![]()
AMBIENTUM BIOETHICA BIOLOGIA CHEMIA DIGITALIA DRAMATICA EDUCATIO ARTIS GYMNAST. ENGINEERING EPHEMERIDES EUROPAEA GEOGRAPHIA GEOLOGIA HISTORIA HISTORIA ARTIUM INFORMATICA IURISPRUDENTIA MATHEMATICA MUSICA NEGOTIA OECONOMICA PHILOLOGIA PHILOSOPHIA PHYSICA POLITICA PSYCHOLOGIA-PAEDAGOGIA SOCIOLOGIA THEOLOGIA CATHOLICA THEOLOGIA CATHOLICA LATIN THEOLOGIA GR.-CATH. VARAD THEOLOGIA ORTHODOXA THEOLOGIA REF. TRANSYLVAN
|
|||||||
The STUDIA UNIVERSITATIS BABEŞ-BOLYAI issue article summary The summary of the selected article appears at the bottom of the page. In order to get back to the contents of the issue this article belongs to you have to access the link from the title. In order to see all the articles of the archive which have as author/co-author one of the authors mentioned below, you have to access the link from the author's name. |
|||||||
STUDIA NEGOTIA - Issue no. 1 / 2016 | |||||||
Article: |
STRATEGIES AND STRUCTURES OF POLISH SMES. Authors: . |
||||||
Abstract: VIEW PDF: STRATEGIES AND STRUCTURES OF POLISH SMES The topic of strategy-structure relation has already been widely discussed in the literature but the research so far concentrated mainly on large enterprises in developed countries while not much research has been done on a sample of small and medium-sized enterprises in the so called transition economies. This study aims to answer the question whether the strategy is a factor determining organisational structure in small and medium-sized enterprises and whether the structures of small and medium-sized enterprises applying various strategies have different characteristics. Strategies and related organisational structures of SME were analysed using a sample of 380 companies from the SME sector in Poland. The research was carried out using the CATI (computer assisted telephonic interview) method, which made it possible to analyse a large group of enterprises. Factors determining the organisational structure were chosen on the basis of a literature review. The description of organisational structures was based on the concept of Burns and Stalker, identifying mechanistic and organic structures, the different features in respect of level of formalisation, centralisation, standardisation and organisational structure configuration. Strategies were identified according to their development direction (diversification, internationalisation). Unfortunately, the findings of this study show very weak statistical relations between strategy and organisational structure dimensions. This may be associated with other factors influencing the structure of small and medium-sized enterprises, and requires further study. However, in managers’ opinion, applied strategy is one of the most important structure-creating factor. Keywords: strategy, organizational structure. JEL classification: M1: Business Administration; M10: General |
|||||||
![]() |
|||||||