Structuring a Legacy: The Relationship Between Organizational Structure and Individual Work Performance of Nielseniq’s Employees

Abstract

Globalization has forced multinational corporations (MNCs) to adapt at an incredible pace. Especially facing uncertainties, it is a wonder how MNCs perform well despite the rigors of their environment. This study examines how NielsenIQ's (NIQ) organizational structure impacts individual work performance amidst its merger with Growth from Knowledge (GfK) Philippines. Analyzing 154 NIQ employees through Weighted Mean and Spearman’s Rho, results show that NIQ's organizational structure does not predict individual work performance. Moreover, organizational structure’s dimensions, formalization and centralization, also have no significant relationship with the individual work performance of NIQ’s employees. The study also highlights the importance of considering additional variables, such as extraneous and mediating variables, in understanding individual work performance dynamics. Drawing from existing literature, avenues for future research and practical implementation are proposed, particularly recommending organizational experimentation, decentralization, cross-cultural training, technological considerations, and the application of longitudinal research as strategies to enhance NIQ's adaptability and performance amidst the merger. By offering empirical insights and actionable recommendations, this study contributes to the advancement of Structural Contingency Theory (SCT) and provides valuable guidance for modern multinational corporations navigating global landscapes.