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Article
Publication date: 13 April 2015

Hong Liu, Lu Ma and Panpan Huang

The purpose of this paper is to test the assertion that the relationship between corporation performance and organizational complexity follows an inverted U-shape curve…

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Abstract

Purpose

The purpose of this paper is to test the assertion that the relationship between corporation performance and organizational complexity follows an inverted U-shape curve, and a corporation gains the best performance when its organizational complexity fits its environmental complexity.

Design/methodology/approach

This research did not directly measure environmental complexity to verify the relationship between corporation performance and complex environment, but measured organizational complexity to subtly display the effect of the organizational complexity on the corporation performance while controlled the environmental complexity. To do so, a set of corporations that shared the similar environment was selected, and then these corporations’ performance and organizational complexity were calculated, the related hypotheses were tested empirically.

Findings

The paper proved the inverted U-shape relationship between organizational complexity and corporation performance, and also found that different corporation chooses different complex adaptive way, so the inverted U-shape relationship displays hierarchy.

Research limitations/implications

Future research should search out to calculate corporation’s environment complexity the fitness of organizational complexity for testing hypotheses.

Practical implications

The regularity of relationship between organizational complexity and corporation performance is helpful for managers to understand that a way to improve a corporation’s performance is to enhance the fitness of organizational complexity and environmental complexity.

Social implications

Organizational complexity may be competitive advantage, but excessive growth of it will be harmful.

Originality/value

Usually organizational complexity is thought of as a negative factor to corporation performance and tends to be constrained, but this research explored the role of organizational complexity to corporation performance and the findings helps managers to understand when to enhance organizational complexity and when to weaken it. The methodology of calculating the fitness of organizational complexity and environmental complexity by fixing environment is a contribution to complexity theory research.

Details

Journal of Management Development, vol. 34 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 June 2010

Job P. Antony and Sanghamitra Bhattacharyya

The purpose of this paper is to propose a conceptual framework for measuring organizational performance and organizational excellence, which could be used by small and

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Abstract

Purpose

The purpose of this paper is to propose a conceptual framework for measuring organizational performance and organizational excellence, which could be used by small and medium enterprises.

Design/methodology/approach

Altogether, seven variables are proposed in the overall and work unit level for measuring organizational performance and organizational excellence. The proposed model for evaluating organizational performance and organizational excellence was taken through a round of pre‐testing using relevant statistical analyses, in order to validate the hypothesized relationships.

Findings

Excellence is redefined as the ability or capacity of one performance variable to affect or influence the other performance variables in an organization. Total correlation is suggested for measuring different excellences and equations are suggested for calculating overall organizational performance and overall organizational excellence.

Practical implications

The model developed for measuring performance and excellence can be used by small and medium enterprises to evaluate their performance and excellence periodically.

Originality/value

The definition and model developed for measuring excellence can contribute significantly to existing literature on excellence measurement. Further research can help in adding more variables to this measure to make the model a holistic one.

Details

Measuring Business Excellence, vol. 14 no. 2
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 31 August 2010

Job P. Antony and Sanghamitra Bhattacharyya

The purpose of this paper is to empirically establish an indigenously developed model for measuring organizational performance and organizational excellence, and to

6071

Abstract

Purpose

The purpose of this paper is to empirically establish an indigenously developed model for measuring organizational performance and organizational excellence, and to examine the relationship between organizational performance and organizational excellence.

Design/methodology/approach

The paper presents a model based on seven variables, at the overall and work unit level, for measuring organizational performance and organizational excellence – tested by using a large sample. A structured questionnaire is developed for collecting data from 407 respondents from 230 organizations. Summated scale average method is used for calculation of organizational performance and a total correlation method is used for the calculation of organizational excellence.

Findings

It is established that organizational performance and organizational excellence could be measured by consolidating performance variables, using two different methods: performance can be measured by averaging the performance variable scores, and excellence can be measured by averaging the correlations of performance variable scores. Based on the study, a new general definition for organizational excellence is proposed, as “the outstanding measure of relationship of all performance variables influencing an organization's functioning”.

