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Journal articles on the topic 'Organizational performance measuring'

Author: Grafiati

Published: 4 June 2021

Last updated: 13 February 2022

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1

Richard, Pierre J., Timothy M. Devinney, George S. Yip, and Gerry Johnson. "Measuring Organizational Performance: Towards Methodological Best Practice." Journal of Management 35, no. 3 (February 6, 2009): 718–804. http://dx.doi.org/10.1177/0149206308330560.

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Organizational performance is one of the most important constructs in management research. Reviewing past studies reveals a multidimensional conceptualization of organizational performance related predominately to stakeholders, heterogeneous product market circumstances, and time. A review of the operationalization of performance highlights the limited effectiveness of commonly accepted measurement practices in tapping this multidimensionality. Addressing these findings requires researchers to (a) possess a strong theoretical rationale on the nature of performance (i.e., theory establishing which measures are appropriate to the research context) and (b) rely on strong theory as to the nature of measures (i.e., theory establishing which measures should be combined and the method for doing so). All management research on performance should explicitly address these two requirements. The authors conclude with a call for research that examines triangulation using multiple measures, longitudinal data and alternative methodological formulations as methods of appropriately aligning research contexts with the measurement of organizational performance.

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Bates, Reid A. "Measuring Performance Improvement." Advances in Developing Human Resources 1, no. 1 (February 1999): 47–67. http://dx.doi.org/10.1177/152342239900100104.

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Singh, Satwinder, Tamer K. Darwish, and Kristina Potočnik. "Measuring Organizational Performance: A Case for Subjective Measures." British Journal of Management 27, no. 1 (November 8, 2015): 214–24. http://dx.doi.org/10.1111/1467-8551.12126.

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4

Hubbard, Graham. "Measuring organizational performance: beyond the triple bottom line." Business Strategy and the Environment 18, no. 3 (March 2009): 177–91. http://dx.doi.org/10.1002/bse.564.

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Ralević, Predrag, Momčilo Dobrodolac, and Dragana Šarac. "Measuring the efficiency of organizational performance: A radial DEA approach." Tehnika 75, no. 6 (2020): 798–806. http://dx.doi.org/10.5937/tehnika2006798r.

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A radial measurement o f efficiency on a selected numerical example involving multiple decision units (DMUs) is presented in this paper. Original CCR and extended BCC radial DEA models are used for this purpose. It is demonstrated here that DMUs can be efficient or inefficient in the use o f resources in achieving work results. The results o f the efficiency measurement indicate that the evaluation by the CCR DEA model is more strict compared to the BCC DEA model for each inefficient DMU regardless o f whether the efficiency measurement focuses on inputs or outputs.

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Paliszkiewicz, Joanna, Alex Koohang, Jerzy Gołuchowski, and Jeretta Horn Nord. "Management trust, organizational trust, and organizational performance: advancing and measuring a theoretical model." Management and Production Engineering Review 5, no. 1 (March 1, 2014): 32–41. http://dx.doi.org/10.2478/mper-2014-0005.

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Abstract The purpose of this study was to propose a theoretical model and empirically measure whether trust impacts organizational performance. This study focused on three constructs: management trust (MT); organizational trust (OT); and organizational performance (OP). Specifically, the results of this study determined whether management trust (MT) significantly and positively contributes to organizational trust (OT) and whether organizational trust (OT) significantly and positively contributes to organizational performance (OP). Based on the findings, recommendations were made for building and sustaining a culture that will lead to improved organizational performance).

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Makhija, Parshotam, and Ashwani Goel. "Measuring organizational performance in Indian MSMEs: A qualitative study." Journal of Management Research and Analysis 6, no. 1 (April 15, 2019): 45–53. http://dx.doi.org/10.18231/j.jmra.2019.009.

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Antony, Job P., and Sanghamitra Bhattacharyya. "Measuring organizational performance and organizational excellence of SMEs – Part 1: a conceptual framework." Measuring Business Excellence 14, no. 2 (June 2010): 3–11. http://dx.doi.org/10.1108/13683041011047812.

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Skoumalová, Eva, and Bohumil Minařík. "Methodology for determining influence of organizational culture to business performance." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 55, no. 3 (2007): 123–32. http://dx.doi.org/10.11118/actaun200755030123.

