Hello, Andrea -

Perhaps the attached article might be of some use..

Best,

Ruth

There are some papers related to your subject try it

https://www.google.com.eg/url?sa=t&rct=j&q=&esrc=s&source=web&cd=5&cad=rja&uact=8&ved=0CEQQFjAEahUKEwjZuYy1h_XIAhXFgQ8KHdgSCeE&url=http%3A%2F%2Fwww.scirp.org%2Fjournal%2FPaperDownload.aspx%3FpaperID%3D30242&usg=AFQjCNHArr-pRhRcUqOuakXA-KISy9HrGA&bvm=bv.106674449,bs.2,d.bGQ

factors affecting organizational structure

http://smallbusiness.chron.com/factors-affecting-organizational-structure-2778.html

factors affecting organizational design

http://www.cliffsnotes.com/study-guides/principles-of-management/organizational-design-and-structure/factors-affecting-organizational-design

i hope that  is good

Hello, I would recommend this article: 

http://www.sciencedirect.com/science/article/pii/S0191308510000031

I also discuss these issues in my own book (Pearson Education, 2012). 

The assumption today is often that "less structure is better". I challenge this assumption in a blog post I wrote: 

http://www.organizationdesign.net/organization-overspecified-underspecified.html

Indeed, the latest theory currently in practice is termed Engagement i.e. Employee Engagement. 

Article On the Knowledge of Employee Engagement Factors

Article Status of employee engagement In India: A time for reflection

This article addresses how being rated highly by supervisors is partly a result of one's position in workflow and friendship networks. 

Mehra, Ajay, Martin Kilduff, and Daniel J. Brass. "The social networks of high and low self-monitors: Implications for workplace performance." Administrative science quarterly 46.1 (2001): 121-146.

The firm studied had a very deliberately low-hierarchy design.  Organization design is hence in the background as it affected workflow and the informal network of friendship.  They found that being a broker in the friendship network had a positive effect on performance while having a LARGER network in workflow had a negative effect. 

One implication is that organization design that encourages large workflow networks could have negative outcomes.

There are various papers that reference "Collective Disturbance" also called the Stanton Shwartz Effect (1954). It identifies that an unsettled hierarchy under constant change has a negative effect on the next tier of organisation and so on, with the highest level of disturbance emerging at the lowest tier. It could be suggested that this would the lead to lack of commitment. If you then link this to parochial altruism and the willingness of a group to look after itself, even at the detriment of others conflict within an organisation can ensue.

Dear Andrea Miss Ruth Maria Tappin has rightly sent you paper and lot of papers are available on organization structure and commitment. Your focus of research will clear either the both Mechanistic or Organic structure impact you want to see and secondly the Commitment (Normative, Affective and Continuance) which commitment you want to see. Now, job embeddedness (Fit, Link and Sacrifice), another type of commitment is more comprehensive variable than commitment.  Regards

http://www.sciencedirect.com/science/article/pii/S2212567115005237

This article written by me looks at the design of an organization and it's intended service provision in terms of engaging both internal and external stakeholders:

Traffic Radio as a Precursor to Smart Travel Planning Systems: The Challenge of Organizing “Collective Intelligence”

Cano-Viktorsson, Carlos

My other studies might also be useful which are displayed on my profile.

Hello. Hope these books and papers help you:

https://hbr.org/product/levers-of-organization-design-how-managers-use-acc/an/2837-HBK-ENG 

http://eprints.qut.edu.au/16859/1/16859.pdf 

http://www.cluteinstitute.com/ojs/index.php/IBER/article/viewFile/516/503 

http://shrm.org/about/foundation/research/Documents/1006EmployeeEngagementOnlineReport.pdf 

http://www.wiley.com/WileyCDA/WileyTitle/productCd-1118763734.html 

Greetings

I believe you will find an article of mine helpful, namely: Thumin, F. J. and Thumin, L. J. (2011), "The Measurement & Interpretation of Organizational Climate", The Journal of Psychology, 145: 2,93-109.  The article appears in its entirety on Researchgate.

Good Luck with your research!

Fred J. Thumin 

Dear Andrea,

perhaps these articles could be of interest that  are looking at positive outcomes but from different perspectives: The first one is about participative work design in a lean context. The second one a longitudinal study of an organization that transformed from a public administered one to a private for-profit. Both articles also try to problematize  the hierarchial structures within the organizations.

Lantz, A., Hansen, N., & Antoni, C. (2015). Participative work design in lean production: A strategy for dissolving the paradox between standardized work and team proactivity by stimulating team learning? Journal of Workplace Learning, 27, 19-33.

Hansen, N., Baraldi, S., Berntson, E., & Andersson, H. (2013). Privatizing health care in times of new public management: Investigating the role of psychological empowerment using cluster analysis. PsyCh Journal, 2, 190-208.

You will find full versions of these articles on Researchgate.

Best wishes

Niklas Hansen

Thanks to everyone for each contribution: your advice help a lot to establish the theoretical background of my research!

Andrea S.

This is a really interesting question I have found some of the research in China to be very intriguing take a look at this one. 

The Impact of Socioeconomic, Organizational and Individual Factors on Government Or...

Edit

The Impact of Socioeconomic, Organizational and Individual Factors on Government Organizational Performance: Evidence from China

Xiaohua Li, Jun Dong

The purpose of this study is to examine several key elements of organizational performance in the public sector empirically. By exploring the effects of socioeconomic, organizational as well as individual factors based on responses from a primary survey, the authors find that those governmental organizations with more public orientation, more employee orientation, clearer goals, less procedure constraints are more effective than their counterparts. Governmental organizations located in the area of higher new economic index usually have higher levels of performance than those lower. Those employees with higher levels of public service motivation tend to report higher organizational performance perception than those less. The study suggests that strengthening the culture of public interest, improving organizational management, and enhancing employees' public service motivation may be the efficient ways to improve the performance.

Conference: International Conference on Management and Service Science - MASS , 2010

DOI: 10.1109/ICMSS.2010.5578095

It is  very interesting to see organizational design that clarifies goals and has less organizational constraints is being studied as a way to increase  motivation public employees.

Hi There,

There is case study. That talk about the organizational design and the outcome of the employees in terms if the fit between individual and organization design. "The Portman Hotel Company" a product of HBR.

Size and Design Complexity, one of my papers in Research Gate might provide some perspective.

Size and Design Complexity, one of my papers in Research Gate might provide some perspective.

It may be useful to look at the strong correlation I found between CEOs' developmental action-logic and their capacity to transform organizational design and culture, in my 2004 Berrett-Koehler book Action Inquiry: The Secret of Timely and Transforming Leadership.