Practical implications

The model, developed and tested for measuring performance and excellence, can be used by small and medium enterprises to evaluate their performance and excellence separately and periodically. The study helps managers to recognize organizational excellence as a measure needing special attention instead of taking it as an outstanding value of organizational performance.

Originality/value

The definition and model developed and tested for measuring excellence can contribute significantly to existing literature on excellence measurement. This will help researchers to study organizational excellence as a separate organizational behavior, instead of limiting it as a terminal value of organizational performance.

Details

Measuring Business Excellence, vol. 14 no. 3
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 6 November 2009

Dominic Mwenja and Alfred Lewis

This paper aims to examine the impact of board of directors on the performance of not‐for‐profit (NFP) organizations. The study also aims to utilize the six dimensions of…

3478

Abstract

Purpose

This paper aims to examine the impact of board of directors on the performance of not‐for‐profit (NFP) organizations. The study also aims to utilize the six dimensions of effective board performance as suggested by Chait et al., using the theoretical explanations of the resource dependency theory, the agency theory, and the group/decision processes theory. By explaining how these board activities influence organizational performance, we can begin to understand the importance of board influence in determining organizational effectiveness as measured by organizational performance.

Design/methodology/approach

For the purpose of this study, organizational performance attributes are used in line with the strategy used by Nobbie and Brudney. The measurement used includes the perception of board members' view of the overall success in meeting organizational goals, increase or decrease in the number of programs offered by the organization, improvement in the quality of service offered by the organization, and the level of satisfaction by the clients with the level of service provided.

Findings

The survey revealed that the strategic and the political dimensions have a stronger relationship with the perceived organizational performance in nonprofit organizations as compared to the other dimensions.

Research limitations/implications

Given that the majority of the respondents (30) of the study served in religious organizations, this may have skewed the results toward a certain direction that is difficult to ascertain until other studies compare results across different NFP classifications. This suggests that it is important to repeat such a study with a much diverse group of NFPs in addition to measuring other board and organizational dimensions such as board size, executive perceptions, and organization size, and age.

Practical implications

The efforts to link board effectiveness and organizational performance will remain tenuous at best. This is an illusive phenomenon that will continue to elude researchers as long as the dimensions of board effectiveness and organizational performance remain perceptual. The need to understand the strategic orientation of NFPs governance is even greater as these organizations continue to play a major role in the lives of ordinary people in various communities around the world.

Originality/value

In order to understand the effectiveness of the board in NFPs, this study examines three theoretical perspectives that can be utilized to connect the different dimensions of board performance and organizational performance. In previous research, Chait et al. examined the practices of board members at independent colleges and identified six competencies of effective boards. The identified dimensions are: contextual: effective boards understand and take into consideration the culture and norms of the organization they govern; educational: effective boards ensure that their members are knowledgeable about the organization and the board's roles, responsibilities, and performance; interpersonal: effective boards nurture the development of their members as a working group, attend to the board's collective welfare, and foster a sense of cohesiveness; analytical: effective boards recognize the complexities and subtleties of issues and accept ambiguity and uncertainty as healthy preconditions for critical discussions. They raise doubts, explore trade‐offs, and encourage differences of opinion; political: effective boards accept as a primary responsibility the need to develop and maintain healthy relationships among major constituencies; and strategic: effective boards help their organizations envision a direction and shape a strategy for the future. They anticipate potential problems and act before issues become crises.

Details

Business Strategy Series, vol. 10 no. 6
Type: Research Article
ISSN: 1751-5637

Keywords

Article
Publication date: 10 June 2022

Mohammad Talari and Mina Khoshroo

The purpose of this paper is to investigate the effect of industry competitive intensity (ICI) on brand performance with the mediating role of market orientation and…

Abstract

Purpose

The purpose of this paper is to investigate the effect of industry competitive intensity (ICI) on brand performance with the mediating role of market orientation and organizational learning using theoretical and experimental materials in fast-moving consumer goods (FMCGs) firms.

Design/methodology/approach

To test the research hypotheses, a model was designed and tested on 124 chief executive officers from 30 FMCG firms active in both food and chemical industries using structural equation modeling and partial least squares methodology.

