A Causal Model of Organizational Performance and Change

Abstract

To provide a model of organizational performance and change, at least two lines of theorizing need to be explored-organizationalfunctioning and organizational change. The authors go beyond description and suggest causal linkages that hypothesize how performance is affected and how effective change occurs. Change is depicted in terms of both process and content, with particular emphasis on transformational as compared with transactional factors. Transformational change occurs as a response to the external environment and directly affects organizational mission and strategy, the organization 's leadership, and culture. In turn, the transactionalfactors are affected-structure, systems, management practices, and climate. These transformational and transactional factors together affect motivation, which, in turn, affects performance. In support of the model's potential validity, theory and research as well as practice are cited.

Exploring inertia in a typical state organisation

“…What appears to be different from Kinnear and Roodt's (1998) findings, is that leadership and organisational culture (labelled as "transformational variables" by Burke and Litwin, 1992), are more prominent in this study. The latter's prominence supports Maurer's (1996) argument explaining that change in organisations should be initiated by management/leadership as the driving force.…”

“…The data summarised in tables 6 and 8 confirm that the respondents were not satisfied with dimensions like leadership and organisational culture which represent the transformational variables as conceptualised by Burke and Litwin (1992). A similar argument can be raised in terms of management practices, organisational systems and work unit climate which represent the transactional variables conceptualised by the same authors.…”

“…An example of a multiple systems flow is depicted in figure 1 as postulated by the Burke and Litwin (1992) model of Organisational Performance and Change. Concerning the business processes, the figure is self explanatory.…”

Why Elephants Gallop: Assessing and Predicting Organizational Performance in Federal Agencies

“…They also report finding these variables in clusters in high-performing organizations (for example, see Kalleberg and Moody 1994). However, there is some disagreement about the ordering of these variables and their causal paths (for different specifications, see Rainey and Steinbauer 1999;Burke and Litwin 1992;Barksdale 1994;Subramanian and Nilakanta 1996;Oskarsson 1984;Kalleberg and Moody 1994;Terpstra and Rozell 1993;Waclawski 1996;Fisher 1997;and Dobni 19%). Because of these fundamental disagreements in the literature, and because the data used in this study are cross sectional, only direct relationships between the independent variables listed above and the dependent variable-organizational performance-will be estimated.…”

Innowacyjność w podmiotach ekonomii społecznej w Polsce. Studium jakościowe

“…Prowadzi to do konkluzji, że kluczową kompetencją organizacji wzmacniającej swoją innowacyjność jest klimat innowacyjny, stwarzający warunki, w których pracownicy chcą i angażują się w takie działania [Burke, Litwin, 1992;Woodman, Sawyer, Griffin, 1993;Ekvall, 1996;Naranjo-Valencia et al, 2011;Wolf, Kaudela-Baum, Meissner, 2012]. Innowacje tworzone są przez ludzi, a proces ich tworzenia jest uwarunkowany interakcjami i procesami społecznymi zachodzącymi w zespołach pracowniczych [Agrell, Gustafson, 1996;Van Offenbeek, Koopman, 1996;Drach-Zahavy, Somech, 2013].…”