{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,28]],"date-time":"2026-04-28T17:05:56Z","timestamp":1777395956461,"version":"3.51.4"},"reference-count":60,"publisher":"Emerald","issue":"6","license":[{"start":{"date-parts":[[2014,6,3]],"date-time":"2014-06-03T00:00:00Z","timestamp":1401753600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2014,6,3]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p>\u2013 The purpose of this paper is to determine whether there is a relationship among leadership, action, social, and personal competencies of managers in modern organizational structure types and whether a relationship exists between a company's organizational structure and performance.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p>\u2013 A questionnaire was carried out among top managers in Slovene mid- and large-sized companies. The relationship among managerial competencies, the choice of organizational structure type and the company effectiveness were measured with a value-added approach. The method of structural models was used for establishing the affect among individual variables.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>\u2013 The results support the hypothesized effect of managerial competencies on a company's organizational structure type. The effect of a modern, horizontal organizational structure on a company's performance and growth on the market facilitates the achievement of higher value added as well as has a direct impact of managerial competencies on a company's performance.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title><jats:p>\u2013 The study was limited to mid- and large-sized companies in Slovenia. Only top managers were included in the study as they are the ones that are responsible and have the largest influence in creating a company's organizational structure.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p>\u2013 The paper includes implications to those organizations in the process of restructuring and for those companies that are prepared to modify traditional principles of management participation.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>\u2013 To the authors knowledge no research studies were found that examined the affect and relation of top management competencies with respect to different organizational structures.<\/jats:p><\/jats:sec>","DOI":"10.1108\/imds-01-2014-0019","type":"journal-article","created":{"date-parts":[[2014,7,10]],"date-time":"2014-07-10T20:07:46Z","timestamp":1405022866000},"page":"922-935","source":"Crossref","is-referenced-by-count":17,"title":["Managerial competencies and organizational structures"],"prefix":"10.1108","volume":"114","author":[{"given":"Karmen","family":"Verle","sequence":"first","affiliation":[]},{"given":"Mirko","family":"Marki\u010d","sequence":"additional","affiliation":[]},{"given":"Borut","family":"Kodri\u010d","sequence":"additional","affiliation":[]},{"given":"Annmarie","family":"Gorenc Zoran","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2020123101052975700_b1","doi-asserted-by":"crossref","unstructured":"Alldredge, E.M. and Nilan, K.J. 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