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Organizational structure and the internal economy of the firm: The UK insurance industry

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Organizational structure and the internal economy of the firm : The UK insurance industry. / Ingham, Hilary.

In: Managerial and Decision Economics, Vol. 13, No. 6, 1992, p. 463-474.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

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Ingham H. Organizational structure and the internal economy of the firm: The UK insurance industry. Managerial and Decision Economics. 1992;13(6):463-474. doi: 10.1002/mde.4090130602

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Ingham, Hilary. / Organizational structure and the internal economy of the firm : The UK insurance industry. In: Managerial and Decision Economics. 1992 ; Vol. 13, No. 6. pp. 463-474.

Bibtex

@article{ce5e8ac5213e41d997d98b3cef376932,
title = "Organizational structure and the internal economy of the firm: The UK insurance industry",
abstract = "There now exists a substantial volume of empirical evidence which has examined the superiority of the {\textquoteleft}M{\textquoteright}‐form organizational structure for the management of large, diversified enterprises. Regrettably, attention has mainly been focused on manufacturing companies, despite the rising importance of the service sector in most major economies. This paper examines organizational structures within one segment of the UK service sector: the insurance industry. In the UK this industry has undergone significant, regulatory‐driven structural change and, as a consequence, the majority of companies have undertaken organizational change. The results produced, however, suggest that many of these companies adopted sub‐optimal divisionalized structures.",
author = "Hilary Ingham",
year = "1992",
doi = "10.1002/mde.4090130602",
language = "English",
volume = "13",
pages = "463--474",
journal = "Managerial and Decision Economics",
issn = "0143-6570",
publisher = "John Wiley and Sons Ltd",
number = "6",

}

RIS

TY - JOUR

T1 - Organizational structure and the internal economy of the firm

T2 - The UK insurance industry

AU - Ingham, Hilary

PY - 1992

Y1 - 1992

N2 - There now exists a substantial volume of empirical evidence which has examined the superiority of the ‘M’‐form organizational structure for the management of large, diversified enterprises. Regrettably, attention has mainly been focused on manufacturing companies, despite the rising importance of the service sector in most major economies. This paper examines organizational structures within one segment of the UK service sector: the insurance industry. In the UK this industry has undergone significant, regulatory‐driven structural change and, as a consequence, the majority of companies have undertaken organizational change. The results produced, however, suggest that many of these companies adopted sub‐optimal divisionalized structures.

AB - There now exists a substantial volume of empirical evidence which has examined the superiority of the ‘M’‐form organizational structure for the management of large, diversified enterprises. Regrettably, attention has mainly been focused on manufacturing companies, despite the rising importance of the service sector in most major economies. This paper examines organizational structures within one segment of the UK service sector: the insurance industry. In the UK this industry has undergone significant, regulatory‐driven structural change and, as a consequence, the majority of companies have undertaken organizational change. The results produced, however, suggest that many of these companies adopted sub‐optimal divisionalized structures.

U2 - 10.1002/mde.4090130602

DO - 10.1002/mde.4090130602

M3 - Journal article

AN - SCOPUS:84986766177

VL - 13

SP - 463

EP - 474

JO - Managerial and Decision Economics

JF - Managerial and Decision Economics

SN - 0143-6570

IS - 6

ER -