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This study aims to (1) validate the efficacy of contractual and relational governance in enhancing operational performance and (2) explore the influence of product complexity on the effectiveness of these governance mechanisms, thereby determining the optimal approach for varying levels of product complexity.

By utilizing a comprehensive theoretical framework encompassing transaction cost economics, social exchange theory and contingency theory, this research explores the intricate interplay between governance mechanisms, product complexity and operational performance, drawing insights from a dataset comprising 246 responses within Mainland China’s manufacturing sector. To rigorously test the proposed hypotheses, this study employed a hierarchical regression analysis.

The findings of this study are summarized as follows: (1) while both contractual governance and relational governance have a significant impact on operational performance, relational governance is found to be more effective than contractual governance in enhancing operational performance; and (2) the moderation effect of product complexity is evident, as it weakens the impact of contractual governance while simultaneously enhancing the positive influence of relational governance on operational performance.

The study uncovers a moderation effect of product complexity on the relationship between governance mechanisms and operational performance. This finding adds an original contribution to the literature by highlighting how product complexity can interact with governance strategies, providing practical insights for industries dealing with varying levels of product complexity.

This study aims to investigate the factors influencing the adoption of data analytics in performance management. By examining the role of organizational and environmental contexts, this study contributes to the existing literature by proposing a novel and detailed technology-organization-environment (TOE) model for the complex interplay between firm characteristics and the adoption of data analytics. The results offer valuable insights and practical implications for organizations seeking to leverage data analytics for effective performance management.

The research draws upon a data set encompassing over 21,869 companies operating across all European Union member states. A multilevel logistic regression model was developed to evaluate the influence of organizational and environmental factors on the likelihood of adopting performance analytics in organizations.

The findings indicate that the lack of awareness of the benefits of data analytics and its practical application to address specific business challenges is a significant barrier to its adoption. Organizational contexts, such as variable-pay systems, employee training, hierarchical structures and frequency of monetary rewards, also influence the adoption of data analytics.

The study informs managers about the strategic role of data analytics capabilities in performance management for improved business intelligence and driving data culture.

The study helps managers understand the strategic role of data analytics capabilities in performance management, leading to improved business intelligence and fostering a data-driven culture in five key areas: structural alignment, strategic decision-making, resource allocation, performance improvement and change management.

The study advances the TOE theory, making it a more detailed and complete framework, particularly applicable to the adoption of performance analytics. It identifies the main factors of adoption that play a crucial role in this process.

Lean implementation has become popular over the past three decades in the industry and is becoming more prevalent in, service organizations. The objective of this study is to evaluate the impact of social and technical Lean practices on sustainable performance (i.e. economic, environmental and social) in service organizations.

The methodology includes the analysis of global results obtained from 139 managers from the service sector.

The results demonstrate that Lean practices have a positive effect on the three perspectives of sustainable performance, regardless of the company size and duration of Lean implementation. Furthermore, both social and technical Lean practices have a similar impact on environmental and economic performance, but their impact on social performance differs, since social Lean practices have a stronger impact on social performance.

This study has a significant contribution to Lean practitioners in service sectors, as it demonstrates that efforts to apply Lean practices can benefit economic results as well as environmental and social performance.

Majority of existing studies focused on the isolated impact of Lean on one of the triple bottom line performance aspects and with a scarcity of studies within the context of services. The intersection of these three strategic areas – Lean, sustainability and services – has not been extensively addressed. There is also a lack of studies that observe sustainability in environmental, social and economic performance, mainly in the service sector.