Relevant bibliographies by topics / Organization performance

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Organization performance'

Author: Grafiati
Published: 4 June 2021
Last updated: 25 January 2023

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Journal articles on the topic "Organization performance"

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Agwu, Edwin M. "Impact of Stakeholders' Analysis on Organizational Performance." International Journal of Strategic Decision Sciences 10, no. 4 (October 2019): 64–80. http://dx.doi.org/10.4018/ijsds.2019100104.

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Businesses have grown to the realization that no individual sector can make a significant, sustainable difference alone. Also, several studies have indicated the extensive use of stakeholder analysis within most organizations to improve their businesses. However, this depends on how well organizations can align and fulfill the needs of most if not all stakeholder concerns. This paper is based on a comparative case study of two organizations in the Nigeria financial sector in relation to their stakeholder management practices. The aim is to study the impact of stakeholder analysis on the performance of these selected organizations. The stakeholders of each organization were identified based on their respective mission and vision statements, including their core values and how their stakeholder management practices have impacted on each of their financials and social performances were also examined. The study confirms the importance of stakeholder analysis in the improvement of organization performance and also asserts that the achievement of an organization's set objectives is dependent on how well the organization can represent the interest of its key stakeholders. It was thus concluded that if an organization can align and fulfill the needs of all its stakeholders successfully, its performance can be improved significantly. It is recommended that management of organizations should not only ensure that their business activities are committed to addressing their stakeholder concerns and needs effectively, but must also be committed to the long-term survival of the organizational goals.
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Kimberly, Jessica Fiona, Dimas Bagus Prakoso, and Tommy Christian Efrata. "PERAN INDIVIDUAL INNOVATION CAPABILITY, MOTIVASI INTRINSIK, DAN SELF-EFFICACY TERHADAP KINERJA INDIVIDU DALAM ORGANISASI MAHASISWA." Media Mahardhika 17, no. 2 (January 15, 2019): 231. http://dx.doi.org/10.29062/mahardika.v17i2.80.

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The successful accomplishment of organizational goals, targets, and work programs is closely related to the organization's human resources. Any evaluation regarding organizational performance is likely to involve the accomplishment of the organization's vision, mission, and work programs. Such evaluation is conducted by the human resources within the organization. Therefore, the purpose of this research is to determine the influence of individual innovation capability, intrinsic motivation, and self-efficacy on the student organizations' individual performance at Ciputra University. Proportional random sampling is used to select 265 respondents as research samples, while Multiple Linear Regression analysis is used to analyze the research data. The results of the hypothesis tests can be summarized as follows: (1) Individual Innovation Capability significantly influences Individual Performance; (2) Intrinsic Motivation significantly influences Individual Performance; and (3) Self-efficacy significantly influences Individual Performance. The findings of this research can be used as a reference for the organization to improve the individual performances in the future
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Aslami, Mohammad Salim, and Aakanksha Uppal. "The Effects of the Stakeholders Relationship Management on Organization Performance." Revista Gestão Inovação e Tecnologias 11, no. 4 (September 16, 2021): 5454–67. http://dx.doi.org/10.47059/revistageintec.v11i4.2572.

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Partner management, partner relationship management examines have a significant spot in writing. We looked for their effect on organization performance through the Employee and Social parts of Company Evaluation interceding factors. Laborers were chosen to accomplish the objectives of the examination. Employees hold and as they are the internal stakeholders. Thus, it becomes necessary to explore their effect in stakeholder relationship management on organizational efficiency, which is highly competitive. The staff was essential to cover the organization's accomplishments. If they functioned as a gathering, the impact might be exceptional. The organization's management would comprehend the workers' prerequisites and aspirations, and a management style of advanced organization systems was resolved. It was found from the investigation that inside partner relationship management framework is organizational performance. Via the eyes of European multinational organizations, the thesis examines the relationship between corporate social responsibility (CSR) and organizational success. Furthermore, the study investigates the role of corporate reputation as a moderator in the CSR-organizational performance linkages. The final data set included 340 responses from senior executives/managers at European multinational corporations.
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Nur L. Fikriah, Ikhsan Maksum, T. Hani Handoko,. "Group Cohesiveness on Performance: Mediating Effect of Collective Organization Citizenship Behavior." Jurnal Manajemen 24, no. 3 (October 1, 2020): 443. http://dx.doi.org/10.24912/jm.v24i3.678.

