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The Organizational Impact of Technological Change: A Comparative Theory of National Institutional Factors. H. Chesbrough. Economics, Business. 1999. This paper offers a parsimonious theory of national institutional factors that promote or inhibit the formation of start-up firms in the USA and Japan. Three factors are proposed: the technical ...
Investigación de Burns y Stalker. Tom Burns y G. M. Stalker, sociólogos industriales, investigaron veinte industrias inglesas, para verificar la relación existente entre las practicas administrativasy el ambiente externo de esas industrias. Clasificaron las industrias investigadas en dos tipos: Organizaciones "Mecanicistas" y "Orgánicas".
1 de feb. de 2006 · Burns and Stalker (1961) argued that in dynamic economic sectors, firms with organic structures are more effective than those with more mechanistic structures.
Burns y Stalker. Énfasis. La teoría de contingencia enfatiza que no hay nada absoluto en las organizaciones o en la teoría administrativa. Enfoque. Toda vez que existe una relación funcional entre las condiciones del ambiente y las técnicas administrativas apropiadas para el alcance eficaz de los objetivos de organización.
Biografia de G. M. Stalker. Stalker se hizo conocido por sus investigaciones sobre organizaciones mecanicistas y orgánicas, realizadas en conjunto con Tom Burns, cuyos resultados constituyen una de las bases da teoría de la contingencia. En estas investigaciones, los dos investigadores procuraron analizar la correlación entre las prácticas ...
1 de feb. de 2006 · This study examines the effects of formal structure on the performance of new ventures in the emergent Internet sector during the years 1996–2001. Burns and Stalker (1961) argued that in dynamic economic sectors, firms with organic structures are more effective than those with more mechanistic structures. We suggest this proposition does not hold for new ventures in turbulent, emergent ...
fined hierarchy" (Burns & Stalker, 1961: 6), were viewed as more suitable for static environments. During the past four decades, a host of studies have examined Burns and Stalker's propositions and have generally confirmed that organizations in dynamic environments do better if their structures are more organic (e.g., Aiken, Bacharach, and