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Content this article is to propose the possible methodology for quantitative measuring the organizational culture using the set of statistical methods. In view of aim we elected procedure consisting of two major sections. The first is classification of organizational culture and role of quantitative measurement on organizational culture. This part includes definition and several methods used to classify organizational culture: Hofstede, Peters and Waterman, Deal and Kennedy, Edgar Schein, Kotter and Heskett, Lukášová and opinions why a measurement perspective is worthwhile. The second major section contains methodology for measuring the organizational culture and its impact on organizational performance. We suggest using structural equation modeling for quantitative assessment of organizational culture.

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10

Schmidt, Pamela, Sharath Sasidharan, and Ronald Freeze. "Social Networks and Organizational Performance." International Journal of Knowledge Management 9, no. 3 (July 2013): 47–64. http://dx.doi.org/10.4018/ijkm.2013070104.

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For sustained performance in a dynamic market environment, individuals within an organization must operate in a social network (SN) that promotes knowledge exchanges, encourages knowledge acquisition, and facilitates dissemination of domain knowledge pertinent to the execution of job-related tasks. Research on Knowledge Social Networks (KSN) has hitherto focused on interpersonal social network structures and its impact on knowledge outcomes with little attention being paid to the quality of domain knowledge possessed by knowledge sources and the value of resultant knowledge flows. This paper evaluates the quality of knowledge sources used in the social network by robustly measuring knowledge structures, the underlying foundation of conceptual knowledge. A field study of a simulated market environment with competing organizations found the KSN to be central in explaining organizational performance. However, its interplay with the domain knowledge structure of knowledge sources provided deeper insights into its link with organizational success.

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Jevtić, Miloš, Milica Jovanović, and Jovan Krivokapić. "A New Approach to Measuring the Correlation of Organizational Alignment and Performance." Management:Journal of Sustainable Business and Management Solutions in Emerging Economies 23, no. 1 (March 6, 2018): 41. http://dx.doi.org/10.7595/management.fon.2017.0029.

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This paper focuses on measuring the alignment of organizational elements. Although several authors have analyzed this topic, there are few papers in which they propose a concept for measuring the alignment of key elements of the organization. In previous research, the concept of alignment is usually defined through categorical variables and different organizational configurations are suggested. Thus, this paper aims to propose a new approach to measuring organizational elements and their alignment. Based on the literature review we determined the organizational model for conducting the research in companies listed on the top 300 companies in Serbia. On the sample of 57 respondents theresults confirmed the defined hypothesis by which the alignment of the organizational elements has the positive correlation with the organizational performance. In order to measure the organizational elements we defined the 7-level scale which enables measuring the alignment of organizational elements. The research results confirm that it is necessary to look at the solutions based on some organizational elements simultaneously. However, in order to confirm the validity and reliability of the results, it is necessary to conduct a research on a larger sampling frame, since the sample from this research is relatively small in comparison to the total population. The defined scale can be used as a control tool for checking the proposed organizational design solutions in practice. Also, the rules of alignment of organizational elements can be applied at different hierarchical levels in the organization, which will be the subject of future research of the authors.

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Elrahman, Abd. "THE BALANCED ROCKET MODEL FOR MEASURING AND MANAGING ORGANIZATIONAL PERFORMANCE." Proceedings on Engineering Sciences 1, no. 2 (June 1, 2019): 173–94. http://dx.doi.org/10.24874/pes01.02.016.

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13

Danks, Shelby, and Jeff Allen. "Performance-Based Rubrics for Measuring Organizational Strategy and Program Implementation." Performance Improvement Quarterly 27, no. 1 (2014): 33–49. http://dx.doi.org/10.1002/piq.21166.

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Hussain, Matloub, Mehmood Khan, Mian Ajmal, and Bilal Ahmad Khan. "Supply chain quality management and organizational performance." Benchmarking: An International Journal 27, no. 1 (November 21, 2019): 232–49. http://dx.doi.org/10.1108/bij-07-2018-0196.