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Organizational Citizenship Behavior towards Organizations (OCBO) concerning the organization's benefits in general and Organizational Citizenship Behavior towards Individuals (OCBI) concerning specific benefits obtained by individuals in the organization and contributes to the organization. The research aims to examine the role of mediating the collective organizational citizenship behavior on the influence of group cohesiveness on group performance based on social exchange theory and social identity theory. The object of research is working groups on the creative industries in Yogyakarta. The study used field settings and cross-sectional study designs. Research respondents were 39 working groups consisting of 300 group members and using the regression analysis technique as a research hypothesis testing technique. The results showed that collective organizational citizenship behavior (OCBO and OCBI) partially mediated the effect of group cohesiveness on group performance.
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Koleci, Baki, and Redon Koleci. "PERFORMANCE MEASUREMENT SYSTEM OF THE RESOURCES IN REPUBLIC OF KOSOVO." Knowledge International Journal 32, no. 1 (July 26, 2019): 101–4. http://dx.doi.org/10.35120/kij3201101k.

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Professor Robert Kaplan of Harvard Business School and David Norton as the Balance Scorecard Collavorative founder and director of Palladium Group with joint research since 1990 and so far have come to the conclusion of how contemporary enterprises advertise in business, stressing that organizations have strategies to well formulated, but 7 out of 10 organizations are not successful in its realization. As a main cause have highlighted the lack of appropriate instrument for realization of the strategy. Their collaboration in the 1990 project "Measurement of performance of the organization" that involved 12 companies and has resulted in the creation of the BSC concept.The concept development is documented in the abovementioned four articles published at the Harvard Busniess Review, and then described in detail in Norton and Kaplan's The Balances Scorecard: Translating Strategy into Action. At first, this was a new system of performance measurement in organizations that took into account the organization's success from four specific perspectives (financial, consumer, internal processes, and learning and development).The BSC "Measuring Organizational Performance" combines measuring with the organization's strategic plan. The BSC concept of "Performance Measurement of the Organization" states that it is very important to select measurements based on strategic successes rather than to improve the existing performance prospects so that we need to focus on those work processes that need to be performed especially good to be the successful strategy.With the development of the BSC concept "Performance Measurement of the Organization" has come up the combination of financial and non-financial measurements that are created by the organization's strategy. The creators of the measurement measurement for the result of the organization should be in direct relation.Now the BSC "Measuring Organizational Performance" presents a widespread strategic management system, only in the profitable but also in the nonprofit sector of the public sector. Thanks to the perspectives, a framework for the BSC "Measurement of Organizational Performance" was created and for that organizations it was possible to measure how values are created for their customers, how to advance their own ability and invest in the employees, for systems and procedures to advance performance in the future. According to BSC authors, "Performance Measurement of the Organization" as an advanced performance measurement system has developed an inclusive management system, which for the first time enables us to summarize feedback on strategy implementation.
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Risdwiyanto, Andriya. "High-Performance Organization untuk Menghadapi Turbulensi Lingkungan Bisnis." Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship 7, no. 1 (December 31, 2017): 73. http://dx.doi.org/10.30588/jmp.v7i1.324.

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<p><span class="fontstyle0">Today’s businesses face unprecedented challenges. Leaders are confronted with increased competition, globalization, demand for growing social responsibilities, technological changes, and new strategic thinking. These need to be managed to build and sustain a </span><span class="fontstyle0">high-performance organization </span><span class="fontstyle2">(AMA, 2007). </span><span class="fontstyle0">The organizational environment is anything that is around an organization that has an influence, either directly or </span>indirectly on the process of organization operations. Every organization, either a profit organization and a non-profit organization, such as mass organizations, foundations, and others, want growth and sustainability in every activity. Organizational development does play an important role in helping organizations to transform themselves, through highly planned strategies and with predictions of problems that may be addressed through solutions. The organization will need more ability to react quickly and anticipate the various turbulences it faces appropriately. High-performance organization (HPO) is a solution to face increasingly unpredictable changes.</p>
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Yi-wei, Chu, and Ho Meng-chian. "Dynamics in Organization: Comparison Study of Learning Organization with Adaptive Organizations." Journal of Asian Multicultural Research for Social Sciences Study 2, no. 1 (February 2, 2021): 1–6. http://dx.doi.org/10.47616/jamrsss.v2i1.85.

