DIVISIONALIZATION, DECENTRALIZATION AND PERFORMANCE OF LARGE UNITED KINGDOM COMPANIES 1
基于144家英国大公司的问卷数据，研究发现多数公司采用多部门结构，但内部运营差异大，且部门化并非利润绩效的关键，分权至业务单元可能更重要。
Abstract Questionnaire survey data from 144 large U.K. firms are used to describe and discuss the nature of organization design in major companies. It was found that the majority of firms were multidivisional. However a considerable variation in internal operating procedures was found which emphasized that many multidivisional companies do not behave in the way that the strategy/structure literature predicts. Empirical testing of the relation between structure and financial performance also emphasizes that divisionalization is not necessarily the key to a superior profit performance. Rather it would appear that organizational procedures need to be reconsidered in the light of recent divisional structures established in many companies. It is argued that a powerful divisional head office may weaken overall performance and that instead greater attention should be paid to the opportunity to decentralize operating decisions to the individual business units within each division.