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)

Reviews current organizational decline perspectives. Presents a conceptual framework that redefines organizational decline and outlines a decline model with five stages: blindness to change, inaction, faulty action, crisis, and dissolution. The model aims to improve understanding of basic threats to organizational survival. Includes 54 references.…

Suggests that formal organizational theory can be extended to firms of approximately 10 or more employees and that it cannot be assumed that organizations of the same type behave similarly or that an organization of fewer than 50 employees is informal. (Author/IRT)

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)

Concludes that, in the organizations studied, complexity cannot be satisfactorily predicted or fully understood without reference to the economics of scale, but that it is neither theoretically convincing nor statistically demonstrable that size in itself is the major determinant of formalization. (Author/JN)

Data from a stratified random sample of 71 installations from nine executive departments of the U.S. government are analyzed so as to replicate and reexamine the findings of Blau and Schoenherr from state employment agencies on the relations between size and various components of complexity. (Author)

Examines the factors that influence subcontracting and type of management in the construction industry. Argues that subcontracting is explained by a construction firm's size, complexity, and market extent, and that management type results from a firm's size and role in the production process and from census classification problems. (Author/RW)

The results show that socioeconomic origins have more effect on a person's career advancement when objective measures of performance are less available or when linkage in a social network of other high socioeconomic status persons is important for performance. (Author/IRT)

Analyzes 31 studies of size-performance relationships in organizational structures. Results show that organizational size and productivity are positively related to each other in contrast to review findings to date. Includes extensive references. (MD)

Considers the concept of organizational climate and examines the relationships to be expected between different aspects of climate and various dimensions of organizational structure and context. Examination of the effect of hierarchical level on perceptions of organizational climate showed significant variations by level. (Author)

Argues that research on diffusion of innovation should shift from individuals to organizational structure and environmental factors. (Author)

A number of testable propositions are developed which relate the variables of compliance, mobility, and size to motivation for clique formation and to constraints within which cliques form. Five clique types are discussed. (Author/JN)