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Organizational Type (organizational + type)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	60%

Selected Abstracts

Electron microscopy encounters with unusual thermophiles helps direct genomic analysis of Aciduliprofundum boonei

GEOBIOLOGY, Issue 3 2008
A.-L. REYSENBACH
ABSTRACT Terry Beveridge's enthusiasm about the ingenuity of microorganisms has stimulated many new avenues of microbial research. One example where Terry's observations helped direct the scientific process was in the analysis of the draft genome of the thermoacidophilic archaeum, Aciduliprofundum boonei. This deep-sea vent heterotroph ferments peptides as its primary metabolic pathway, using numerous enzymes encoding for proteolytic or peptidolytic activities. An almost complete modified Embden,Meyerhof,Parnas pathway operates in the gluconeogenic direction. Terry was particularly intrigued by the S-layer and flagellum of A. boonei. Although only putative genes for the S-layer protein could be identified, several genes encoding for glycosyl transferases were located in the draft genome that could glycosylate the S-layer proteins and protect the proteins from the acidic environment. Furthermore, A. boonei possesses a unique organization to its flagellum genes and may represent a third organizational type within the Archaea. [source]

Organisational susceptibility to fraud and theft, organizational size and the effectiveness of management controls: some UK evidence

MANAGERIAL AND DECISION ECONOMICS, Issue 3 2007
Paul Barnes
This paper examines the principal determinants of an organization's susceptibility to theft and fraud in the context of a rational economic framework in which the level of protection is determined by the minimization of cost. The empirical study shows that, adjusting for differences in organizational type and industrial sector, both organizational susceptibility and the size of a typical theft or fraud increase with organizational size. Access to resources and the manner in which the theft or fraud is perpetrated are also important determinants of the money lost. However, they are unaffected by management controls or the nature of their violation. Copyright © 2007 John Wiley & Sons, Ltd. [source]

Agency Evolution, New Institutionalism, and ,Hybrid' Policy Domains: Lessons from the ,Greening' of the U.S. Military

POLICY STUDIES JOURNAL, Issue 4 2006
Robert F. Durant
Neoinstitutionalists applying the logic of rational choice institutionalism have leavened our understanding of public agency design and evolution in the domestic and national security policy domains. This paper seeks to advance theory building in empirically grounded ways by assessing the explanatory power of an important theoretical perspective (rational choice institutionalism), in an understudied "hybrid" policy domain where domestic and national security aims interact (domestic environmental policy and national security policy), and in an organizational type (the U.S. military) that has drawn scant attention from students of bureaucracy in political science, public administration, or public management. Analysis of three major efforts to green the U.S. military suggests that the patterns of politics accompanying agency evolution involving hybrid policy domains differ from domestic and national security domains in ways that limit the generalizability of rational choice institutionalism. [source]

Collaborations with faith-based social service coalitions

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 2 2007
Helen Rose Ebaugh
Based on the first national survey of faith-based social service coalitions in the United States, this article presents data on the degree to which these nonprofit organizations collaborate with other specific organizational types, as well as the range and intensity of these collaborations. In general, faith-based coalitions tend to collaborate most frequently with other faith-based agencies, a pattern especially characteristic of the more religiously expressive ones. However, collaboration with non-faith-based organizations is also quite common. Based on seven organizational characteristics, we are able to predict which faith-based coalitions are most likely to collaborate with different types of organizations: coalitions that have more explicitly religious policies and practices with reference to clients and staffs are less likely to participate in intense collaborations with some types of secular organizations, and consistently less likely to do so with all types of governmental agencies. [source]

Financial Champions and Masters of Innovation: Analyzing the Effects of Balancing Strategic Orientations,

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2009
Angela Paladino
Theory predicts that market and resource orientations can each lead to innovation and financial success. Despite this, no research has examined whether the pursuit of both resource and market orientations is feasible and, if so, the impact of this combined effect on innovative and financial outcomes. This paper aims to address these gaps. Thus, it is the first to examine the interdependent relationship between market orientation (MO) and resource orientation (RO). Additionally, this study responds to calls for (1) cross-disciplinary research, particularly in the areas of marketing and strategic management, and (2) comparative studies of diverse strategic orientations on performance. In doing so, this paper investigates the difference in innovation performance and financial performance between firms adopting a high or low degree of market orientation or a high or low degree of resource orientation. This allows us to observe independent and interdependent effects of these orientations on the firm's performance. Data were collected from 250 senior executives in Australia. Confirmatory factor analysis and related techniques were applied to assess the robustness of the measures used. A two-way between-groups analysis of variance (ANOVA) was used to evaluate the relationships. Results show the emergence of four organizational types: unfocused imitators or followers; market-driven innovators; masters of innovation; and financial champions. From these, financial champions emerge as having the greatest impact on the financial performance of the firm, while masters of innovation are best for maximizing innovation outcomes. In fact, organizations with a high RO in the matrix (masters of innovation and financial champions) achieved a higher impact on innovation relative to the quadrants reflecting a lower MO. Results also demonstrate that pursuing a low degree of resource and market orientations leads to inferior financial performance. Therefore, a balance of resource and market orientations is important. A potential extension of this research is to assess these relationships on an industry-by-industry basis. This would contribute to our knowledge by allowing us to determine if and how these results differ between industries. Managerial and theoretical implications are also discussed. [source]