Organizational Structure
.
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This content downloaded from 41.13.52.46 on Tue, 23 Jul 2013 08:32:37 AM All use subject to JSTOR Terms and Conditions
Review 1980, Vol.5, No. 1,49-64 Academyof Management
Structure Organization
A
Critical
and Performance: Review1
DAN R. DALTON Indiana University WILLIAM TODOR D. The Ohio State University MICHAELJ. SPENDOLINI GORDON J. FIELDING LYMANW. PORTER University of California- Irvine
We examine the literature addressing the empiricalrelationships,if any, between organizationstructureand performance,and draw distinctions between "hard" and "soft" performancecriteria, subgroup versus organizationunitsof analysis, and "structuring" versus "structural" dimensionsof structure. Our concluding recommendationsfor futureresearch are offered not as the inevitableprescriptionbutratherin the interestof correcting markeddeficiencies and imbalances.
Organization structure may be considered the anatomy of the organization, providing a foundation within which the organization functions. Organization structure is believed to affect the behavior of organization members. As Hall [1977] noted, this belief is based on a simple observation. Buildings have halls, stairways, entries, exits, walls, and roofs. The specific structure of a building is a major determinant of the activities of the people within it. Similarly, behavior in organizations is influenced by the organizing structure. The influence of this structure, while not as apparent as that of a building, is assumed to be pervasive. All organizations have structure. Hall suggested that structure has two basic functions, each of which is likely to affect individual behavior and organizational performance: "First, structures are
1We gratefully acknowledge the support received for the preparation of this paper from the Urban Mass Transportation
Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Review.
http://www.jstor.org
This content downloaded from 41.13.52.46 on Tue, 23 Jul 2013 08:32:37 AM All use subject to JSTOR Terms and Conditions
Review 1980, Vol.5, No. 1,49-64 Academyof Management
Structure Organization
A
Critical
and Performance: Review1
DAN R. DALTON Indiana University WILLIAM TODOR D. The Ohio State University MICHAELJ. SPENDOLINI GORDON J. FIELDING LYMANW. PORTER University of California- Irvine
We examine the literature addressing the empiricalrelationships,if any, between organizationstructureand performance,and draw distinctions between "hard" and "soft" performancecriteria, subgroup versus organizationunitsof analysis, and "structuring" versus "structural" dimensionsof structure. Our concluding recommendationsfor futureresearch are offered not as the inevitableprescriptionbutratherin the interestof correcting markeddeficiencies and imbalances.
Organization structure may be considered the anatomy of the organization, providing a foundation within which the organization functions. Organization structure is believed to affect the behavior of organization members. As Hall [1977] noted, this belief is based on a simple observation. Buildings have halls, stairways, entries, exits, walls, and roofs. The specific structure of a building is a major determinant of the activities of the people within it. Similarly, behavior in organizations is influenced by the organizing structure. The influence of this structure, while not as apparent as that of a building, is assumed to be pervasive. All organizations have structure. Hall suggested that structure has two basic functions, each of which is likely to affect individual behavior and organizational performance: "First, structures are
1We gratefully acknowledge the support received for the preparation of this paper from the Urban Mass Transportation