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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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1173

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

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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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6094

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

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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

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5774

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

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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…

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3203

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

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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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1697

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

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Article
Publication date: 18 October 2021

Nur Shahira Shahul Hameed, Yashar Salamzadeh, Noor Fareen Abdul Rahim and Aidin Salamzadeh

This paper aims to investigate the impact of business process reengineering on organizational performance in the Malaysian electronics manufacturing industry during the…

Abstract

Purpose

This paper aims to investigate the impact of business process reengineering on organizational performance in the Malaysian electronics manufacturing industry during the coronavirus pandemic. It also studied the moderating effect of strategic thinking on the relationship between these two concepts.

Design/methodology/approach

Data of 103 samples are obtained from a survey of the electronics manufacturing companies listed in the Federation of Malaysia Manufacturers’ directory. Data is analysed using partial least squares structural equation modelling.

Findings

The results show that business process reengineering dimensions, i.e. top management commitment, organizational readiness for change, information technology capabilities and people management have significant positive impacts on organizational performance; whereas organizational structure and other abovementioned dimensions were found to have a much stronger impact on organizational performance whilst strategic thinking exists in the organization.

Practical implications

As the studied firms have been affected by the pandemic, the results will be useful for managers of the firms in the Malaysian electronics manufacturing industry by highlighting the dimensions of business process reengineering that can have a positive and significant impact on the organizational performance and by advising them to incorporate strategic thinking.

Originality/value

The results extend the literature on business process reengineering dimensions, which impact organizational performance by empirically testing the relationship of those dimensions on the performance, with strategic thinking as a moderating variable in Malaysian electronics manufacturing companies. From the knowledge, studying strategic thinking as a moderator in the relationship between business process reengineering and organizational performance in electronics manufacturing companies in Malaysia is unique, especially during a global crisis, i.e. the pandemic.

Details

foresight, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-6689

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Article
Publication date: 21 October 2021

Gullu Gencer, Hakan Atay, Arzu Gurdogan and Ulker Colakoglu

This study aims to measure the effect of organizational culture perceptions of hotel employees on their organizational silence behavior and job performance, as well as the…

Abstract

Purpose

This study aims to measure the effect of organizational culture perceptions of hotel employees on their organizational silence behavior and job performance, as well as the effect of their organizational silence behavior on their job performance.

Design/methodology/approach

A correlational survey model was used in this research and a questionnaire was distributed to collect the data from 389 sampled employees working in four- and five-star hotels in the Kusadasi region in Turkey.

Findings

It was found that organizational culture was not significantly related to organizational silence but that organizational culture and its dimensions were significantly related to job performance. It was also revealed that while organizational silence was not significantly related to job performance, its dimensions were significantly related to job performance.

Practical implications

The results of this study provide insight into organizational culture as an important factor in increasing job performance. The study also revealed how organizational silence behavior and its dimensions affect job performance. In this sense, accommodation establishments will be able to acquire new perspectives in terms of improving job performance.

Originality/value

This paper is deemed important, as it examined these three terms in one model in the field of tourism management. It is thought that it will contribute to the literature by closing the gap in the tourism literature while leading the way for future studies.

Details

Journal of Hospitality and Tourism Insights, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9792

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Article
Publication date: 9 September 2021

Adler Haymans Manurung and Randy Kurniawan

This study aims to examine the joint impact of networking capability and agile project management on organizational agility of telecommunication technology providers' in…

Abstract

Purpose

This study aims to examine the joint impact of networking capability and agile project management on organizational agility of telecommunication technology providers' in Indonesia. The study also examines the moderating role of market orientation as a predominant strategic orientation on the relationship between agile project management and organizational agility.

Design/methodology/approach

Research data were collected via a questionnaire survey from the executive management of telecommunication technology providers in Indonesia to obtain 150 valid questionnaires for analysis. This study analyzed the overall model fit and causal relationship using confirmatory factor analysis and structural equation modeling.

