Two models are presented to explain the relationship between size of organizations and percentage of staff personnel. (Author)

The assumption that an organization structure takes on the shape of a pyramid was tested using an index of organization shape. (Author/LR)

Synthesizes much of the literature on technology and size relative to the two dependent variables that appear to be most alike: structural differentiation and complexity. The better test of a direct causal effect is to examine relationships between rates of change in these variables, not associations between levels. (Author/IRT)

Literature concerning relationships among structural attributes of organizations and literature focusing on the adoption of innovations are integrated, and a model of innovation adoption is tested against data gathered in a nationwide survey of United States hospitals. (Author)

This study examines the historical transformation of the network of organizations participating in intercollegiate athletics by focusing on (1) four determinants of network structure--administration, coupling, multiplexity, and new resources--and (2) the processes that link structure to organizational interests. (Author)

Develops the concept of value-rational authority. Protestant churches are compared to autonomous professional organizations in order to show that the segmented structure of both reflects a compromise between organizational adaptation and a commitment to ideology. Professional organizations are viewed as value-rational organizations rather than as…

Uses a control-loss model to explore the effects of multiple channels in formal organizations, and presents an argument for the superior control properties of dual hierarchies. Two variant forms of multiple hierarchies are considered. (Author)

The structure underlying "unstructured" processes is described in terms of 12 elements: 3 central phases, 3 sets of supporting routines, and 6 sets of dynamic factors. (Author/IRT)

This study examines the effects of five attributes--authority, education, sex, race, and branch assignment--on the proximities among the members of five professional organizations in networks of instrumental and primary relations. (Author)

Using educational organizations as a case in point, it is argued that the concept of loose coupling incorporates a surprising number of disparate observations about organizations, suggests novel functions, creates stubborn problems for methodologists, and generates intriguing questions for scholars. (Author)

The results show that approximately 33 percent of the variance in control can be accounted for by structural characteristics, as well as by a characteristic of the environment--namely, the nature of the clientele served. (Author)

A number of conceptual and empirical problems that arise in 80 studies are noted and their implications are pursued. It is argued that size has generally been defined in terms too global to permit its relation to organizational structure to be understood adequately. An alternative conceptualization is presented. (Author/IRT)

This study presents data comparing managerial and supervisory orientations to bureaucratic procedures in nine bureaucratic organizations. (Author)

Deficiencies in existing models in organizational science may be remedied by applying the population approach, with its concepts of taxonomy, classification, evolution, and population ecology; and natural selection theory, with its principles of variation, natural selection, heredity, and struggle for existence, to the idea of organizational forms…

The transactions cost approach provides a framework for evaluating organizations on the basis of efficiency because it allows the identification of the conditions that give rise to the costs of mediating exchanges between individuals. The three basic mechanisms of mediation or control are markets, bureaucracies, and clans. (Author/IRT)