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Organization Size (organization + size)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting75%

Selected Abstracts

Managerial Pay and Governance in American Nonprofits

INDUSTRIAL RELATIONS, Issue 3 2002
Kevin F. Hallock
This article examines the compensation of top managers of nonprofits in the United States using panel data from tax returns of the organizations from 1992 to 1996. Studying managers in nonprofits is particularly interesting given the difficulty in measuring performance. The article examines many areas commonly studied in the executive pay (within for-profit firms) literature. It explores pay differences between for-profit and nonprofit firms,pay variability within and across nonprofit industries, managerial pay and performance (including organization size and fund raising) in nonprofits, the effect of government grants on managerial pay, and the relationship between boards of directors and managerial pay in nonprofits. [source]

Understanding the implementation of software process improvement innovations in software organizations

INFORMATION SYSTEMS JOURNAL, Issue 1 2004
Karlheinz Kautz
Abstract., The development of software is a complex task frequently resulting in unfinished projects, project overruns and system failures. Software process improvement (SPI) approaches have been promoted as a promising remedy for this situation. The organizational implementation of such approaches is a crucial issue and attempts to introduce SPI into software organizations often fail. This paper presents a framework to understand, and subsequently successfully perform, the implementation of SPI innovations in software organizations. The framework consists of three perspectives on innovation: an individualist, a structuralist and an interactive process perspective. Applied to SPI, they emphasize different aspects of implementing SPI innovations. While the first focuses on leadership, champions and change agents, the second focuses on organization size, departmental and task differentiation and complexity, and the third perspective views the contents of the innovation, the social context and process of the implementation as related in an interactive process. We demonstrate the framework's applicability through two cases. We show that the three perspectives supplement each other and together provide a deeper understanding of the implementation process. Such understanding is crucial for the successful uptake of SPI approaches in software organizations. [source]

Flexible work bundles and organizational competitiveness: a cross-national study of the European work context

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 8 2005
Eleni T. Stavrou
The present study explores the categorization of flexible work arrangements (FWAs) into bundles and their connection to organizational competitiveness in the European Union. The measures of competitiveness were performance, turnover, and absenteeism. Four moderators were used in the study, organization sector, industry sector, organization size, and organizational women-supportiveness. The analyses revealed four FWA Bundles, namely Non-Standard Work Patterns, Work Away from the Office, Non-Standard Work Hours and Work Outsourced. Non-Standard Work Patterns were found to be related to decreased turnover (in the private sector), while Work Away from the Office was related to improved performance and reduced absenteeism. Non-Standard Work Hours and Work Outsourced (within the public sector) were positively related to turnover, suggesting that these types are possibly not being used as true flexibility arrangements. Finally, post-hoc analysis revealed that Non-Standard Work Hours was related to increased performance only among Swedish organizations. Implications for management and future research are discussed. Copyright © 2005 John Wiley & Sons, Ltd. [source]

Organizational Characteristics and Funding Environments: A Study of a Population of United Way,Affiliated Nonprofits

PUBLIC ADMINISTRATION REVIEW, Issue 3 2001
Melissa Middleton Stone
This study examines a population of United Way,affiliated nonprofit organizations in Massachusetts (1) to test hypotheses generated by previous research on relationships between government funding and specific nonprofit organizational characteristics, (2) to compare differences in organizational characteristics between nonprofits receiving higher percentages of revenues from the United Way and from government sources, and (3) to explore associations between government funding and United Way and underexamined characteristics, including use of commercial income and racial diversity of organizational membership. The study supports previous research on the relationship between government funding and nonprofit characteristics, with one notable exception,less administrative complexity was associated with higher percentages of government funding. The study also finds differences in organizational characteristics between nonprofits with higher proportions of government funding and those with higher percentages of United Way funding, including organization size, number of board members, administrative complexity, use of volunteers, and the racial diversity of boards, staff, and volunteers. [source]