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This article discusses the dynamics in organizations, specifically about the comparison of organizational learning with adaptive organizations. This study used a survey method by relying on observational reviews of Organizations X and Y. Data collection was carried out on all staff from 2 organizations totaling 100 people each, 50 respondents each. The results showed the level of activity in the use of Organizational Technology, especially during the COVID-19 era, the role of information technology was a challenge and an opportunity for organizational performance owners to adapt so that their organizational performance could remain productive and effective. The results showed that the dynamics of the organization require adaptive technology, information technology has an influence on organizational development. This condition requires organizations to continue to learn and provide training in accordance with the times, this is certainly relevant to the concept of learning organization with the impact that requires organizations to acquire and transfer organizational knowledge to individuals in the organization.
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Reza, Heru Kreshna, and Sukmo Hadi Nugroho. "PERFORMANCE MANAGEMENT AS A MEDIA OF CHANGE TOWARDS ORGANIZATION IMPROVEMENT." JOURNAL ASRO 11, no. 03 (September 28, 2020): 140. http://dx.doi.org/10.37875/asro.v11i03.346.

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Management in an organization is the main activity that differentiates an organization from other organizations in providing services to humans. The success of an organization in providing services to its customers can be observed through the performance produced by the organization. The performance of an organization can be seen as good results if managerial performance and organizational performance can be combined, combining these two performances requires the organization to face changes. Change can occur because of something that comes from within or from outside an organization. Change management is an important thing in an organization. Change occurs through revolution, reform, evolution, and innovation. Everyone is certainly different in responding to change. Some of the responses included rejecting, being ignorant, not ready, and ready. The difference in these responses makes each person get different choices from change. Keywords: Performance Management, Change Management, Organization
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Visser, Max. "Organizational learning capability and battlefield performance." International Journal of Organizational Analysis 24, no. 4 (September 5, 2016): 573–90. http://dx.doi.org/10.1108/ijoa-09-2014-0802.

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Purpose While intended as a bridge between the concepts of learning organization and organizational learning, current conceptualizations of organizational learning capability still predominantly lean toward the learning organization side, specifically directed at profit firms. The purpose of this paper is to propose a four-dimensional model of organization learning capability that leans more toward the organizational learning side, specifically directed at nonprofit and government organizations in general, and army organizations in particular. This model is applied to the British Army in the Second World War. Design/methodology/approach The paper entails a secondary analysis of historical and military sources and data. Findings It is found that the British Army possessed only a moderate learning capability, which can be plausibly, but not exclusively, related to differences in battlefield performance between the British and the German Army in the Second World War. Research limitations/implications The research scope of the paper is limited to the analysis of one particular army in the Second World War. Implications for theory reside in the importance of organizational learning capability and its dimensions to the effectiveness of “lessons learned” processes inside organizations. Practical implications The paper has clear practical implications for armies and organizations that resemble armies in one or more aspects, like prisons, correctional facilities, police forces, hospitals, mental institutions and fire departments. Originality/value The paper ranks among the first organizational papers to analyze army operations and functioning from the perspective of organizational learning capability.
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Allen, Tammy D., Mark Alan Smith, Fred A. Mael, Patrick Gavan O'Shea, and Lillian T. Eby. "Organization-Level Mentoring and Organizational Performance Within Substance Abuse Centers." Journal of Management 35, no. 5 (March 17, 2009): 1113–28. http://dx.doi.org/10.1177/0149206308329969.

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Individual benefits to those who have been mentored are well documented. The present study demonstrates that organization-level mentoring relates to overall organizational performance. In a study of 589 employees of 39 substance abuse treatment agencies, the authors found that agencies with a greater proportion of mentored employees also reported greater overall agency performance. Organization-level mentoring also related to organization-level job satisfaction, organization-level organizational citizenship behavior, and organization-level learning. Results provide justification for organizational investment of time and resources into efforts designed to facilitate mentoring, as well as support the notion that mentoring may provide a competitive advantage to organizations.
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Dissertations / Theses on the topic "Organization performance"

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Muda, Muhamad. "Environment, organization and bank performance." Thesis, University of Manchester, 1993. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.617790.