Findings

The research findings showed that ICI has significant effect on market orientation and organizational learning. It also has significant effect on the firm’s brand performance through developing the market orientation capability as a mediating variable, but the development of organizational learning capability (as a mediating variable) is not effective in the relationship between ICI and brand performance.

Originality/value

Since the early 1990s, addressing intraorganizational capabilities and resources has been a major topic of strategic and marketing research. In this regard, many theoretical and experimental contents have been presented so far. However, little research has simultaneously addressed the industrial environment and the development of competitive capabilities. A manager’s understanding of the competition rate of an industry has the potential to influence the development of organizational capabilities through strategic responsiveness to his/her perception of the environment. This study attempts to show that managers and firms that consider their industrial environment to be volatile must develop their learning capabilities and market orientation, leading to superior brand performance.

Details

Journal of Research in Marketing and Entrepreneurship, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1471-5201

Keywords

Article
Publication date: 12 July 2013

Stephan M. Liozu and Andreas Hinterhuber

The purpose of this paper is to identify a set of specific activities and a set of competencies associated with above‐average firm performance.

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Abstract

Purpose

The purpose of this paper is to identify a set of specific activities and a set of competencies associated with above‐average firm performance.

Design/methodology/approach

Quantitative survey of 748 respondents.

Findings

It was found that four key competencies differentiate high performing from low performing companies: organizational confidence; pricing capabilities; organizational change capacity; and championing behaviors by top management. The research also identifies a set of specific activities that are linked with superior firm performance: activities directed at the improvement of pricing effectiveness (e.g. trainings, pricing tools; pricing performance reviews); improvements in product differentiation and product quality (e.g. through innovation and research aimed at identifying and creating customer value); increased sense of organizational confidence (e.g. optimism, resilience, “can do”‐attitude); improved support of top management; improved ability to stick to list prices and minimization of discounting behaviors; and finally, enhanced cultural adaptability to respond to changing market conditions.

Research limitations/implications

Through a quantitative research design, the authors document the link between pricing capabilities, organizational confidence and superior firm performance.

Practical implications

The authors identify both specific activities, as well as higher order competencies, practising managers need to develop in order to increase firm performance via pricing. Taking a hypothetical company as example, the authors' data show that, on average, a one point improvement on a seven‐point scale in organizational confidence leads to a 4 per cent improvement in return on sales.

Originality/value

Our research highlights which organizational competencies drive firm performance. Specifically this research is the first quantitative survey which documents a positive relationships between organizational confidence and firm performance.

Details

Journal of Business Strategy, vol. 34 no. 4
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 16 May 2022

Roziah Mohd Rasdi, Siti Zainab Tauhed, Zeinab Zaremohzzabieh and Seyedali Ahrari

This paper aims to identify the role of organizational and individual factors in predicting the research performance of academics when job crafting is a mediator variable…

Abstract

Purpose

This paper aims to identify the role of organizational and individual factors in predicting the research performance of academics when job crafting is a mediator variable and organizational culture is a moderating variable.

Design/methodology/approach

This study was conducted by collecting responses from academics at five Malaysian research-based universities. The sample size was 273. Standard questionnaires were used to collect the data. The data were analyzed using partial least squares structural equation modeling.

Findings

The most significant predictors of research performance were organizational culture, individual effort and professional development, whereby job crafting was most optimally predicted by work engagement and transformational leadership. While organizational culture moderated the relationship between transformational leadership and research performance, the mediating role of job crafting was insignificant between work engagement and research performance.

Research limitations/implications

The findings have important implications for human resource development practitioners (HRD) in terms of improving overall academic research performance. Practical interventions are suggested to assist academics in enhancing their performance. This study highlights how academic performance can be managed more effectively.

Originality/value

The findings extend the HRD literature in higher education and offer a framework that enhances the understanding of the organizational and individual factors that influence academics' research performance within a specific context of research universities in a non-Western context.

Details

European Journal of Training and Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-9012

Keywords

Open Access
Article
Publication date: 6 May 2022

Musa Nyathi and Ray Kekwaletswe

The purpose of this paper is to propose and test a model designed to realize employee and organizational performance gains in developing economies.

