This study seeks to analyze the important role of strategic management arrangements in achieving organizational goals. Although the elaboration of basic strategic management in the internal context of an organization is a crucial factor in the formation and operation of an organization anywhere, investigations into its effects on organizational mission have not been widely investigated. The purpose of this study is to empirically analyze the influence of internal driving factors in the form of employee behavior, organizational structure and the role of management in achieving organizational mission. This study was conducted in the banking industry in Bandung, Indonesia, using a quantitative approach and analyzed using multiple regression techniques with a sample size of 1,859 respondents. The test results show that internal factors play an influential role in achieving the company's mission. This study confirms the theoretical importance of laying the foundation of strategic management as a basis for internal coordination and creating a supportive working climate in the workplace.

Sharing of tacit knowledge is not without its own challenges. It proposed here that to encourage tacit knowledge sharing, Rewards Systems, and Organizational Structure must be present. This proposition tested among ICT employees in Amman, Jordan. The data collected were analyzed using Pearson correlations and multiple regression, and the results indicated that organizational structure significantly related to tacit knowledge sharing.

This research represents an empirical investigation of the impact theorized by a laissez fair leadership approach on organizational innovation through studying its effect on administrative and technical innovation. Also, this study probes the role played by organizational structure within this context through further examination to address the mixed results reported in the literature, while contributing to understanding the interplay of these variables within the health services sector. For the purpose of this research, the authors drew on a random sampling technique to gather data from Jordanian hospitals. Data used for this research represents 270 employees working in the Jordanian health sector. Structure equation modelling technique was employed to test the hypothesized relationships. The results indicate positive effect of laissez fair leadership on technical and administrative innovation, similar to organizational structure positive impact. Also, the research results were found to support the notion that organizational structure mediate the relationship between laissez fair leadership and innovation. Finally, implications of this research for practitioners and researchers are formulated.

This study aims to find empirical evidence regarding the factors that affect the quality of information systems and the quality of supply chain management as seen from the environmental uncertainty of the organizational structure and the distribution network competence in manufacturing companies in Medan, Indonesia. The research method used is quantitative and verification that aims to determine the relationship between variables through a hypothesis testing. The data used are primary data using a questionnaire aimed at functional managers of marketing managers and production managers with a Likert scale. The study uses a sampling technique through a census of the entire population as a unit of analysis as many as 206 managers spread across 103 manufacturing companies in the city of Medan. Data analysis was performed through multiple linear regression analysis. The results showed that environmental uncertainty, organizational structure, and distribution network competence partially and simultaneously affected the quality of supply chain management information systems in manufacturing companies.

This study set out to find out on how big data analytics, workload, work wages, and organizational structure pressures affect employee job performance and overall business performance in the Jordan banking sector in the context of that country's banking sector. 292 samples from the research study were collected, analyzed, and debated to test the study's hypotheses. Employee and company success were found to be affected by workload, compensation, and organizational structure. Workload was reflected by job completion rate, average daily issues, and work completion time, while big data was reflected by external and internal, unique application, indexing, and source correctness. Work compensation, including employee compensation, employee experience and skill, and employee incentives and rewards, is the third primary factor. Communities of practice, group work, and physical infrastructure make up the fourth and last important factor, the organization's structure. The study finds that when dealing with large amounts of data, reducing the workload can improve employee performance, increasing employee motivation through higher wages and bonuses can improve performance, and having an organizational structure that promotes teamwork and work teams can improve employees' abilities to solve problems and improve work performance, which in turn affects overall productivity. This study contributes fresh information to an emerging field that requires more investigation to fully understand the interplay between big data, workload, work wages, and organizational structure pressures. The topic of this study, the Jordan banking sector, is both innovative and highly relevant because it may help financial institutions enhance their operations and provide superior customer service.

The agricultural Jahad organization of Khorasan and Razavi province is one of Iran’s biggest agricultural firms, which is responsible in agricultural sector of the province. During the past few years, there has been a growth in organization’s responsibilities and the number of employees has increased. This paper presents an empirical investigation to determine different methods for increasing employees’ efficiency. The study designs a questionnaire in Likert scale consists of 20 questions, distributes it among 127 randomly selected employees who worked for this organization. Cronbach alphas for all components of the survey were calculated well above 0.70, which validate the overall questionnaire and Kolmogorov-Smirnov test has indicated that the data were normally distributed. Using t-student test, the study has confirmed three approaches for increasing efficiency including methods to improve employee management and organizational structures, methods to improve financial and moral encouragement system and methods for improvement of staff performance efficiency assessment.

Organizational structure is one of the most important components of any firm and it plays essential role on building successful business units. Organizational structure in cooperative organizations may influence productivity of such organizations, significantly. In this paper, we consider the relationship between various components including formality, complexity, concentration on performance measurement in cooperative organizations in province of Qom, Iran. The study selects 280 firms out of 1069 cooperative organizations and using Pearson correlation test examines different hypotheses. Based on the results of our survey, formality and concentration have positive impacts on the success of cooperative organizations but the impact of complexity on performance of organization is not confirmed.

Learning is of the most challenging issues in most organizations and lack it could create serious problems for business development. In this paper, we present an empirical study to investigate the relationship between organizational structure and learning characteristics in a case study of revenue agency located in province of Alborz, Iran. Organizational structure includes five components of complexity, concentration, authority, formality and flexibility. A learning organization also includes five components including conceptual model, team learning, common goals, systematic vision and individual capabilities. There are 400 employees for the case study of our proposed study and we choose 196 people as a sample number. The proposed study of this paper uses structural equation modeling to survey the data using LIREL and SPSS software packages. Based on the results of this survey, we have concluded that there are some meaningful relationships between three variables of formality, complexity and authority on one side and learning capability from the other side. However, our study did not find any meaningful relationship between concentration and flexibility with organizational learning capability.

This study investigates organizational structure, culture, and information technology as knowledge management (KM) infrastructural capabilities, and compares their significance and status quo in five medical research centers in Tehran, Iran. Objectives of this research were pursued by employing two statistical methods, regression analysis and Friedman test. Included in the study were 135 people (researchers and support staff) from five medical and healthcare research centers of Tehran. A survey questionnaire including 23 questions was utilized to examine organizational structure, culture and information technology indicators. And another 12 questions examined KM effectiveness. The Friedman test indicated that in terms of their status quo, the three studied KM enablers are at different conditions, with organizational culture having the best (mean rank=1.79) and IT the worst (mean rank=2.14) status. Moreover, it was revealed by regression analysis that organizational structure is believed to have the most significant impact (Beta= 0.397) on the effectiveness of knowledge management initiatives, while information technology gained the least perceived impact (Beta= 0.176).

The primary aim of this survey is to study the relationship between organizational structure and organizational agility in an insurance company in Iran. The statistical population includes 300 employees and managers of the proposed insurance company across in Tehran province, Iran and a sample of 73 people are selected, randomly for the survey. Questionnaire is used as a major tool of data collection. Validity of the questionnaire is confirmed through content validity by professors and experts. Reliability of the questionnaire was calculated using Cronbach alpha. SPSS software is used for data analysis. Research findings illustrate there is a significant relationship between organizational agility and two dimensions of organizational structure, i.e. formalization and centralization. No significant relationship was observed between complexity and organizational agility