Full Text Available
Note: Clicking the button above will open the full text document at the original institutional repository in a new window.
The impact of strategy, flexibility, efficiency and headquarter control orientations on the performance of multinational corporations adopting a matrix organisational structure
Thesis (PhD)--University of Pretoria, 2019.
Saved in:
| Other Authors: | |
|---|---|
| Format: | Thesis |
| Language: | English |
| Published: |
University of Pretoria
2019
|
| Subjects: | |
| Tags: |
No Tags, Be the first to tag this record!
|
| _version_ | 1867613688421154816 |
|---|---|
| access_status_str | Open Access |
| author2 | Wocke, Albert |
| author_browse | Wocke, Albert |
| author_facet | Wocke, Albert |
| collection | Thesis |
| dc_rights_str_mv | © 2019 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. |
| description | Thesis (PhD)--University of Pretoria, 2019. |
| format | Thesis |
| id | oai:repository.up.ac.za:2263/71675 |
| institution | University of Pretoria (South Africa) |
| language | English |
| last_indexed | 2026-06-10T12:40:07.413Z |
| license_str | Other — see source repository |
| provenance_str_mv | Harvested via OAI-PMH from UPSpace — University of Pretoria Institutional Repository |
| publishDate | 2019 |
| publishDateRange | 2019 |
| publishDateSort | 2019 |
| publisher | University of Pretoria |
| publisherStr | University of Pretoria |
| record_format | dspace |
| source_str | UPSpace — University of Pretoria Institutional Repository |
| spelling | oai:repository.up.ac.za:2263/71675 The impact of strategy, flexibility, efficiency and headquarter control orientations on the performance of multinational corporations adopting a matrix organisational structure Wocke, Albert ichelp@gibs.co.za Chiba, Manoj Dayal UCTD Thesis (PhD)--University of Pretoria, 2019. Multinational corporations implementing multidimensional strategies require multidimensional organisational structures to perform. Despite the plethora of research on organisational structures, research on the matrix multidimensional structure remain sparse. Situated in the international business field, within the strategy-structureenvironment performance paradigm, understanding how performance is achieved is core to the execution of MNCs strategies providing a superior competitive advantage. Despite this, extant literature focuses on understanding how to design and manage matrix structures, failing to provide an understanding of performance when adopting the matrix structure. These studies, rooted in the information processing view, fail to address the primary reasons of flexibility, efficiency, headquarter control, and strategy that the matrix structure presented difficulty in implementation for MNCs in the 1980’s. Addressing these gaps, this research focusses on understanding to what extent strategic choice leading to the primary and secondary structural dimensions adopted, flexibility, efficiency and headquarter control affect performance in matrix structured MNCs. A mono-method quantitative study was applied, and a 146 MNCs with matrix structures participated in the study at the subsidiary level, with 56% from South African MNC subsidiaries. A moderated regression analysis was conducted to test the hypotheses to understand performance when MNCs adopt different primary by secondary structural dimensions, using organisation age as a moderator. Results indicated that matrix structure adoption is appropriate for MNCs with primary product/service, geographic region and functional dimensions by secondary customer market, functional dimension, and product/service dimensions respectively. Levers of flexibility, efficiency, headquarter control and strategy leading to performance are differentiated based on the type of primary by secondary dimensions adopted. The implications of the results provide an a priori understanding of performance, contributing to transaction cost economics on the most efficient system of organising transactions, vertical integration, human assets, and contracting. This a priori understanding allows MNCs to understand the levers of flexibility, efficiency, headquarter control and strategy, addressing the critical attributes which led to the difficulty in implementing matrix structure, highlighting the role of headquarter-subsidiary relations. Future research inculcating type of subsidiary in headquarter-subsidiary relations will extend understanding of the performance in MNCs with matrix structures. These studies will deepen the a priori levers required by MNCs require adopting the matrix structure. pt2019 Gordon Institute of Business Science (GIBS) PhD Unrestricted 2019-10-09T14:22:54Z 2019-10-09T14:22:54Z 19/09/30 2019 Thesis Chiba, M 2019, The impact of strategy, flexibility, efficiency and headquarter control orientations on the performance of multinational corporations adopting a matrix organisational structure, PhD Thesis, University of Pretoria, Pretoria, viewed yymmdd <http://hdl.handle.net/2263/71675> S2019 http://hdl.handle.net/2263/71675 en © 2019 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. application/pdf University of Pretoria |
| spellingShingle | UCTD The impact of strategy, flexibility, efficiency and headquarter control orientations on the performance of multinational corporations adopting a matrix organisational structure |
| title | The impact of strategy, flexibility, efficiency and headquarter control orientations on the performance of multinational
corporations adopting a matrix organisational structure |
| title_full | The impact of strategy, flexibility, efficiency and headquarter control orientations on the performance of multinational
corporations adopting a matrix organisational structure |
| title_fullStr | The impact of strategy, flexibility, efficiency and headquarter control orientations on the performance of multinational
corporations adopting a matrix organisational structure |
| title_full_unstemmed | The impact of strategy, flexibility, efficiency and headquarter control orientations on the performance of multinational
corporations adopting a matrix organisational structure |
| title_short | The impact of strategy, flexibility, efficiency and headquarter control orientations on the performance of multinational
corporations adopting a matrix organisational structure |
| title_sort | impact of strategy flexibility efficiency and headquarter control orientations on the performance of multinational corporations adopting a matrix organisational structure |
| topic | UCTD |
| url | http://hdl.handle.net/2263/71675 |