Article Abstract:
This paper draws upon the most recent literature on administrative theory and practice in developing countries to develop a theory of market imperfections and organizational structure. It advances the proposition that market imperfections are a significant determinant of organizational structure in developing countries. Three mechanisms (culture, organizations and markets) coordinating socio-economic transactions are discussed and compared with one another. Market imperfections in both developing and industrialized countries are compared and contrasted. It was noted that differences between these two types of countries and within developing countries result from two factors: the strength of the drive for self-sufficiency and the density of market transactions. Therefore, in the market imperfections model, apparent qualitative differences between organizational structures in developing and industrialized countries are ultimately due to differences of degree rather than quantum differences. (Reprinted by permission of the publisher.)
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Article Abstract:
This paper examines the relationship between mission statements and firm performance using a sample of 136 large Canadian organizations. Previous writings suggest that mission statements are essential for superior organizational performance results. However, there is little empirical evidence to support this claim. The data from the present study demonstrate that mission statements and some of their specific characteristics are selectively associated with higher levels of organizational performance. The paper concludes with several propositions to guide future research. (Reprinted by permission of the publisher.)
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Article Abstract:
This paper suggests that four contextual variables shape the state-owned enterprise (SOE)-government relationship: the SOE's development of a technical core, the SOE's financial self-sufficiency, the structure of government supervision over the SOE, and the agreement on rules of the political game among external groups. The relationship life cycle is then linked to five configurations of top management in SOEs, which differ in composition and structure, performance criteria, and critical tasks. (Reprinted by permission of the publisher.)
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