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Purpose Supply chain quality management (SCQM) has gained less attention in the Arab world, and there is a clear dearth in existing research on this topic, particularly in service organizations. Therefore, the purpose of this paper is to propose a conceptual framework for investigating the impact of SCQM and associated indicators on organizational performance (OP). Design/methodology/approach Empirical data have been collected through a survey distributed to a sample of major telecom companies in United Arab Emirates (UAE). To test the conceptual framework, structural equation modeling (SEM) has been used to analyze the data collected from 248 respondents of telecom companies. Findings The empirical data showed that SCQM practices are significantly correlated with innovation and operations performance. Statistical analysis through SEM also revealed that customer satisfaction has highest direct impact on OP. Research limitations/implications External factors (government regulations, policies and culture) also affect the SCQM practices. Hence, future work should incorporate these parameters as well. Practical implications This is a contribution to the continuing research into SCQM, giving supply chain managers and designers a practical way for measuring and implementing SCQM practices across service supply chains. Originality/value The contribution of this research, through successive stages of data collection, measurement analysis and refinement, is a set of reliable and valid framework that can be subsequently used in conceptualization and measuring quality of service supply chains.

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Impink, Stephen Michael, Andrea Prat, and Raffaella Sadun. "Measuring Collaboration in Modern Organizations." AEA Papers and Proceedings 110 (May 1, 2020): 181–86. http://dx.doi.org/10.1257/pandp.20201068.

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Internal communication has been a central theme in organizational economics, as employee collaboration provides insight into the structure of firms. Use of electronic communications data can be transformational for organizational economics, as these data provide a standardized way to measure organizational communication patterns and to determine the connection between these patterns and firm performance. We discuss the value of data that capture patterns of employee interactions, the benefits and risks associated with the use of electronic communication data (email and meetings) as empirical proxies for these collaboration patterns, and the research possibilities for studies across larger sets of firms.

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Rubenstein, Ross, Amy Ellen Schwartz, and Leanna Stiefel. "Better than Raw: A Guide to Measuring Organizational Performance with Adjusted Performance Measures." Public Administration Review 63, no. 5 (September 2003): 607–15. http://dx.doi.org/10.1111/1540-6210.00323.

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17

Al Hammadi, Fatima, and Matloub Hussain. "Sustainable organizational performance." International Journal of Organizational Analysis 27, no. 1 (March 11, 2019): 169–86. http://dx.doi.org/10.1108/ijoa-10-2017-1263.

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Purpose The purpose of this paper is to identify factors affecting sustainable organizational performance, to build a framework for the United Arab Emirates (UAE) public health-care sector to facilitate sustainable organizational performance and to prioritize the factors for sustainable organizational performance. Design/method/approach The method used in this research is the quantitative method called the analytical hierarchal process (AHP) to help the decision makers in the public health-care sector to prioritize the factors that are affecting sustainable organizational performance. The method will also help to deal with the complexity of the sustainable organizational performance issue by interviewing nine experts in the field. Findings The findings of this research showed 21 sub-factors for sustainable organizational performance in the public health-care sector in UAE. It emphasizes that patient safety and quality of care are the most important factors for sustainable organizational performance. Research limitations/implications This study can be repeated by targeting other private hospitals in UAE. The novelty of this research means that it is the first study done in sustainable organizational performance in the health-care sector in UAE. Practical implications Health-care management can benefit from this research in many ways: Medical errors have a high impact on the hospital’s reputation and these determine the customer demand. Thus, the hospital’s management should give more attention to minimize the medical errors in order to have a sustainable organizational performance. This can be accomplished through clear protocols and procedures that may affect patients’ lives, the hospital’s reputation and organizational performance. Nevertheless, the policymakers should focus on society engagement; focus on social sustainability should be an integral part of their operational and business strategy. According to Abu Dhabi Health Authority (HAAD), the UAE has a highest rate of chronic diseases, such as diabetes, obesity and cardiovascular disease. Cardiovascular disease itself accounted for 36.7% of all 2013 deaths. The health-care sector should focus more on educating the community by conducting workshops, seminars and awareness campaigns across the UAE. In addition, decision makers in the health-care sector should spend more on continued improvement by focusing on lean activities that focus on waste minimization and linking the service quality to the hospital outcomes and patient satisfaction. The fourth highest overall priority weight for both transformational leadership and for the waiting time sub-criteria should also be considered by top management to focus more on hiring, retaining, and developing their transformational leaders, and to keep an eye on the waiting time and improving customer service. This will result in the sustainable organizational performance. Interestingly, all of the HR processes showed the lowest overall weights at 1%, which is a bit strange. HR should play more of a role in sustainable organizational performance, equal to the other sub-factors. Originality/value Originality of this research stems from a reliable and valid framework that can be subsequently used for measuring the organizational performance of health care organizations.

