The effect of Organizational Structure on Technology Transfer

Haeri, Seyyed Kazem; Rangian, Hassanali; Marjani, Seyyed Mahmood
May 2014
Journal of Applied Sciences Research;2014, Vol. 10 Issue Special, p445
Academic Journal
As it is obvious, using technology in organizations brings about development and optimization of organizational operations. According to progresses in technology, managers have been encouraged to change existing organizational structures and design new methods of organizational structures, which have a better congruence with requirements of workplaces. Based on new rules of competition, organizations need to adapt to change and technology advantage, not traditional structures. In this study, besides reviewing characteristics of different organizational structures, their effects on transferring technology are studied as well. Also, other effective factors on technology transfer in organization and current and future conditions are analyzed.


Related Articles

  • AGILE WORKPLACE NEEDS LEADERS, NOT MANAGERS.  // Financial Executive;Jun2002, Vol. 18 Issue 4, p14 

    The article looks at the importance of leaders within agile workplaces. Agile workplaces are defined as a form of organizational structure in which employees and managers have access to shared knowledge and communications which transcend the organizational chart. Key traits of these workplace...

  • Matrix Model: A Selective Empirical Test. Grimes, A. J.; Klein, S. M.; Shull, F. A. // Academy of Management Journal;Mar1972, Vol. 15 Issue 1, p9 

    This paper presents the Matrix model of organizational analysis and a partial empirical test of its descriptive validity. The model, concerned with the impact of technology and personal discretion on organization structure, offers a series of propositions about task-unit differentiation and...

  • Optimal hierarchies of control for cost functions presentable as sum of homogenous functions. Goubko, M. // Automation & Remote Control;Sep2010, Vol. 71 Issue 9, p1913 

    The problem of rational organizational structure formation is considered. The problem is reduced to the discrete optimization problem of searching a hierarchy of managers that minimizes certain criterion (normally, the cost of hierarchy maintenance). Cost functions which can be written as a sum...

  • Technology, Organizations, and Contingency. Jelinek, Mariann // Academy of Management Review;Jan1977, Vol. 2 Issue 1, p17 

    Development of organization theory toward contingent models has been paralleled by increasing elaboration of the concepts of environment and technology. A multiple-environment, multiple-technology model of the firm is proposed. Intervening technologies and elaborated structure protect the core...

  • Resistance to Socialization into Organizational Corruption: A Model of Deontic Justice. Beugré, Constant D. // Journal of Business & Psychology;Sep2010, Vol. 25 Issue 3, p533 

    The purpose of this article is to develop a deontic model of corruption in organizations. This model intends to explain newcomers’ resistance to socialization into corrupt practices. This article uses deontic justice as a conceptual framework to indicate whether adherence to deontic...

  • Modeling Reciprocal Team Cohesion-Performance Relationships, as Impacted by Shared Leadership and Members' Competence. Mathieu, John E.; Kukenberger, Michael R.; D'Innocenzo, Lauren; Reilly, Greg // Journal of Applied Psychology;May2015, Vol. 100 Issue 3, p713 

    Despite the lengthy history of team cohesion-performance research, little is known about their reciprocal relationships over time. Using meta-analysis, we synthesize findings from 17 CLP design studies, and analyze their results using SEM. Results support that team cohesion and performance are...

  • Building an awesome team. Daum, Kevin // Smart Business Cleveland;Oct2010, Vol. 22 Issue 3, p10 

    The article focuses on the importance of teamwork in an organization. He discusses the difference among a good, great or awesome team experience at work. According to the author, a good team experience is when a team successfully tackles a problem that is given to it, while a great team...

  • Leading from the bottom. Jones, Graham // Training Journal;Oct2012, p28 

    The article discusses leadership techniques, and argues that leaders must work from the "bottom-up" rather than from the top down. The assertion that leadership should follow performance rather than the reverse and that environments conducive to strong performance must be created is also...

  • Organizational Innovation: Individual, Organizational, and Environmental Impacts. Baldridge, J. Victor; Burnham, Robert A. // Administrative Science Quarterly;Jun75, Vol. 20 Issue 2, p165 

    This article argues that research on diffusion of innovation should shift from individuals to organizational structure and environmental factors. The results of two research projects on organizational change are presented. The analysis indicates three findings. (1) individual characteristics,...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics