A Model of Corporate Performance as a Function of Environmental, Organizational, and Leadership Influences

Weiner, Nan; Mahoney, Thomas A.

doi:10.5465/255568

Cited by 91 publications

(110 citation statements)

References 11 publications

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“…We can demonstrate here the study drove in 1981 by Weiner and Mahoney (1981) who considered the power in 193 storing up affiliations. According to this study, management improves altogether influence two OP portions: profit and share cost.…”

Section: Leadership and Kmmentioning

confidence: 99%

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Role of knowledge management in achieving organizational performance: Proposed framework through literature survey

Jamil¹

2017

Pressacademia

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Purpose-Keeping in view the increasing demand of knowledge management, Researchers has recognized the need for structures for appraising the influence of knowledge management (KM) on organizational performance (OP). Despite of the wide performances of KM, at present there is no uniform structure for evaluating the OP. The basic intent of this study / research is to plan the appropriate methodologies to evaluate the impact of KM to enhance OP. Methodology-At the end of this paper, the author proposes a theoretical model based on comprehensive and inclusive researches in the extent of KM and OP. Findings-Through a wide-ranging organization of KM practices, the probable model discovers the influence of each KM practice on enlightening the level of OP. Conclusion-The suggested model can play an important part in the management of the processes of KM execution in order to explore as it affects on OP.

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Section: Leadership and Kmmentioning

confidence: 99%

“…B., and Wang, W. (2013).The impact of Leadership on OP is possibly the extremely important. Weiner and Mahoney (1981) studied the leadership in one hundred and ninety three industrial firms. As per this research, managerial practices have substantial influence on OP.…”

Section: Knowledge Management Cyclementioning

confidence: 99%

Role of knowledge management in achieving organizational performance: Proposed framework through literature survey

Jamil¹

2017

Pressacademia

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“…The underlying argumentation here is that every single performance measure has its own flaws. By combining multiple measures, it is possible to compensate for these flaws (Weiner & Mahoney, 1981). In addition, Jusoh, Ibrahim, and Zainuddin (2008) find that the use of both financial and non-financial performance measures lead to better performance.…”

Section: H2: Companies Tend To Use Lower Target Levels For Their Exementioning

confidence: 99%

The impact of voluntary management earnings forecasts on executive compensation contracts

Venmans¹

2016

MARBLE

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This study attempts to find a relationship between management earnings forecasts and executive compensation contracts. It focuses on three different elements of management earnings forecasts, namely: the type of forecast, the actual expectation of the forecast and the forecasting frequency. The three relations are analysed through both logistic and linear regressions using a sample of 90 U.S. listed companies between 2006 and 2012. From the analysis, three conclusions can be drawn. First, companies do not always align the measures of their forecasts with the compensation measures used in executive compensation contracts. Second, the target levels used in management earnings forecasts and compensation contracts sometimes differ significantly, depending on the type of measure. Finally, the forecasting frequency of a company does not influence the type of compensation measures used. In general, it appears that earnings forecasts hold some relation to executive compensation contracts. Future research can further investigate this relationship, for example by focusing on the causes of the results or through replicating the analysis.

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“…They argue that top management successions can reduce conflict and provide a conduit for external information, which enables an organization to become better attuned to environmental demands (Guest, 1962;Helmich, 1974;Pfeffer & Salancik, 1977, 1978Virany, Tushman, & Romanelli, 1992) or to signal its intentions to change (Reinganum, 1985). Some of the studies have even shown that up to 40% of the variance of organizational performance can be explained by such leader changes (Day & Lord, 1988;Pfeffer & DavisBlake, 1986;Weiner & Mahoney, 1981).…”

Section: State Of Prior Researchmentioning

confidence: 99%

The Performance Consequences of Top Management Successions

Lin¹,

Li²

2004

Group & Organization Management

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As an exploratory step toward integrating differing views in the field of top management succession, this study takes an open system's perspective and examines the effect of top management succession on organizational performance, in particular decision-making accuracy, under conditions where various organizational and environmental factors can interact. Through a formal computer simulation model that captures the basic behaviors of human decision making and the fundamental characteristics of organizational and environmental settings, the results show that whether top management successions may affect organizational performance, and if so, how organizational performance may be affected, depends on such contextual variables as industry environment, organizational structure, succession type, and organizational age. This study has also demonstrated the importance of moving toward a more systematic and precise contingency approach and the power of computer modeling in understanding the multilevel process of top management succession in complex and dynamic organizations.

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A Model of Corporate Performance as a Function of Environmental, Organizational, and Leadership Influences

Cited by 91 publications

References 11 publications

Role of knowledge management in achieving organizational performance: Proposed framework through literature survey

Role of knowledge management in achieving organizational performance: Proposed framework through literature survey

The impact of voluntary management earnings forecasts on executive compensation contracts

The Performance Consequences of Top Management Successions

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