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Shih, Cheng Ping, and Dian Utami Putri. "Measuring the Effect of Team Characteristics, Team Effectiveness on Organizational Performance, Organizational Survival and Competitiveness." International Journal of Asian Business and Information Management 7, no. 2 (April 2016): 1–14. http://dx.doi.org/10.4018/ijabim.2016040101.

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Teamwork was already utilized since the beginning of human history. Pressure of global competition, needs to align business models, and urgency to have continuous improvement have made many organizations and the majority of non-governmental organizations (NGOs) think of teamwork as one of their core competency. One way to improve NGO's competitive advantage was to enhance teamwork performance. The purpose of this research was to explore the relations between team characteristics, team effectiveness, organizational performance, organizational survival and competitiveness in the NGO context. A TEPS Model was created and analyzed by using Partial Least Squares (PLS) method. The findings indicated that team characteristics had a positive significant effect towards team effectiveness; team effectiveness also had positive significant effect towards innovation, customer's satisfaction, financial performance, as well as organizational survival and competitiveness of YCAB. Practical implications and suggestions were also proposed in order to improve overall teamwork performance in YCAB.

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King, Kylie Goodell. "Measuring teamwork and team performance in collaborative work environments." Evidence-based HRM: a Global Forum for Empirical Scholarship 5, no. 2 (August 7, 2017): 196–205. http://dx.doi.org/10.1108/ebhrm-11-2016-0028.

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Purpose Tasks in today’s global marketplace are becoming increasingly reliant on the work of teams. As creativity and innovation are frequently required for organizational success, work teams are becoming more and more prominent within all types of organizations. With the rise of organizational teams, the purpose of this paper is to develop appropriate tools to measure how well these teams work together and how well they perform required tasks. Design/methodology/approach This paper outlines a measure of teamwork, a transactive memory system (TMS), and proposes new methods for using TMSs to measure team structures, processes, and performance. These new methods include dispersion models and social network analysis. Findings Dispersion models and social network analysis hold promise for the future evaluation of TMS and other team constructs. Originality/value This paper provides a summary of two novel approaches to the measurement of TMS and other team constructs.

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Quais, Ifrah, and Danish Ahmed Siddiqui. "Measuring the Performance of Logistics Industry in the Context of Karachi." Information Management and Business Review 9, no. 5 (November 30, 2017): 24–34. http://dx.doi.org/10.22610/imbr.v9i5.1960.

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The Freight Forwarding and Logistics industry play a vital role in the overall economy of Pakistan. The purpose of this study is to determine the effect of the dynamic capabilities, services, capabilities, competitive advantage, and information sharing capabilities on organizational performance in the logistics industry in Karachi, Pakistan. Dynamic capabilities, services, capabilities, competitive advantage, and information sharing capabilities hypothesized as positively impacting on organizational performance. An online survey was conducted and the data were obtained from a sample size of 100 full time and part time employees from the logistics industry in Karachi. We performed multiple regression analysis to indicate all factors significant impact on organizational performance. The reliability test was also performed which showed that our study is significant. Conducting the research in a city with low literacy rate and low employee growth rate resulted in a small sample size because many people tend not to respond to online surveys.

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Fai Pun, Kit, Karis Ka Yan Ho, and Hongyi Sun. "A Proposed Self‐assessment Framework for Measuring and Benchmarking Organizational Performance." Asian Journal on Quality 3, no. 2 (August 21, 2002): 57–73. http://dx.doi.org/10.1108/15982688200200019.

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Farrukh, Muhammad, Fanchen Meng, Muhammad Sajid, and Imran Shahzad. "Does strategic fit matter in measuring organizational performance? An empirical analysis." Corporate Social Responsibility and Environmental Management 27, no. 4 (March 9, 2020): 1800–1808. http://dx.doi.org/10.1002/csr.1926.

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Rogers, Edward W., and Patrick M. Wright. "Measuring organizational performance in strategic human resource management: Problems, prospects and performance information markets." Human Resource Management Review 8, no. 3 (September 1998): 311–31. http://dx.doi.org/10.1016/s1053-4822(98)90007-9.