Abstract

Purpose

The purpose of this paper is to propose and test a model designed to realize employee and organizational performance gains in developing economies.

Design/methodology/approach

Data were collected through a survey involving 35 organizations using electronic human resource management (e-HRM) systems. A purposive sampling technique was employed. Regression analysis making use of Process macro in Statistical Package for the Social Sciences (SPSS) was used to analyze the data.

Findings

Despite its infancy in African countries, e-HRM use has a positive effect on employee and organizational performance. The organization-wide gains are enhanced through employee performance mediation.

Practical implications

Electronic-HRM use, complemented by human resource best practices that impact positively on individual performance, is likely to enhance organizational performance gains. Employee performance mediation effect is likely to further enhance the effect of e-HRM usage on organizational performance.

Originality/value

This study represents a first attempt to examine the role of employee performance as an intervening variable in the relationship between e-HRM use and organizational performance. The findings bring into attention the role of organizational members' performance in explaining organizational performance gains. The findings also result in a model that should lead to increased employee and organizational performance.

Details

African Journal of Economic and Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-0705

Keywords

Article
Publication date: 21 April 2022

Hina Khan, Jawad Abbas, Kalpina Kumari and Hina Najam

Perception of organizational politics is one of the key factors of the organization's performance. Based on the principles of Game Theory, this study aims to examine the…

Abstract

Purpose

Perception of organizational politics is one of the key factors of the organization's performance. Based on the principles of Game Theory, this study aims to examine the impact of management's and employee's politics within an organization on the psychological and organizational stress levels of workers, followed by their task and contextual performance.

Design/methodology/approach

Following the non-probability convenience sampling technique, the data was collected from the managerial and non-managerial staff of public, private and semi-government services organizations in Rawalpindi, Islamabad, Lahore, Faisalabad, Gujranwala, Abbottabad and Karachi cities in Pakistan.

Findings

The structural analyses indicate that organizational politics is a major cause of stress among workers and has a significant positive impact on the psychological and organizational stress of workers. Moreover, both organizational politics and job stress hinder workers' performance.

Originality/value

The findings of the current research provide valuable insights into the management of firms about the destructive role of politics with a special focus on psychological and organizational stress, followed by job and contextual performance, particularly in the context of Pakistan. It also proposes strategies to counter this issue, improving worker's performance. Furthermore, the findings also suggest whether management or employees are more involved in organizational politics.

Details

Journal of Economic and Administrative Sciences, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1026-4116

Keywords

Article
Publication date: 6 May 2022

Patrícia Gomes and Sílvia M. Mendes

This paper investigates organizational performance effects by using performance management (PM) practices (both quality and internal managerial practices) and the…

Abstract

Purpose

This paper investigates organizational performance effects by using performance management (PM) practices (both quality and internal managerial practices) and the moderating effects of the organizational context (cultural aspects and government pressures) on this relationship.

Design/methodology/approach

Interrelationships are studied based on data collected by a unique survey administered to Portuguese government agencies. A combination of the economic theory (and the New Public Management [NPM] assumptions) with the institutional theory (inspired by the old institutional economy [OIE] and the new institutional sociology [NIS]) provides a plausibly adequate theoretical framework.

Findings

These support the hypothesis about the positive effects of PM practices use (both internal and quality-oriented practices) on organizational performance which validates economic and NPM assumptions. The regression results also show that performance would improve if PM practices were aligned with the organizational culture (at least partially). Looking at the moderating effects, the study finds that agencies more oriented to the use of internal management practices aligned with a citizen-centred approach would have improvements in internal performance, reinforcing OIE assumptions. In addition, findings confirm expectations about the insignificant impact on performance when agencies use PM practices under great government pressures (NIS in the isomorphism perspective).

Research limitations/implications

The limitations appointed in the literature regarding the use of the survey method also apply to this study.

Originality/value

This paper innovates by the research on the interrelationships between the organizational context, the use of PM practices and the organizational performance. The use of different theories in a complementary way (economic and institutional theories) in the explanation of performance consequences provides new insights into the body of performance management in the public sector.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

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