The Experts below are selected from a list of 49263 Experts worldwide ranked by ideXlab platform
David Billing - One of the best experts on this subject based on the ideXlab platform.
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Quality Management and Organisational Structure in Higher Education.
Journal of Higher Education Policy and Management, 1998Co-Authors: David BillingAbstract:Abstract The paper reviews management theories about Organisational Structure, culture and the environment (the market place). The reduction of variation is the starting point for comparing a number of quality management theories, in particular Deming's emphasis on designing in quality and designing out variation. The theoretical frameworks are applied to evidence on the behaviour of higher education institutions. The concept of service quality is developed. Categorisations of organisations such as ‘analytical’ or ‘cybernetic’ are seen as loo idealised to apply to real higher education institutions, which are hybrids, but some of the ideas are helpful, in particular designing a university that is in tight contact with and learns from its environment, i.e. the market place. The conclusions from this evidence take the form of a summary, drawn out of the various theories and their usefulness in higher education, of Structures that could optimise Organisational effectiveness, including quality management.
Mikko Moilanen - One of the best experts on this subject based on the ideXlab platform.
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creativity and implementations of new ideas do Organisational Structure work environment and gender matter
International Journal of Gender and Entrepreneurship, 2013Co-Authors: Lene Foss, Kristin Woll, Mikko MoilanenAbstract:Purpose – This paper uses a combination of organisation theory, gender theory and the work environment to study the generation and implementation of new ideas in organisations. How do employees' perceptions of Organisational Structure and the work environment affect idea generation and implementation, and how does gender moderate this relationship? Design/methodology/approach – The study develops and tests a structural equation model using data from a survey of a large Norwegian energy corporation. Survey items are measured using five-point scales and show good internal consistency levels. Exploratory factor analyses are used to ensure internal consistency, and confirmatory factor analyses are used to assess the fit of the model. Convergent and discriminant validity tests are also performed. Common method bias and invariance are evaluated across the female and male samples. Findings – The theoretical model had a better fit for the male sample than the female sample, indicating that men's innovations were ...
Gregory F. Udell - One of the best experts on this subject based on the ideXlab platform.
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small business credit availability and relationship lending the importance of bank Organisational Structure
The Economic Journal, 2002Co-Authors: Allen N Berger, Gregory F. UdellAbstract:This paper models the inner workings of relationship lending, the implications for bank Organisational Structure, and the effects of shocks to the economic environment on the availability of relationship credit to small businesses. Relationship lending depends on the accumulation over time by the loan officer of 'soft' information. Because the loan officer is the repository of this soft information, agency problems are created throughout the organisation that may best be resolved by structuring the bank as a small, closely-held organisation with few managerial layers. The shocks analysed include technological innovations, regulatory regime shifts, banking industry consolidation, and monetary policy shocks. The issue of credit availability to small firms has garnered world-wide concern recently. Models of equilibrium credit rationing that point to moral hazard and adverse selection problems (eg, Stiglitz and Weiss, 1981) suggest that small firms may be particularly vulnerable because they are often so informationally opaque. That is, the informational wedge between insiders and outsiders tends to be more acute for small companies, which makes the provision of external finance particularly challenging. Small firms with opportunities to invest in positive net present value projects may be blocked from doing so because potential providers of external finance cannot readily verify that the firm has access to a quality project (adverse selection problem) or ensure that the funds will not be diverted to fund an alternative project (moral hazard problem).
Lene Foss - One of the best experts on this subject based on the ideXlab platform.
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creativity and implementations of new ideas do Organisational Structure work environment and gender matter
International Journal of Gender and Entrepreneurship, 2013Co-Authors: Lene Foss, Kristin Woll, Mikko MoilanenAbstract:Purpose – This paper uses a combination of organisation theory, gender theory and the work environment to study the generation and implementation of new ideas in organisations. How do employees' perceptions of Organisational Structure and the work environment affect idea generation and implementation, and how does gender moderate this relationship? Design/methodology/approach – The study develops and tests a structural equation model using data from a survey of a large Norwegian energy corporation. Survey items are measured using five-point scales and show good internal consistency levels. Exploratory factor analyses are used to ensure internal consistency, and confirmatory factor analyses are used to assess the fit of the model. Convergent and discriminant validity tests are also performed. Common method bias and invariance are evaluated across the female and male samples. Findings – The theoretical model had a better fit for the male sample than the female sample, indicating that men's innovations were ...
Gary Brown - One of the best experts on this subject based on the ideXlab platform.
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Using design principles to deliver strategy in a new Organisational Structure
Statistical journal of the IAOS, 2014Co-Authors: Catherine A. Davies, Gary BrownAbstract:The UK Office for National Statistics' (ONS) vision is to be widely respected for informing debate and improving decision-making through high quality, easy to use statistics and analyses on the UK's economy and society. ONS is responsible for the collection, compilation, analysis and dissemination of a range of statistics in line with the UK Code of Practice for Official Statistics. However, like other statistical organisations, ONS faces increasing pressures for more data, available in less time, in more accessible formats, while maintaining high quality standards and coping with an increasingly difficult financial situation. To address these challenges and help the organisation meet these demands, the office instigated the ONS 2012 programme which brought about changes to the way the office functions, including major changes to its internal Organisational Structure. The pro- gramme aimed to reshape ONS to better meet its future challenges. The motivation behind this reStructure can be linked back to the original design principles of the ONS Design Authority; for example moving away from a stovepipe model, and designing so- lutions that can be shared and integrated across ONS. With regard to integration, one of the key Organisational changes made was to bring together the Methodology and Information Management directorates to create a new directorate, Strategy and Standards. This directorate brings together the methodologists who specify the statistical methods with the Information Technology (IT) teams that build and maintain the systems, and provides the opportunity for new ways of working. Design Authority principles are also embedded into the aims of the new directorate; for example providing common standards for statistics and statistical systems. At the heart of the new Strategy and Standards directorate is the ONS Strategy, which has been developed by a new Strategy Division. The ONS Strategy sets out the vision for the organisation; what it aspires to and how this will be achieved. The strategy also aligns with IT architectural design and Design Authority principles. One of the key aims of the new directorate is to deliver this strategy, and ONS methodologists and IT experts are working together to achieve this. This paper sets out ONS's experience so far in developing and implementing the strategy in the new Organisational Structure, plus some key successes and challenges.