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Analysis of institutional authors

Sanchez, MjAuthorZuniga-Vicente, JaAuthor

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September 27, 2022
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Strategic and organizational evolution of spanish firms: Towards a holding network form?

Publicated to:British Journal Of Management. 16 (4): 279-292 - 2005-12-01 16(4), DOI: 10.1111/j.1467-8551.2005.00465.x

Authors: Galan, JI; Sanchez, MJ; Zúñiga-Vicente, JA

Affiliations

- Author

Abstract

The main objective of this study is to analyse the strategic and organizational evolution of large firms in a current time period and within a specific geographical context (Spain). In order to achieve this purpose, the paper combines the Chandlerian programme with processual analysis. We draw on documentary sources (annual reports, company histories, business directories and so on) and interviews. We have found that in the model of corporate development some characteristics of new organizational structures will coexist with some features of old ones. In line with previous studies our findings highlight the existence of the 'multidivisional network' but, most importantly, our findings also reflect the emergence of a new kind of organizational form that we call 'holding network'. The 'holding network' is more decentralized, both strategically and operationally, than the multidivisional form. However, its level of decentralization is less than in the N-form. Furthermore, whereas the multidivisional form is a hierarchy, the 'holding network' emphasizes the communication among people of different levels. This multilevel communication differs from that in the N-form. Apart from the horizontal communication in the same level there is vertical and horizontal communication between different levels. We conclude by emphasizing the need to explore in future empirical studies to what extent these patterns and new organizational forms should be considered as a transitory or consolidated phenomenon.

Keywords

ChandlerismDiversificationEnvironmentsFranceGermanyPostwar europeStructural-changeUnited-kingdom

Quality index

Bibliometric impact. Analysis of the contribution and dissemination channel

The work has been published in the journal British Journal Of Management due to its progression and the good impact it has achieved in recent years, according to the agency Scopus (SJR), it has become a reference in its field. In the year of publication of the work, 2005, it was in position , thus managing to position itself as a Q1 (Primer Cuartil), in the category Business, Management and Accounting (Miscellaneous). Notably, the journal is positioned above the 90th percentile.

From a relative perspective, and based on the normalized impact indicator calculated from the Field Citation Ratio (FCR) of the Dimensions source, it yields a value of: 1.67, which indicates that, compared to works in the same discipline and in the same year of publication, it ranks as a work cited above average. (source consulted: Dimensions Aug 2025)

Specifically, and according to different indexing agencies, this work has accumulated citations as of 2025-08-03, the following number of citations:

  • WoS: 15
  • Scopus: 11

Impact and social visibility

From the perspective of influence or social adoption, and based on metrics associated with mentions and interactions provided by agencies specializing in calculating the so-called "Alternative or Social Metrics," we can highlight as of 2025-08-03:

  • The use of this contribution in bookmarks, code forks, additions to favorite lists for recurrent reading, as well as general views, indicates that someone is using the publication as a basis for their current work. This may be a notable indicator of future more formal and academic citations. This claim is supported by the result of the "Capture" indicator, which yields a total of: 29 (PlumX).

With a more dissemination-oriented intent and targeting more general audiences, we can observe other more global scores such as:

    It is essential to present evidence supporting full alignment with institutional principles and guidelines on Open Science and the Conservation and Dissemination of Intellectual Heritage. A clear example of this is:

    • The work has been submitted to a journal whose editorial policy allows open Open Access publication.

    Leadership analysis of institutional authors

    This work has been carried out with international collaboration, specifically with researchers from: United Kingdom.

    There is a significant leadership presence as some of the institution’s authors appear as the first or last signer, detailed as follows: Last Author (Zúñiga Vicente, Jose Ángel).