Measuring Organizational Performance: A Case for Subjective Measures

Singh, Satwinder; Darwish, Tamer K.; Potočnik, Kristina

doi:10.1111/1467-8551.12126

Cited by 270 publications

(235 citation statements)

References 67 publications

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“…Finally, all variables used in this study are subjective; however, business scholars have consistently found that such measures lead to results that are not significantly different from those relying on so-called objective variables, as can be seen for instance in Dawes (1999), Wall et al (2004), Singh et al (2016), and Vij and Bedi (2016).…”

Section: Limitations and Future Researchmentioning

confidence: 82%

Game-changers: dynamic capabilities’ influence on service ecosystems

Nenonen

Gummerus

Sklyar

2018

JOSM

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Purpose -Service-dominant logic acknowledges that actors can influence how service ecosystems evolve through institutional work, but empirical research is only nascent. This paper advances understanding of ecosystem change by proposing that dynamic capabilities are a special type of operant resources enabling actors to conduct institutional work. Consequently, the purpose of this paper is to explore which dynamic capabilities are associated with proactively influencing service ecosystems.Design/methodology/approach -Drawing on service-dominant logic, institutional work, and dynamic capabilities, this exploratory study assumes an actor-centric perspective and proposes a conceptual model with a hierarchy of dynamic capabilities as the antecedents for successfully influencing service ecosystems. The research model was tested with survey data using PLS- SEM.Findings -Among the dynamic capabilities studied, 'visioning' and 'influencing explicit institutions' directly affect 'success in influencing service ecosystems', whereas 'timing' does so indirectly through 'influencing explicit institutions'. The other dynamic capabilities studied have no significant effect on 'success in influencing service ecosystems'. 'Success in influencing service ecosystems' positively affects the 'increased service ecosystem size and efficiency'.Practical implications -In addition to reactively positioning and competing at the marketplace, firms can choose to proactively influence their service ecosystems' size and efficiency. Firms aiming to influence service ecosystems should particularly develop dynamic capabilities related to visioning, timing, and influencing explicit institutions.Originality/value -This research is the first service-dominant logic investigation of the linkage between the actors' dynamic capabilities and their ability to influence service ecosystems.

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Section: Limitations and Future Researchmentioning

confidence: 82%

Game-changers: dynamic capabilities’ influence on service ecosystems

Nenonen

Gummerus

Sklyar

2018

JOSM

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“…Second, subjective performance ratings make it possible to rely on SMEs as a research context in which objective performance data are often not publicly reported. Third, subjective ratings allow for comparable performance assessments in multi‐industry samples like ours where objective performance indicators may not be directly comparable between companies (Singh, Darwish, & Potočnik, ). Fourth, in order to further validate our subjective performance measure, we collected publicly available performance data for as many of the SMEs in our sample as possible.…”

Section: Methodsmentioning

confidence: 99%

Beyond the mean: Understanding firm‐level consequences of variability in diversity climate perceptions

2019

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Summary We develop and test an organizational‐level model of the consequences of diversity climate for company performance. Drawing from affective events theory and the organizational climate literature, we highlight the role of idiosyncrasies in employees' diversity climate perceptions. Specifically, we consider diversity climate strength (i.e., agreement in employees' climate perceptions) as a boundary condition of diversity climate's organizational‐level effects and expect high climate strength to be particularly beneficial in demographically diverse organizations. Moreover, we introduce collective positive affect as an underlying mechanism of diversity climate's conditional effects on company performance. Hypotheses are tested in a study of 82 German small‐and‐medium‐sized companies with 13,695 surveyed employees. Results show a moderated mediation relationship where diversity climate is only positively related to organizational performance (via collective positive affect) at relatively high diversity climate strength. Although this finding holds for both demographically diverse and homogeneous organizations, post hoc analyses provide initial evidence that a strong climate only helps to realize the effects of diversity climate on collective positive affect when members of age‐ and gender‐related demographic subgroups converge in their climate perceptions. Our study contributes to a better understanding of diversity climate as an effective lever for managing diversity.

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“…Singh, Darwish and Potočnik (2016) found that on the basis of evidence from four countries, managerially reported data seemed to be generally an accurate representation of how firms were doing. With survey data, there is also the perpetual bugbear of possible common method variance bias; we would argue that testing for this is a better path to simply rejecting work that carries a whiff of it; however, this view is not shared by a significant proportion of reviewers.…”

Section: Insert Table 3 About Herementioning

confidence: 99%

What do we know about cross-country comparative studies in HRM? A critical review of literature in the period of 2000-2014

Cooke

Veen

Wood

2016

The International Journal of Human Resource Management

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Significant progress has been made in the research on variations in human resource management (HRM) across national boundaries, in both the quantity of studies and theoretical advancements since the mid-1980s. The aim of this paper is to provide a systematic review of existing literature on cross-country comparative studies of HRM as an important strand of the international HRM field in order to shed new light on dominant key concerns and themes, and emerging syntheses. More specifically, we conducted a systematic review of cross-country comparative HRM studies published in academic journals in the English language in the 15-year period of 2000-2014. Our paper charted the development of cross-country comparative studies of HRM as a sub-field of HRM research. Our analysis of 125 articles from 30 business and management journals shows the countries/regions that have been studied, topics, and research methods used. We also highlight a number of research avenues for further study in this field. Although there are a number of distinct strands to the literature, our study concludes that there is an emerging common ground in underlying concerns and theoretical assumptions both within the field, and with other areas of management inquiry.

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Measuring Organizational Performance: A Case for Subjective Measures

Cited by 270 publications

References 67 publications

Game-changers: dynamic capabilities’ influence on service ecosystems

Game-changers: dynamic capabilities’ influence on service ecosystems

Beyond the mean: Understanding firm‐level consequences of variability in diversity climate perceptions

What do we know about cross-country comparative studies in HRM? A critical review of literature in the period of 2000-2014

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