engleski

Strategy-structure fit and job demands-resources fit: the cross-level impact on work performance

Organizational theory scholars (macro perspective) developed a consensus about strategy and structure as representing two of the most important determinants of organizational performance. Specifically, literature on organization design provides a strong evidence that fit between structure and strategy leads to higher performance (Amburgey & Dacin, 1994 ; Chandler, 1990). On the other hand, organizational psychologists (micro perspective) focused heavily on the link between job design and work outcomes. Job characteristics theory (Hackman & Oldham, 1976) and job demands-resources theory (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001) have recognized core job characteristics and how they, if enriched and balanced, drive employee motivation and organizational behavior. Despite rich single-level research, multilevel integrating studies are scarce. We do not know much about how fit and misfit situations at the organizational level (i.e. strategy-structure fit) relate to the job demands-resources fit at the individual level, and what are the performance consequences of this relationship. Therefore, drawing upon the job- modification framework (Oldham & Hackman, 1981) and person-job fit perspective (Edwards, 1991), a mediation effect of job demands-resources fit on different strategy-structure modes is examined to explain employee work performance. Multisource data were collected on a sample of 50 organizations and 991 nested individuals. Conditional process analysis revealed a consistent pattern of results for composite measures of work performance (task and contextual performance), thus confirming that job design represents an intervening mechanism through which exploration strategy and horizontal integration as organizational-level practices are translated into individual-level performance behaviour.

strategy-structure fit ; job demands-resources fit

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