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Recent studies in other industries have emphasised the importance of the effects of the changing environment on firms performance. However. studies in banking either have not considered the importance of the underlying environmental conditions, or have assumed that the banks are operating within a predictable environment. The lack of evidence on the effects of the changes in the environment on bank performance has motivated us to undertake this research. Our objective is to examine the way banks cope with the changing environment and to identify strategies for coping with this turbulent environment. Organization theory suggests that firms develop and carry out strategies in order to mitigate the impact of the environment. However. rapid changes in the environment have caused the existing knowledge about the return generating process to become less effective. Furthermore. the complexity of the return generating process will make a clear strategic direction difficult to establish (Barney. 1986). Therefore in this study we focused our examination on the conditions of the environment. the management actions and the effects of the interrelationships between the environmental conditions and the management actions on the banks' profit rates in order to understand how organizations are coping with the changing environment. To guide us in our investigation, we asked the following question: are the variations in bank performance the result of the changing environment beyond the banks' control, or, are the variations in performance the result of a complex return generating process?
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Atkins, Lois Major. "Organization Features and School Performance." Diss., Virginia Tech, 2005. http://hdl.handle.net/10919/27796.

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The purpose of this study was to determine the odds of school organization features predicting schools meeting district or state performance goals. The school organization features were organizational complexity, shared decision making, and leadership behavior. The dependent variable was school performance, operationally defined as a principalâ s yes response or no response to the question, â did your school meet district or state performance goals.â The independent variables representing organizational complexity were school size, diversity of role, span of control. The independent variables representing shared decision making were curriculum influence, policy influence, and professional development influence. The leadership behavior feature was a composite variable. The percent of school lunch was the covariate, as determined by the percentage of students receiving free lunch and reduced price lunch. The sample for this study was taken from the 1999-2000 Schools and Staffing Surveys (SASS) Public-Use Data (NCES: 2004-372) collected by the National Center for Education Statistics (NCES). The sample consisted of 5,312 public schools and 5,312 public school principals. Data from the SASS Public School Questionnaire and the SASS Public School Principal Questionnaire were used for the data analysis. The methods of data analysis consisted of the identification of indicator variables from SASS, the development of scales, and the fitting of a parsimonious logistic regression model. A principal components analysis was used to extract patterns of association among the indicator variables, shared decision making and leadership behavior. The logistic regression analysis revealed that the best model for predicting the odds of whether schools would meet district or state performance goals consisted of the variables curriculum influence, policy influence, professional development influence, size, diversity of role, span of control, and the covariate, percent of free lunch. The significant variables were curriculum influence, policy influence, professional development influence, and span of control. The odds of school organization features predicting whether schools would meet performance goals was estimated to be .7243, which was less than one or less than chance. There were several limitations of this study that need to be considered when interpreting the results.
Ed. D.
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Karakurum, Muge. "The Effects Of Person-organization Fit On Employee Job Satisfaction, Performance And Organizational Commitment In A Turkish Public Organization." Master's thesis, METU, 2005. http://etd.lib.metu.edu.tr/upload/12606110/index.pdf.

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The notion of person-organization fit (P-O fit) is concerned with identifying the antecedents and consequences of compatibility between employees and the organizations in which they work, as part of interactional psychology. Literature on consequences of P-O fit has demonstrated significant relationships with various individual outcomes. The main purpose of the present study was to examine the effects of P-O fit operationalized as value congruence between the employee and the organization, on job satisfaction, organizational commitment and performance of employees working in a public organization at both individual-level and cross-level analysis by utilizing multiple measures of fit. The secondary purpose was to compare multiple measures of fit in terms of their power in predicting individual outcome variables and investigate the level of association between direct and indirect fit and whether direct fit contributed to prediction over and above indirect fit measures. One hundred and eighty employees of a public organization filled out the questionnaire. Cross-level analysis could not be performed because of inadequate level of agreement between respondents. Results revealed that both direct and indirect fit measures were significant predictors of individual outcome variables at individual-level analysis except for supervisor ratings of task performance and overall performance, which were solely predicted by direct fit. Direct fit was the most consistent and effective predictor of individual outcome variables and made a consistent unique contribution to prediction of outcome variables over and above indirect fit measures. The results and implications of the study were discussed and limitations of the study were addressed.
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Frayne, Diana. "Nonprofit leader perceptions of effective organizational performance measurement| A Q methodology study." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3648297.

