The Adhocracy Structure and its impact on Strategic Performance - A field study of a number of private industrial companies in Kirkuk Governorate

Hussein, Modaffer (2020) The Adhocracy Structure and its impact on Strategic Performance - A field study of a number of private industrial companies in Kirkuk Governorate. In: IMDC-SDSP 2020, 28-30 June 2020, Cyberspace.

[thumbnail of eai.28-6-2020.2298217.pdf]
Preview
Text
eai.28-6-2020.2298217.pdf - Published Version

Download (406kB) | Preview

Abstract

In order for the organizations to be competitive, they must pay attention to the adhocracy structures where the organization will be able to enhance its strategic performance and work effectively in an uncertainty environment. The research problem came through questions about whether there are a correlation, effect and contribution to the adhocracy structures of the strategic performance. The importance of the research comes from the role of the adhocracy structure in contributing to supporting strategic performance. The research aimed to provide a theoretical framework and analysis of the relationship of linkage and impact and the extent of the contribution of the adhocracy structure to strategic performance. Hypotheses were formulated and tested using the opinions of the individuals in the sample. The research reached several conclusions confirming its hypotheses, and the objective structure identified 64% of the change in strategic performance. The research concluded with a set of conclusions and recommendations.

Item Type: Conference or Workshop Item (Paper)
Uncontrolled Keywords: adhocracy structure operating adhocracy administrative adhocracy strategic performance
Subjects: Q Science > QA Mathematics > QA76 Computer software
Depositing User: EAI Editor III.
Date Deposited: 03 Mar 2021 08:57
Last Modified: 03 Mar 2021 08:57
URI: https://eprints.eudl.eu/id/eprint/1014

Actions (login required)

View Item
View Item