A previous meta-analysis of dimensional structure research published during the latter half of the 20th century revealed significant intercorrelation among structural dimensions inspired by Max Weber's bureaucratic ideal type, providing support for continued research on dimensional structures and for the bureaucratic structural model that served as its theoretical foundation. A new meta-analysis reported in this article, motivated by questions regarding the continued applicability of bureaucratic dimensional models in the later era of new organization forms, indicates that many of the interrelationships among five structural dimensions (formalization, standardization, specialization, vertical differentiation, and decentralization) have weakened since the time of the earlier meta-analysis. The results of this study, conducted using a sample of 346 correlations from a collection of 155 published articles, are interpreted as failing to provide consistent evidence supporting a central tenet of the bureaucratic structural model, therefore, as indicating that dimensional structural research now lacks a viable theoretical foundation.

This article examines the relationship between the structure of politico-military movements and effective insurgent engagement in peace processes. Drawing on the experiences of Irish republicans and Basque separatists, I argue that centralized movement structures in which politicos wield influence over armed groups allow for effective coordination between movement wings in peace efforts while providing political leaders with credibility as interlocutors. In the Irish case, centralization enabled Sinn Fein leaders to ensure Provisional ira commitment to peace and to contain schism within the republican movement throughout the peace process. In the Basque case, movement decentralization created persistent coordination problems between wings during peace efforts, while eta’s unilateral reneging prevented political allies from establishing credibility as peacemakers. These cases show that while movement leaders untainted by direct association with armed groups may be more politically palatable than those with ties to “terrorists”, tainted leaders may make more credible partners for peace.

The paper aims to investigate the relationship between strategy and structure in the high-technology enterprises. The study attempts to ascertain how chief executive officers perceive the impact of strategy on organizational structure, and likewise impact of structure on strategy, at two phases in the innovation process: the phase of innovation exploration; and the phase of innovation exploitation. The research was conducted in 61 high-technology companies based in Poland that operate either in Poland or in the global marketplace. The results show that, during the exploration of innovation, chief executive officers consider that the impact of organizational structure on strategy is stronger than the impact of strategy on structure. During the exploitation of innovations, the impact of strategy on structure is stronger.

Organization studies have long focused on the problem of understanding the possibility of pursuing effectiveness and resilience at the same time. An emerging perspective, reconciling mindfulness and routines, allows to address these contrasting goals: routines channel the exploratory nature of mindfulness, but they also support it by providing context to its enactment. Despite these results, available empirical evidence from mindful organizations has not helped understand how mindfulness can be supported by routines without losing its broader scope of attention. Moreover, an operational definition of mindfulness is still an open question.

In this paper, we adopt an analytical framework allowing to break down routines into their sensing and reacting components. Using evidence from the flying practices of Tornado crews in the Italian Air Force, we show that mindfulness concerns the parallel activation and re-combination of these components, allowing the rapid deployment of responses but also the continuous reassessment of the situation.

Since China's marketization-featured housing reform, homeowner associations have played a greater role in neighbourhood governance. Using the theory of social movements and organizations, this article investigates how homeowner associations strategically reorganize themselves to achieve their goals. Our survey in Beijing suggests that about half of the homeowner associations have adopted bottom-up governance structures, which are not specified in governmental regulations. We find that such innovations are more likely to occur when a neighbourhood needs grassroots participation to deal with external grievances, especially developer-related issues, or to overcome its powerlessness due to little access to the polity. We also find that homeowner associations are more likely to adopt bottom-up structures when their leaders believe strongly in resident participation or actively engage in extra-organizational professional activities as a means to overcome infrastructure deficit.

Over the centuries and across all societies educational achievement does not improve. The attempt to improve the instructional process has concentrated on instructional technology. But these attempts have overlooked the importance of two other factors: the science that should underlie the instructional technologies and the organization that must operate those technologies. A considerable step forward in handling the problems of instructional effectiveness has been the derivation of instructional technologies based on Skinnerian science. But the instructional technologies based on Skinner's analysis of behavior are promoted as if they were to operate in an organizational vacuum. The division of labor, and its necessary coordination and control, is taken for granted. But in any large scale enterprise, the organization of the division of labor must fit the technology through which that enterprise achieves its mission. Educational technology must tie directly to a pertinent science and to a proper organizational structure. To teach effectively requires an overhaul along three lines: 1) a relevant science that reflects and encapsulates an accurate understanding of behavior; 2) a contingency-based technology of instruction that directly derives its practices upon proper scientific principles; and 3) a suitable organization based on teaching teams that operate the new instructional technology.

Objectives: To determine the need for and implement health technology assessment (HTA) to inform decision making and policy within a regional health care system in Calgary (Alberta, Canada).

Methods: Published literature and organizational materials for the Calgary Health Region (CHR) and HTA units worldwide were reviewed. Key individuals within the provincial health ministry (Alberta Health and Wellness), CHR, the University of Calgary (U of C), funding agencies, and HTA organizations were consulted in a structured fashion. A structure for a regional HTA program was developed, taking into account relationships between these organizations.

Results: A locally focused HTA and implementation unit was deemed desirable. The Calgary Health Technology Implementation Unit (CaHTIU) was established. The CaHTIU was designed to efficiently integrate with CHR planning as well as undertake independent research activities. HTA activities focus primarily on CHR needs and are managed by a Health Technology Advisory Committee (HTAC) that consists of CHR management and other key individuals. Working groups contribute to and coordinate HTAs and implementation under the leadership of the unit Director, and include content as well as management individuals. The unit cooperates where appropriate with extant Canadian HTA organizations.

Conclusions: The Calgary HTA unit is unique in Canada, because it functions within a regional health care system as well as a research institution. Advantages include a local focus in terms of applied HTAs, a systematic process for implementation of recommendations, and a collaborative atmosphere for research within the U of C.This work was supported by the Calgary Health Technology Implementation Unit. The authors thank Dr. Lloyd Sutherland of the University of Calgary and Dr. Dev Menon of the Institute of Health Economics for their important roles in the formation of the Calgary Health Technology Implementation Unit.