Measuring organizational performance in the absence of objective measures: The case of the privately‐held firm and conglomerate business unit

Dess, Gregory G.; Robinson, Richard B.

doi:10.1002/smj.4250050306

Cited by 2,565 publications

(1,653 citation statements)

References 13 publications

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“…In line with the literature, which shows a high correlation and concurrent validity between objective and subjective data on performance (Dess and Robinson 1984;Venkatraman and Ramanujam 1986), the respondents' perceptions of five items related to both financial and non-financial performance were collected (see Table 6 in the Appendix). The respondents were thus asked to rate their performance over the last 3 years on each criterion compared with their objectives.…”

Section: Sme Performancementioning

confidence: 99%

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

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Many scholars have investigated the direct impact of entrepreneurial orientation (EO) on performance, but this direct association seems both spurious and ambiguous because many parameters may have an indirect influence on this relationship. The present study thus considers sustainable practices-environmental practices, social practices in the workplace (SPW), and social practices in the community (SPC)-as three probable mediators in the relationship between EO and performance, which is considered in terms of its financial and non-financial dimensions. We seek to show to what extent small-and medium-sized enterprises' (SMEs) sustainable practices are useful assets, which are supported by EO, to improve performance. Using a structural equation modeling approach, data collected from 406 French SMEs were tested against the model. Our findings reveal that EO has a positive impact on the implementation of sustainable practices and that SPW partially mediate the link between EO and performance. Taken together, these findings suggest that EO plays a role in indirectly promoting performance by enhancing certain human resource management practices.

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Section: Sme Performancementioning

confidence: 99%

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

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“…Subjective self-reporting was employed because of the expectation (and experience) that firms are unwilling to disclose full data (Leonidou et al 2002;Singh and Mahmood 2014) and because of a proven correlation between subjective and objective measures (Akyol and Akehurst 2003;Dess and Robinson 1984;Matanda and Freeman 2009;Stoian et al 2011).…”

Section: Questionnaire Surveymentioning

confidence: 99%

Relationship Between Inflation and Real Economic Growth in Rwanda

Nkikabahizi

Ndagijimana

Musabanganji

2017

Frontiers in African Business Research

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“…Environmental dynamism refers to the amount of change and the level of predictability of change in the external environment of a company (Dess & Robinson, 1984). Highly dynamic environments may be characterized, for example, by fluctuation in customer preferences, short product life cycles, and constant change of production methods (Jansen, Van Den Bosch, & Volberda, 2006).…”

Section: The Moderating Role Of Environmental Dynamismmentioning

confidence: 99%

It matters how old you feel: Antecedents and performance consequences of average relative subjective age in organizations.

Kunze¹,

Raes²,

Bruch³

2015

Journal of Applied Psychology

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This article extends the conceptual knowledge of average relative subjective age in organizations by exploring organizational-level antecedents and consequences of employees, on average, feeling younger than their chronological age. We draw from the theories of selection-optimization-compensation and socioemotional selectivity to build a theoretical framework for relative subjective age in organizations. We hypothesize that companies in which employees, on average, perceive themselves to be younger than they actually are have a higher average individual goal accomplishment and, in turn, experience higher company performance. We further hypothesize that employees' average experience of high work-related meaning relates to a lower subjective age in organizations. In addition, we assess the role of environmental dynamism and age-inclusive human resource management as moderators in this theoretical model. Through empirically testing this model in a multisource dataset, including 107 companies with 15,164 participating employees, we received support for the hypothesized relationships. Our results contribute to current debates in the scientific literature on age and have important practical implications in light of the demographic changes faced by many companies. This research indicates to both researchers and practitioners that it is not employees' chronological age but their subjective age, a factor that can be influenced, which drives organizational performance outcomes.

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Measuring organizational performance in the absence of objective measures: The case of the privately‐held firm and conglomerate business unit

Cited by 2,565 publications

References 13 publications

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

Relationship Between Inflation and Real Economic Growth in Rwanda

It matters how old you feel: Antecedents and performance consequences of average relative subjective age in organizations.

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