Factor 3 "organisational risks" is the third highest barrier accounting for 8.579 % of TVE and is responsible for 58.4, 55.4, 55.2 and 33.2 % of the variance in "excessive perceived economic risk", "organisational rigidities", "restrictive public/governmental regulations" and "hierarchical organisations".
They do not, economists reckon, because of organisational rigidities.
This reflects the need for the business and work environment not to be constrained either by organisational rigidities, such as long procedures, bureaucracy and high transaction costs, or by excessive perceived economic risk.
Of particular interest, Weick's original idea of tight and loose coupling, 26 27 for instance, raises attention to the relative flexibility or rigidity of organisational structures.
The "worn-out" subtype is influenced by the rigidity of the organisational structure at work [ 14- 17].
Other ongoing HRH challenges include the rigidity of local 'hiring and firing' practices, which limit organisational flexibility; the 'professional migration' of workers from, e.g., paediatric to primary care because the latter is better paid; and the need to improve the management of staff absenteeism and of dual employment.
The main features of GNSI are the following: the asymmetry in density and distribution of actor inter-linkages; lack of sufficient levels of strategic coherence, organisational performance and externalities; the largely unresponsive Ghana economy to supply- and demand-side signals; and systematical rigidity and inflexibility in the face of changing conditions (Bartels and Koria 2012).
46 47 Many policy analysts, however, have also highlighted limitations of a network form of governance, suggesting such organisational forms are prone to power asymmetries, a leadership deficit and the potential onset of dependencies and rigidities.
Repetition produces rigidity.
These are organisational matters.
