Measuring Organizational Performance as a Dependent Variable: Towards Methodological Best Practice

Richard, Pierre J.; Devinney, Timothy M.; Yip, George S.; Johnson, Gerry

doi:10.2139/ssrn.814285

Cited by 62 publications

(59 citation statements)

References 89 publications

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“…Researchers have always looked at organizational performance as the ultimate dependent variable concerned with almost every area in management. This is because organizational performance allows researchers to evaluate organizations, their actions, and environments and compare them to those of their rivals (Richard et al, 2006;.…”

Section: Organizational Performancementioning

confidence: 99%

The Impact of Transformational Leadership on Organizational Performance via the Mediating Role of Corporate Social Responsibility: A Structural Equation Modeling Approach

Alrowwad¹,

Obeidat²,

Tarhini³

et al. 2016

IBR

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This study aims to examine the associated relationships between transformational leadership, corporate social responsibility, and organizational performance. A total of 217 questionnaires were gathered from employees operating the various pharmaceutical companies in Jordan and then were analysed using structural equation modelling (SEM). The results of the data were threefold. First, transformational leadership did not have a positive influence on organizational performance. Second, transformational leadership did have a positive influence on corporate social responsibility. Third, corporate social responsibility did have a positive influence on organizational performance. These findings may aid future researchers in their quest in understanding the inherent relationships that lie between the variables in question and may provide a platform for managers in their efforts to improve organizational performance.

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Section: Organizational Performancementioning

confidence: 99%

The Impact of Transformational Leadership on Organizational Performance via the Mediating Role of Corporate Social Responsibility: A Structural Equation Modeling Approach

Alrowwad¹,

Obeidat²,

Tarhini³

et al. 2016

IBR

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show abstract

“…Human capital is the knowledge, skills and abilities residing with and utilised by individuals (Schultz, 1961 This encompasses specific areas of firm's outcomes: (a) financial (profits, return on assets, return on investments); (b) market performance (sales, market share); and (c) shareholder return (total shareholder return, economic value added), (Richard, et al 2008). …”

Section: Human Resource/human Capitalmentioning

confidence: 99%

“…According to Richard et al (2008), firms' performance encompasses these specific areas of firm's outcomes: (a) financial (profits, return on assets, return on investments); (b) market performance (sales, market share); and (c) shareholder return (total shareholder return, economic value added). Firms' performance is the ultimate dependent variable of interest for those concerned with just about any area of management: accounting is concerned with measuring performance; marketing with customer satisfaction and market share; operations management with productivity and cost of operations, organizational behaviour with employee satisfaction and structural efficiency; and finance with capital market response to all the above.…”

Section: Concept Of Performance In Industrymentioning

confidence: 99%

“…Performance is so common in organizational research that it is rarely explicitly considered or justified; instead it is treated as a seemingly unquestionable assumption (Devinney et al, 2008).The multi-dimensionality of performance covers the many ways in which organizations can be successful; the domain of which is arguably as large as the many ways in which organizations operate and interact with their environment.…”

Section: Concept Of Performance In Industrymentioning

confidence: 99%

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Human resource development as a correlate of performance of the banking industry in Ogun State, Nigeria

Sowunmi¹,

Eleyowo²,

Salako³

et al. 2015

J. Econ. Int. Finance

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The study examined human resource development as a correlate of performance of the banking industry in Ogun State. Primary and secondary data were used in the study. Primary data were collected from the sampled commercial banks' staff in Abeokuta metropolis while secondary data were sourced from published 2012 and 2013 Financial Statements of commercial banks. Data were analysed using Ordinary Least Squares and chi-square analyses. The study revealed significant positive relationship between expenditure on human development and each of the financial performance indicators. More than 50% of the total variation in each of the financial performance indicators except retained earnings (49%) was explained by human capital expenditure. The study also showed that training programmes have positive effect on the performance of commercial bank staff. The study posited that the new generation banks spent more on human resource development compared to old generation banks. The number of staff trainings and duration of trainings were low and most trainings were in-house. The need for management of commercial banks to encourage staff training in order to enhance their financial performance as well as the performance of employee is recommended. Old generation banks are advised to increase their annual budget on staff training.

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“…Por fim, a definição dos indicadores a serem utilizados para operacionalização do construto "Desempenho Organizacional Plural" foi realizada com base na recente revisão da literatura correlata, realizada por Richard et al (2008). Nesse trabalho são apontados indicadores relativos à chamada "efetividade organizacional", a qual abrange aspectos que transcendem a dimensão econômico-financeira, tais como reputação organizacional e inovação ( GULATI & SYTCH, 2007).…”

Section: Referêncial Teórico: Estratégias Configuracionaisunclassified

Componentes Estruturais e Conjuntos Parcimoniosos na Explicação do Desempenho Organizacional: Um Estudo nos Setores da Indústria e Serviço

Gonçalves¹,

Ferreira²,

Filho³

et al. 2013

RIAE

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Measuring Organizational Performance as a Dependent Variable: Towards Methodological Best Practice

Cited by 62 publications

References 89 publications

The Impact of Transformational Leadership on Organizational Performance via the Mediating Role of Corporate Social Responsibility: A Structural Equation Modeling Approach

The Impact of Transformational Leadership on Organizational Performance via the Mediating Role of Corporate Social Responsibility: A Structural Equation Modeling Approach

Human resource development as a correlate of performance of the banking industry in Ogun State, Nigeria

Componentes Estruturais e Conjuntos Parcimoniosos na Explicação do Desempenho Organizacional: Um Estudo nos Setores da Indústria e Serviço

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