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There is ample discourse regarding the need for changing nonprofit performance measurement, but there is little consensus within the field on how best to evaluate while maximizing performance, outcomes, and mission achievement. This Q methodology study documented the perceptions of 22 nonprofit leaders in the United States about effective performance measurement and the characteristics necessary to create an effective model to measure nonprofit performance. The study involved analyzing the nonprofit leaders’ responses to create three distinct views on effective organizational performance measurement called (a) Road Map, (b) Management Tool, and (c) Weakest Link. Despite differences in the viewpoints, three themes emerged as a starting point to inform the shift in measuring nonprofit effectiveness: (a) the need for larger performance management systems, (b) eliminating the unfunded mandate for performance measurement, and (c) the desire for organization-specific mission-based outcome measurement. Insights from the nonprofit leaders revealed the characteristics of a new system for generating meaningful nonprofit performance data. The implementation of these characteristics could strengthen performance management, promote organizational learning, and inspire collaborative partnerships with funders and beneficiaries. Nonprofit leaders must create a culture of performance management that facilitates performance measurement and performance improvements if they are to advance the mission of the organizations they lead.

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SHARFMAN, MARK PHILLIP. "ENVIRONMENTAL PRESSURE, ORGANIZATIONAL BUFFERS AND ORGANIZATIONAL PERFORMANCE: A STRUCTURAL EQUATIONS MODEL (SLACK)." Diss., The University of Arizona, 1985. http://hdl.handle.net/10150/188130.

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This dissertation addresses questions concerning slack's nature and its relationships with the environment and performance. The research investigates which view of slack (the operations or behavioral approach) best predicts performance. It examines the relationship of environment and slack using both interaction and mediation models. The PIMS database was used for 610 assembly manufacturing firms. The results support both the behavioral and the operations perspectives. This combined view suggests that slack capacity is optimized to improve sales while being minimized to improve profits. Excess inventory is minimized to improve sales but optimized to improve average ROS. In all cases, excess cash is minimized. In all equations, the slack variables entered the equations as costs. These results also support the argument that slack interacts with the environment rather than being in a functional relationship with it. Interaction terms of the slack types and the environment were significant in predicting sales. A mediation model was also tested but had a poorer fit with the data. Slack was found to be a multi-dimensional concept. The slack variables did not all intercorrelate positively. The negative relationships suggest that management makes decisions as when to use each slack resource. The slack variables (when lagged) had significant effects on each other, but not on performance. This indicates that the time horizon for slack may be shorter than was investigated in this research. The research demonstrated that slack inventory and non-slack supply buffers were negatively related. The conditions under which the firm trades slack for other buffering mechanisms were not clear. Predicted positive relationships between size and slack were found except that excess capacity and size were negatively related. This suggests that larger firms were holding slack in ways that are more discretionary and less obvious to their control systems. What is not clear from this research are the conditions under which management will choose a specific type of slack. In one case (excess working capital), technology predicts the level of this variable. Additional research is suggested to determine how, when and where these decisions are made.
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Kloak, David G. "Strong Emotive Connectors| A Study of a Social Skill and Effective Team Performance." Thesis, Alliant International University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10267146.

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Organizational success and outcomes rely on good teamwork. The study question asked if teams can be more successful with a greater number of socially skilled team members? Evolving research indicates composing teams based on intrinsic social skills, such as personality, values, and psychological roles may generate greater team outcomes than teams based solely on vocational roles, competencies, and cognitive ability. When teams are first formed, people connect instinctively and warm to other team members using their social skills. Only later do people appraise others for competencies and skills. This study examined whether the number of strong emotive connectors (SEC) can increase team outcomes. The study hypothesis tested whether teams with a greater number of high SECs, a socioemotional role construct, would increase their team task-completion rates (TTCR). Regression analysis showed the low and high SEC with an adjusted R2 = .52 correlation were both predictive of the TTCR. Additional analysis using 2 one-way ANOVAs for high and low SECs showed between-team (groups) and within teams (groups) results were statistically significant at the p = .00 level. The study found teams having 2 of 5 high SECs made a difference in team performance. Additional high SECs had no impact on team performance. An interesting study result found 2 of 5 low SECs had an adverse impact on team performance. Additional low SECs did not harm team performance. Ensuring at least 2 of 5 high SECs on teams can lessen gaps, diminish conflicts, and elevate team outcomes.

