Blowing in the wind: a study for Granger causality between managerial strategy and organizational performance

Cheon, Ohbet; An, Seung‐Ho

doi:10.1080/14719037.2016.1200120

Cited by 15 publications

(9 citation statements)

References 54 publications

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“…The concept that tenure improves performance might prove useful for the county and state governments charged with public nursing home oversight, nursing homes’ boards of directors, and particularly state licensing boards. This finding also aligns with other studies in public management literature in the context of public education (Cheon & An, 2017; Juenke, 2005) and local property assessors (Propheter, 2016).…”

Section: Resultssupporting

confidence: 91%

Learning on the Job: The Impact of Job Tenure and Management Strategies on Nursing Home Performance

Amirkhanyan

Hawks

et al. 2019

Administration & Society

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This study investigates linear and nonlinear effects of job tenure on organizational performance and explores how administrators’ job tenure can moderate the relationship between three key managerial strategies—innovative management, participatory management, and external management—and performance. Using archival performance indicators available from the Centers for Medicare and Medicaid Services in combination with a recent survey of nursing home administrators, we find that job tenure has a linear and nonlinear relationship with two different performance dimensions, respectively. Also, more experienced managers are better able to manage external environments and share power internally to achieve better outcomes.

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Section: Resultssupporting

confidence: 91%

Learning on the Job: The Impact of Job Tenure and Management Strategies on Nursing Home Performance

Amirkhanyan

Hawks

et al. 2019

Administration & Society

Self Cite

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“…Based on the above arguments, and leaving hypothesizing of the past poor performance mechanism for other studies (Cheon & An, 2017), we have two further hypotheses:…”

Section: Urgency and Structural Alignmentmentioning

confidence: 99%

Alignment of strategy and structure in local government

Jacobsen

Johnsen

2020

Public Money & Management

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Strategic positioning and structural alignment in the public sector is a neglected area of research. This paper analyses the strategic positions of prospectors, defenders and reactors and structural alignment in Norwegian municipalities. Top managers responding to a survey perceived that the municipalities did align their organizational structures to the strategic positions for prospectors and defenders, but not for reactors, as hypothesized, but these relationships were modest. The top managers often found it difficult to provide consistent responses on their organizations' choices of strategic positions. IMPACT The authors show that many Norwegian municipalities have minimal alignment of their organizational structures and strategies. A modest alignment of structure to strategy may explain the seemingly low impact of strategic planning found in many studies, as changes in strategies have to be followed up with structural changes in order to be implemented effectively. In addition, the paper strongly indicates that strategy practitioners in top municipal management levels find it difficult to define their organization's choice of strategic position. Thus it is highly probable that policy-makers and strategy practitioners will see a higher impact of strategic planning if they define their organization's choice of strategic positions better and actually align the organizational structures more with these strategic positions.

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“…Within the space of policy directives, managers also adapt their organizations strategically to environmental conditions to improve performance (Haleblian and Finkelstein 1993). While the direct causal relationship between strategic management and performance is still being hashed out (Cheon and An 2017), the prevailing assumption is that strategic management represents efforts to better adapt organizations to their environments, enhance functional integration, and improve long-run performance (Poister and Streib 1999). In other words, strategic management moderates the influence of the environment on the conversion of policy directives into organizational performance (Boyne and Walker 2010).…”

Section: Organizational Contexts and Strategic Alignmentmentioning

confidence: 99%

Context matters: A Bayesian analysis of how organizational environments shape the strategic management of sustainable development

Deslatte

Swann

2017

Public Administration

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Public administration scholars have argued the need for a ‘general theory’ linking strategic management to the context in which public organizations operate. Understanding the interplay between organizational contexts and strategic management responses to urban sprawl and greenhouse gas (GHG) emissions remains an underexplored avenue for empirical advancement of this goal. Using 2015 survey data, we employ a novel Bayesian item response theory (IRT) approach to test how land use policy comprehensiveness, organizational capacities, leadership turnover, and environmental complexities affect the strategic management of smart growth policy in local governments. We find that public organizations harness political, administrative, and community capacities in varied combinations to better achieve their policy objectives, but these influences may not be complementary. Also, policy comprehensiveness generally relates to more strategic activity, while municipal executive turnover offers opportunities and threats to some smart growth strategies. Implications of this research are discussed.

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Blowing in the wind: a study for Granger causality between managerial strategy and organizational performance

Cited by 15 publications

References 54 publications

Learning on the Job: The Impact of Job Tenure and Management Strategies on Nursing Home Performance

Learning on the Job: The Impact of Job Tenure and Management Strategies on Nursing Home Performance

Alignment of strategy and structure in local government

Context matters: A Bayesian analysis of how organizational environments shape the strategic management of sustainable development

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