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Björk, Lisa, Stefan Szücs, and Annika Härenstam. "Measuring capacity to perform across local government services – managers' perceptions." International Journal of Public Sector Management 27, no. 1 (January 7, 2014): 26–38. http://dx.doi.org/10.1108/ijpsm-09-2012-0115.

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Purpose – This study aims at developing a measure that can be used to evaluate organizational capacity to perform across local government jurisdictions, using operational managers' own assessments. Design/methodology/approach – The “management matters” literature that links organizational capacity to service performance is far from reaching any consensus on how to operationalize organizational capacity. In this study, over 400 operational managers were asked, at two different time points and in thirty different local government departments, about what opportunities they have to fulfill their responsibilities and about their perceptions of service performance. The data are factor analyzed, and the proportion of higher level variance of the resulting capacity measure is explored. Findings – Organizational capacity to perform represents a consistent measure that covers essential aspects of the managerial assignment and is empirically distinct, yet positively related to the managers' perceptions of service performance. Results further show that up to 12 percent of the variance in organizational capacity to perform can be attributed to the organization in which managers work. Practical implications – A service-neutral measure of organizational capacity to perform should be useful to strategic managers in organizations as guidance for resource allocation, and for the design of solid organizational structures and support systems for operational managers. Originality/value – Recent public management research indicates that rationalistic management models are often inadequately grounded in the day-to-day practices of operative managerial work. The construct of organizational capacity to perform presented in this study could be a valuable instrument that can bridge this strategic-operational disconnect and provide an insider perspective of the organizational prerequisites that underpin any public service achievement.

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Wilkes, John. "Corporate governance and measuring performance." Measuring Business Excellence 8, no. 4 (December 2004): 13–16. http://dx.doi.org/10.1108/13683040410569361.

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Collier, John. "Measuring and evaluating board performance." Measuring Business Excellence 8, no. 3 (September 2004): 12–17. http://dx.doi.org/10.1108/13683040410555573.

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Marques-Quinteiro, Pedro, Pedro J. Ramos-Villagrasa, Ana Margarida Passos, and Luís Curral. "Measuring adaptive performance in individuals and teams." Team Performance Management 21, no. 7/8 (October 12, 2015): 339–60. http://dx.doi.org/10.1108/tpm-03-2015-0014.

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Purpose – While scales were developed to measure individual adaptive performance (IAP), fewer contributions have been done to assess the construct at the team level of analysis. This issue is addressed through two related studies: Study 1 builds on Pulakos et al. (2000) to develop a measure of IAP. Study 2 follows from the results in Study 1 and tests a measure of team adaptive performance (Chan, 1998). Design/methodology/approach – Scale development was done adopting a single level (Study 1) and multi-level (Study 2) structural equations modeling approach. Findings – Results suggest that both measures of individual and team adaptive performance are reliable and show evidence supporting the adequacy of adopting referent-shift methodologies to the measurement and aggregation of team members’ rating of team adaptive performance. Originality/value – The study offers a reliable, parsimonious and easy to apply measure of individual and team adaptive performance in organizational work environments.

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Virca, Ioan, and Maria-Lucia Rusu. "Study on Measuring the Performance of the Education System with the Help of Key Performance Indicators." Scientific Bulletin 25, no. 2 (December 1, 2020): 126–35. http://dx.doi.org/10.2478/bsaft-2020-0018.

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AbstractThe paper carries out a study based on the procedural approach of quality management in the educational system, with application on the military field, in order to measure organizational performance. Therefore, the evaluation methodology comprises a series of steps that can be found as subchapters in the paper. The procedural approach of performance evaluation allows the development of an integrated vision of the interdependencies and interactions between the specific processes, which favors an efficient analysis of the quality and quantity of the obtained results. The conclusions of the analysis are materialized in measures to improve the organizational processes, thus contributing to the achievement of an efficient quality management in the educational system.

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Yin Rebecca Yiu, Man, and Kit Fai Pun. "Measuring knowledge management performance in industrial enterprises." Learning Organization 21, no. 5 (July 8, 2014): 310–32. http://dx.doi.org/10.1108/tlo-05-2013-0021.