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Hattingh, Christiaan Arnoldus. "High-performance organisational assessment : a South African case study." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020249.

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A fundamental shift occurred in the global economy during the last three decades and even more so in the period since the 2008 financial crises. As a result of the advancing technology, national economies no longer self-contained entities protected from international competition by geographical distances, times zones, languages barriers, government regulations and culture or business systems. The effect of globalisation has further manifested in the global economic slow-down since 2008, where spending is constrained and consumers have become more discerning in their value considerations. The dual challenge of globalisation of competition and global economic slow-down is increasingly forcing businesses to do some introspection not only in terms of their cost structures, but also in terms of their value propositions in search of sustainable organisational success. Given the limited influence that businesses have over its external environment, an internal perspective is proposed where this problem is approached by means of a high-performance evaluation case study. The aim is to identify constraints that have resulted from more recent responses to market challenges and to establish which interventions to elevate in order to alleviate such constraints. It is proposed that if management and organisational practices that organisations employ in their daily functions affect the discretionary effort that employees contribute, then organisations should be able to gain insight into variations in organisational performance through evaluating and understanding these practices. This treatise focusses on organisational characteristics that drive high performance and propose interventions to enhance the environment for the development of a high performance culture within a single organisation. The research topic fell within the quantitative paradigm with data being collected through the use of a questionnaire. The results were analysed and interpreted to ascertain how current practice aligns with the theory. Recommendations are submitted within the context of the prevailing literature on the subject of high performance organisations and the related high performance characteristics of the organisation as based on the empirical data.
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Almås, Johannes. "Building Performance Evaluation: An Organization for Documentation." Digital WPI, 2003. https://digitalcommons.wpi.edu/etd-theses/954.

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"An organization of a variety of useful references and tools for evaluating typical situations that have to be addressed in a performance based fire safety design are structured in this project. The chapters in this paper are arranged the same way as the situations may appear in fire scenarios. Each chapter discusses relevant issues for regulatory required sub evaluations in fire safety engineering. In this paper the sub evaluations are named; Fire spread within the origin, Barriers and fire spread beyond the origin, Fire detection and initial action, Automatic sprinkler systems, Smoke movement, control and toxicity, Structural frame, Fire brigade intervention and Life safety. The paper addresses standards and publications to evaluate fire safety in buildings. The tools and references presented are an assortment from a variety of methods and correlations that have been developed through the years in order to achieve knowledge of the dynamics of the fire and how to control its severity. The topics for the sub evaluations are codes and standards, design fire development, fire protection efficiencies in fires, reliability issues, building and construction characteristics, occupant characteristics, evaluation tools and evaluation software."
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Alms̊, Johannes. "Building performance evaluation an organization for documentation." Link to electronic thesis, 2002. http://www.wpi.edu/Pubs/ETD/Available/etd-0822102-183645.

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Thesis (M.S.)--Worcester Polytechnic Institute.
Keywords: building performance -- fire safety -- fire spread -- fire detection and initial action -- automatic sprinkler systems -- smoke movement, control and toxicity -- structural frame -- fire brigade intervention -- life safety. Includes bibliographical references.
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You, Jieun. "The Relationships among Organization-supported Learning and Individual or Organizational Performance in Korean Industries." The Ohio State University, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=osu1431129521.

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Books on the topic "Organization performance"

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Performance: Creating the performance-driven organization. Hoboken, N.J: Wiley, 2006.

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Communication, organization, and performance. Norwood, N.J: Ablex Pub. Corp., 1996.

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Organization development: Principles, processes, performance. San Francisco, CA: Berrett-Koehler Publishers, 2006.

