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The effect of Structure on Organizational Performance: the intermediary role of competitive-compositional strategies and resource-based approach (in Persian)

Author

Listed:
  • Safari, Ali

    (Isfahan Univercity)

  • Golshahi, Behnam

    (Iran)

  • Kohan, Nabiallah

    (Iran)

Abstract

Today, companies in the challenging conditions will be successful while acquiring sufficient knowledge and recognition regarding environmental challenges create progress and improvement in their performance. In this regard, the present study has investigated the effect of structure on organizational performance taking into account the intermediary role of competitive-compositional strategies and resource-based approach in the Gas company in Isfahan. The research is descriptive –correlative. Statistical research community includes 829 executives and employees of the Isfahan Gas company and sample size is calculated 260 by using Morgan table and sampling is stratified by population size. Data collection tool is a researcher made questionnaire of 44 questions that its validity has been verified in two ways of face and construct and reliability has been verified using Cronbach;#39s alpha. Data analysis is done using software Amos 22 based on structural equation modeling. The results showed that the company;#39s organizational structure has a significant direct effect on organizational performance. Also according to the results, the organizational structure indirectly through the mediation of competitive-compositional strategies, and resource-based approach has a significant effect on organizational performance.

Suggested Citation

  • Safari, Ali & Golshahi, Behnam & Kohan, Nabiallah, 2015. "The effect of Structure on Organizational Performance: the intermediary role of competitive-compositional strategies and resource-based approach (in Persian)," Management and Development Process Quarterly (٠صلنامه ٠رایند مدیریت Ùˆ توسعه), Institute for Management and Planning studies, vol. 27(4), pages 67-90, February.
    • Handle: RePEc:auv:jijmdp:v:27:y:2015:i:4:p:67-90
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