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Purpose – This paper aims to discuss an integrated paradigm that aligns the measures of knowledge management (KM) performance to attain corporate goals in organisations. It presents the main findings of an exploratory study on the use of the paradigm and the accompanied self-assessment scheme in industrial enterprises in Trinidad and Tobago (T&T). Design/methodology/approach – An integrated knowledge management (IKM) model was derived, incorporating the guiding principles of the Total Quality Management/Business Excellence Models. A host of 20 elements was advocated under 5 assessment criteria, namely, Senior management leadership, KM processes, people development, continuous improvement and results orientation. A four-level self-assessment scheme was developed for facilitating users to determine the maturity status of IKM performance in organisations. An exploratory study was conducted with respondents of 18 companies in T&T. A results-oriented methodology with a self-assessment instrument (includes a set of questionnaire and facilitative tools) was used to acquire the industry practitioners’ views on the potential applicability of the IKM model. The study compared the current with the expected organisational performance and explored the relevance of integrating KM and PM practices in these participating organisations. Findings – The findings provided some useful data sources and managerial insights in integrating KM/PM initiatives with reference to groups of large enterprises vs small- and medium-sized companies in T&T. Empirical evidence showed that the self-assessment analysis could help participating organisations utilise their resources and keep up with improvement progress. The objectives, emphasis and administrative context of the KM/PM integration could be changed with varying resources, constraints and maturity status of organisations. Research limitations/implications – Future research could validate the self-assessment paradigm of KM performance in enterprises across various industry sectors, with the emphasis on human–technology–organisation interactions. Originality/value – It is anticipated that adapting the IKM model and using it for regular self-assessments could help industrial enterprises to enhance their KM and PM capabilities for attaining improvement goals. The results could facilitate information sharing of best practices and create conditions conducive to continuous performance improvement.

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Schaffer, Scott P., and John Keller. "Measuring the Results of Performance Improvement Interventions." Performance Improvement Quarterly 16, no. 1 (October 22, 2008): 73–92. http://dx.doi.org/10.1111/j.1937-8327.2003.tb00273.x.

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Alam, Parveen Ahmed. "Measuring Organizational Effectiveness through Performance Management System and Mckinsey's 7 S Model." Asian Journal of Management 8, no. 4 (2017): 1280. http://dx.doi.org/10.5958/2321-5763.2017.00194.9.

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Roh, C. Y., and R. M. Shirore. "PHP113 Measuring the Organizational Performance in Tennessee: A Case of Community Hospitals." Value in Health 14, no. 7 (November 2011): A353—A354. http://dx.doi.org/10.1016/j.jval.2011.08.664.

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Bhatnagar, Jyotsna. "Measuring organizational learning capability in Indian managers and establishing firm performance linkage." Learning Organization 13, no. 5 (September 2006): 416–33. http://dx.doi.org/10.1108/09696470610679965.

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Antony, Job P., and Sanghamitra Bhattacharyya. "Measuring organizational performance and organizational excellence of SMEs – Part 2: an empirical study on SMEs in India." Measuring Business Excellence 14, no. 3 (August 31, 2010): 42–52. http://dx.doi.org/10.1108/13683041011074209.

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Doherty, Alison, and Graham Cuskelly. "Organizational Capacity and Performance of Community Sport Clubs." Journal of Sport Management 34, no. 3 (May 1, 2020): 240–59. http://dx.doi.org/10.1123/jsm.2019-0098.

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Using a multidimensional framework, the authors developed the Community Sport Capacity Scale to measure the key elements of capacity in community sport organizations or clubs and investigate their relative impact on three key indicators of club performance. Presidents or their representatives from 336 community sport organizations in 20 sports across the province of Ontario, Canada, completed the web-based survey measuring the extent of various elements of human resources, infrastructure, finance, planning, and external relationships capacity. The survey also measured club operations, programs, and community presence, identified as key performance outcomes. Controlling for club size, elements representing all five capacity dimensions were significantly associated with the outcomes. The findings highlight the rich information that may be generated from a multidimensional and context-specific perspective on organizational capacity, and indicate implications for building capacity in community sport organizations.

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Ponte, Diego, Caterina Pesci, and Pier Franco Camussone. "Between mission and revenue: measuring performance in a hybrid organization." Managerial Auditing Journal 32, no. 2 (February 6, 2017): 196–214. http://dx.doi.org/10.1108/maj-11-2015-1276.