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Hanna, David P. Designing organizations for high performance. Reading, Mass: Addison-Wesley Pub. Co., 1988.

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Pettigrew, Andrew M. Managing change and corporate performance. Coventry: Centre for Corporate Strategy and Change, University of Warwick, 1992.

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Committee, Pennsylvania General Assembly Legislative Budget and Finance. Performance audit [name of organization]. Harrisburg, PA (P.O. Box 8737, Harrisburg 17105-8737): The Committee, 1992.

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Muda, Muhamad B. Environment, organization and bank performance. Manchester: University of Manchester, 1993.

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Kesler, Gregory, and Amy Kates. Bridging Organization Design and Performance. Hoboken, NJ, USA: John Wiley & Sons, Inc, 2015. http://dx.doi.org/10.1002/9781119176299.

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Khan, U. N. Organization performance assessment: Animal Sciences Institute. Islamabad: Pakistan Agricultural Research Council, 2000.

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Anderson, Carl R. Management: Skills, functions, and organization performance. 2nd ed. Boston: Allyn and Bacon, 1988.

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Book chapters on the topic "Organization performance"

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Taylor, Calvin. "Organization." In Performance Perspectives, 176–201. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-35680-1_7.

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Barth, Anthony L., and Wiaan de Beer. "Organization Strategy." In Performance Management Success, 15–26. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-64936-8_3.

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Blau, Peter M. "Academic Performance." In The Organization of Academic Work, 217–48. 2nd ed. New York: Routledge, 2021. http://dx.doi.org/10.4324/9780429339196-9.

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Barrett, Richard. "Building sustainable performance." In The Values-Driven Organization, 84–100. Second Edition. | New York, NY : Routledge, 2017. |: Routledge, 2017. http://dx.doi.org/10.9774/gleaf.9781315558530_8.

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Dimba, Beatrice. "Culture and Organization Performance." In Encyclopedia of Corporate Social Responsibility, 728–30. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_557.

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Johansen, Morgen, and Rhys Andrews. "Organization Environment and Performance." In Encyclopedia of Quality of Life and Well-Being Research, 4517–20. Dordrecht: Springer Netherlands, 2014. http://dx.doi.org/10.1007/978-94-007-0753-5_4085.

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Boersma, Margreet, and Pervez Ghauri. "A Qualitative Meta-Analysis of Performance Measures and Factors Affecting International Joint Venture Performance." In International Business Organization, 176–93. London: Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1057/9780230377851_13.

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Katz, Judith H., and Frederick A. Miller. "Leveraging Diversity and Inclusion for Performance." In Practicing Organization Development, 366–75. Hoboken, NJ, USA: John Wiley & Sons, Inc, 2015. http://dx.doi.org/10.1002/9781119176626.ch26.

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Joiner, Duncan. "Making POE Work in an Organization." In Building Performance Evaluation, 173–81. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56862-1_13.

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de Waal, André. "Conditions for a Performance-Driven Organization." In Strategic Performance Management, 199–230. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-34918-7_10.

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Conference papers on the topic "Organization performance"

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Jumisko Pyykko, Satu, Juha Törmänen, Kimmo Vanni, Raimo P Hämäläinen, and Esa Saarinen. "Systems Intelligence, Perceived Performance and Wellbeing." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002252.

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Systems intelligence (SI) takes systemic, an employee-level, pragmatic, bot-tom-up, behavioral and interactional approach to organization. A goal of this research is to explore relation between SI and both perceived performance of organization and wellbeing. We conducted a survey with health care and ed-ucation organizations. Organizational Systems Intelligence (OSI) correlated positively with perceived performance of organization, work engagement, mental work ability, and negatively with perceived stress. In addition, per-ceived performance had stronger correlation with OSI than wellbeing measures. This research underlines importance of addressing SI as a part of human resource development in organizations.
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"Organization." In 2019 IEEE/ACM Performance Modeling, Benchmarking and Simulation of High Performance Computer Systems (PMBS). IEEE, 2019. http://dx.doi.org/10.1109/pmbs49563.2019.00005.

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"Workshop Organization." In 2020 IEEE/ACM Performance Modeling, Benchmarking and Simulation of High Performance Computer Systems (PMBS). IEEE, 2020. http://dx.doi.org/10.1109/pmbs51919.2020.00005.

