatives and small business performance: an exploratory analysis of Irish companies," Entrepreneurship & Regional Development, Taylor & Francis Journals, vol. 9(4), pages 353-364, January.

    More about this item

    Statistics

    Access and download statistics

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:eee:jomega:v:2:y:1974:i:4:p:467-485. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Catherine Liu (email available below). General contact details of provider: http://www.elsevier.com/wps/find/journaldescription.cws_home/375/description#description .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.