Findings

The results indicate that networking capability positively affects organizational agility. However, agile project management's significant effect on organizational agility occurs only when the relationship is moderated by market orientation. The results of the study also demonstrate that organizational agility positively affects organizational performance.

Research limitations/implications

This study is based on a cross-sectional nature and might fail to capture the studied variables' dynamic over an extended period.

Originality/value

The study enriches the previous literature in organizational agility by presenting the collective impact of networking capability and agile project management and the moderating role of market orientation. However, dissimilar with major prior studies, the results indicate that agile project management's direct effect on organizational agility is not significant. Agile project management needs to be moderated by market orientation to create exceptional customer values and overcome the competition for the organization to achieve organizational agility, responsiveness and adaptability to address customers' needs and requirements. Furthermore, the study's result corroborates the importance of organizational agility to achieve organizational performance in the highly dynamic telecommunication industry.

Details

International Journal of Managing Projects in Business, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 24 August 2021

Ilse Maria Beuren, Vanderlei dos Santos and Viviane Theiss

This paper aims to analyze the effects of organizational resilience on job satisfaction and business performance in companies that have undergone corporate reorganizations.

Abstract

Purpose

This paper aims to analyze the effects of organizational resilience on job satisfaction and business performance in companies that have undergone corporate reorganizations.

Design/methodology/approach

A survey was carried out on a sample of 102 executives and managers from Brazilian companies that underwent corporate reorganization. The structural equation modeling (SEM) technique was used to test the hypotheses.

Findings

The results indicate that organizational resilience influences business performance (in the dimensions of economy-financial, customers and processes/learning) and job satisfaction (in the dimensions of financial and personal benefits). However, the relations between job satisfaction and business performance were partial, indicating that satisfaction can affect performance through other variables.

Research limitations/implications

The main study implication lies on the empirical immersion regarding the effects of active organizational resilience on multi-faceted business performance, to the detriment of only the financial view and on job satisfaction.

Practical implications

The distinct effects of resilience on business performance and job satisfaction provide managers with insight into how to allocate resources, in order to benefit the interests of both employer and employee.

Originality/value

This is one of the first studies to provide empirical evidence of the effects of active organizational resilience on multi-dimensional business performance. The results provide new insights into this relationship and may clarify divergent results found in the literature. It also provides evidence of the effects of active organizational resilience on job satisfaction in companies that have undergone corporate reorganizations, events that are supposed to require resilient skills.

Details

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

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Article
Publication date: 16 August 2021

Amoako Kwarteng, Samuel Nana Yaw Simpson and Cletus Agyenim-Boateng

The study aims to examine the micro-level implications of implementing a circular economy (CE) business model on firms’ financial performance and the effect of…

Abstract

Purpose

The study aims to examine the micro-level implications of implementing a circular economy (CE) business model on firms’ financial performance and the effect of organizational culture in this context.

Design/methodology/approach

Using a survey method to obtain 617 usable questionnaires from diverse business sectors in Ghana, a largely unexplored region and relying on institutional and legitimacy theories.

Findings

The study shows that the implementation of CE policies, such as the reducing, reusing, recycling, recovery and restoration of resources used in manufacturing, distribution and consumption processes, contributes to improved financial efficiency. Furthermore, organizational culture moderates by way of strengthening the positive relationship between CE and business financial performance.

Originality/value

This study contributes to the literature on circularity and the broader discourse on ecological issues by arguing that institutional and legitimacy theories, which are both from the political economy theory, suggest that firms’ economic activities will be influenced by the political, social and institutional context. Therefore, the firm’s decision to embrace a different business model such as CE should be seen from the political environment involving rules and regulations, social dynamics both within and outside the organization and the institutional structures within which the firm operates. These mechanisms establish a business case for the implementation of CE initiatives and is guided by intent and specific goals. This motivates and encourages employees to be more involved in their duties and interactions leading to high levels of employee satisfaction, which improves productivity and profitability.

Details

Social Responsibility Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1747-1117

Keywords

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