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"Workshop Organization." In 2021 International Workshop on Performance Modeling, Benchmarking and Simulation of High Performance Computer Systems (PMBS). IEEE, 2021. http://dx.doi.org/10.1109/pmbs54543.2021.00005.

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"Conference Organization." In Proceedings Fourth International Conference on High-Performance Computing. IEEE, 1997. http://dx.doi.org/10.1109/hipc.1997.634460.

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"Organization." In 2019 IEEE/ACM Workshop on Memory Centric High Performance Computing (MCHPC). IEEE, 2019. http://dx.doi.org/10.1109/mchpc49590.2019.00005.

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"Organization." In 2019 IEEE/ACM Workshop on Education for High-Performance Computing (EduHPC). IEEE, 2019. http://dx.doi.org/10.1109/eduhpc49559.2019.00005.

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"Organization." In 2019 IEEE/ACM International Workshop on Heterogeneous High-performance Reconfigurable Computing (H2RC). IEEE, 2019. http://dx.doi.org/10.1109/h2rc49586.2019.00005.

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"Organization." In 2019 IEEE/ACM International Workshop on Programming and Performance Visualization Tools (ProTools). IEEE, 2019. http://dx.doi.org/10.1109/protools49597.2019.00005.

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"Workshop Organization." In 2014 Workshop on Education for High Performance Computing (EduHPC). IEEE, 2014. http://dx.doi.org/10.1109/eduhpc.2014.4.

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Reports on the topic "Organization performance"

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Marx, Benjamin, Vincent Pons, and Tavneet Suri. Diversity and Team Performance in a Kenyan Organization. Cambridge, MA: National Bureau of Economic Research, April 2021. http://dx.doi.org/10.3386/w28655.

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Green, Joanne, Philip D. West, David C. Hartup, and Dennis F. Folds. Consequences of Individual Differences in Brain Organization for Human Performance. Fort Belvoir, VA: Defense Technical Information Center, July 1988. http://dx.doi.org/10.21236/ada197667.

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Ashraf, Quamrul, Boris Gershman, and Peter Howitt. Banks, Market Organization, and Macroeconomic Performance: An Agent-Based Computational Analysis. Cambridge, MA: National Bureau of Economic Research, June 2011. http://dx.doi.org/10.3386/w17102.

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Herrera, Cristian. How do strategies to change organizational culture affect healthcare performance? SUPPORT, 2016. http://dx.doi.org/10.30846/1608114.

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‘Organizational culture’ refers to characteristics shared by people who work within the same organization. These characteristics may include beliefs, values, norms of behaviour, routines, and traditions. The management of organizational culture is viewed increasingly as a necessary part of health system reform. It is therefore important for policymakers to be aware how strategies to improve organizational culture affect healthcare performance.
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Petrowski, Michael, Joe Lockwood, and Jason Smith. Human Performance Improvement Task Group Task 21-1 Best Practice: Using virtual capabilities or options for HPI application (to reduce errors, strengthening defenses, strengthening the organization, and/or increasing capacity). Office of Scientific and Technical Information (OSTI), February 2021. http://dx.doi.org/10.2172/1766973.

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Spenkuch, Jorg, Edoardo Teso, and Guo Xu. Ideology and Performance in Public Organizations. Cambridge, MA: National Bureau of Economic Research, April 2021. http://dx.doi.org/10.3386/w28673.

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Moyo, Unoda. Performance Appraisal in Organizational Cultural Context. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1154.

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Seybold, Patricia. Doug Engelbart’s Design for High Performance Innovative Organizations. Boston, MA: Patricia Seybold Group, July 2013. http://dx.doi.org/10.1571/sp07-17-13cc.

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Choi, Min K. Senior Leadership: Succession Effects on Organizational Performance. Fort Belvoir, VA: Defense Technical Information Center, December 2013. http://dx.doi.org/10.21236/ada606048.

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Eldenburg, Leslie, Benjamin Hermalin, Michael Weisbach, and Marta Wosinska. Hospital Governance, Performance Objectives, and Organizational Form. Cambridge, MA: National Bureau of Economic Research, April 2001. http://dx.doi.org/10.3386/w8201.

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