The effects of formal structure of an organization on career and performance

Abstract

The purpose is to elucidate the effects of occupancies of certain positions in an organization on positive career movements and performance. This study analysed the following variables: the ranks of the teams in the Japan professional baseball official leagues from 1950 to 1989 (40 seasons); the field manager of each baseball teams, who was registered for each season; his position in his player period. The results supported hypothesis (1) that an occupant of a position (infielders and catchers) with a high frequency of interactions in interdependent tasks would be more likely to become a field manager than an occupant of a position (outfielders and pitchers) with a low frequency of interactions. The results also varified hypothesis (2) that field managers who experienced the former position (infielders and catchers) would perform more successfully than the latter position (outfielders and pitchers).