Furthermore, the same researchers found a significant relationship between
adhocracy, hierarchy, market culture, and knowledge management.
The effects of organizational culture on subordinate performance was analysed too and it was found out that in both firms
adhocracy and market cultures had effects on subordinate performance.
Likewise, it is difficult to disconnect the intrapreneuring in the innovative
adhocracy from the entrepreneurial organization.
Of the 60 firms that reported their HR values during the early growth phase, 15 firms were identified as clan type (group values), 11 firms as
adhocracy (developmental values), 2 firms as hierarchy, and 24 firms as market type (rational values).
In conclusion, the research reveals that hierarchy culture is the prevalent type in the sample, and the prevalence of the
adhocracy organizational culture type is minimal (Fig.
The model measures four organizational cultures: clan,
adhocracy, market, and hierarchy.
Legalism,
adhocracy and political maneuvers also hindered the efforts to modernize budgeting: As a matter of fact, during the first eighteen years (1975--1993) after the military junta in Greece, one hundred thirty four (134) bills were enacted, regulating the prices and income policy.
Mintzberg identified five types of organizational structures: simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and
adhocracy. He further divided each type into five basic organizational functions: operating core, strategic apex, middle line, technostructure, and support staff because, as he stated, "Although we can (and will) characterize certain organizations as bureaucratic or organic overall, none is uniformly so across its entire range of activities" (Mintzberg, p.
Leifer suggests that the natural fits include simple structures and standalone systems, machine bureaucracy and centralized online systems, professional bureaucracy and centralized and distributed systems, divisional structures and decentralized systems and
adhocracy and decentralized systems.
The CVF was developed by Quinn and Rohrbaugh (1983), which graphically categorized organizational effectiveness into four quadrants, separately labeled to distinguish its most notable characteristics--clan,
adhocracy, market, and hierarchy.
It classifies the Film Board's management structure as an "
adhocracy"--an organization which, among its other characteristics, "operates in an environment that is both dynamic and complex, demanding innovation of a fairly sophisticated nature.
The four quadrants include clan,
adhocracy, market, and hierarchy.