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Purpose This paper aims to contribute to the literature concerning performance measurement tools which allow a balanced control of both social goals and financial performances in a hybrid organization. Design/methodology/approach This paper shows the result of an action research project performed within a hybrid organization in Northern Italy. The tool and the main indicators it should reflect were selected cooperating with the management and stakeholders, and the project was brought on by following Lewin’s (1947) three-stage approach (freezing, moving and, unfreezing). Findings The paper shows how a useful tool for measuring social and financial performances has to be driven by the stakeholders’ needs and has to take into consideration the organizational mission. Originality/value The paper contributes to the performance evaluation literature, as it focuses on a hybrid organization with an action research approach which contributes to bridging the gap between research and practice.

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Peng, Zhi, Jian Li, and Jun Zhang. "Identifying Variables for Measuring Organizational Performance Relative to QMS Implementation in Chinese Defense Industry." Advanced Materials Research 328-330 (September 2011): 2380–85. http://dx.doi.org/10.4028/www.scientific.net/amr.328-330.2380.

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Identifying variables for measuring organizational performance relative to QMS implementation is the basis work for research of relation between QMS and organizational performance. Firstly, by literature analysis empirical researches in commercial industry are reviewed and the main variables are listed that help comparatively identify those in defense industry. Secondly, Chinese defense industry’s market structure, property of defense enterprises and defense product features are systematically analyzed and the preliminary variables for measuring organizational performance relative to QMS implementation are identified. Thirdly, with using Delphi method, those preliminary variables are screened and supplemented. At last, final twelve variables are identified, which are divided into three categories that are quality, innovation and operation. This study contributes not only to test the efficacy of QMS implementation in defense industry, but also to extend and deepen modern quality management theory.

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Yildiz, Ebru. "A Study on the Relationship between Organizational Culture and Organizational Performance and a Model Suggestion." International Journal of Research in Business and Social Science (2147-4478) 3, no. 4 (October 22, 2014): 52–67. http://dx.doi.org/10.20525/ijrbs.v3i4.117.

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Organizational culture is defined as set of goals and values shared by employees in the organization. Recently it has also come to be perceived as a resource of knowledge in the organization. In the literature, along with the studies aiming at identifying the elements of organizational culture, there are some research that study the relationship between organizational culture and performance. This article is a theoretical study of the two concepts and suggests a research model for further research. Recently, knowledge management and innovation strategy have started to be regarded as features of organizational culture. Research shows that these two variables also have significant impacts on organizational performance. Our model suggests measuring the effect of organizational culture on performance along with the supportive impacts of knowledge management and innovation strategy.

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Shabrina, Idzni, Rista Prahastina, Fifit Yulianti Amanah H., and Muhammad Ainul Yaqin. "School Performance Measurement Based on Business Architecture." Proceeding International Conference on Science and Engineering 3 (April 30, 2020): 467–74. http://dx.doi.org/10.14421/icse.v3.548.

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School performance measurement is the process of collecting, processing, analyzing and interpreting data about the quality of work carried out by school members in carrying out their main tasks and roles. Measuring the performance of an organization will encourage the achievement of objectives in the organization. A performance measurement system must be built so that the information obtained is as much and as accurate as possible. Business architecture is a formal representation and tools as well as information for business professionals in assessing, changing and designing a business. Business modeling will show the relationship of organizational behavior with the information needed, and the relationships that occur within the organizational structure, so that business architecture is the main thing that must be completely defined before continuing on to the next stage. To encourage schools to achieve goals and design business strategies that are in line with the objectives, this research will propose a system for measuring school performance based on business architecture.

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Philbin, Simon. "Measuring the performance of research collaborations." Measuring Business Excellence 12, no. 3 (August 29, 2008): 16–23. http://dx.doi.org/10.1108/13683040810900368.

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Innis, Jennifer, Jan Barnsley, Whitney Berta, and Imtiaz Daniel. "Measuring health literate discharge practices." International Journal of Health Care Quality Assurance 30, no. 1 (February 13, 2017): 67–78. http://dx.doi.org/10.1108/ijhcqa-06-2016-0080.

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Purpose Health literate discharge practices meet patient and family health literacy needs in preparation for care transitions from hospital to home. The purpose of this paper is to measure health literate discharge practices in Ontario hospitals using a new organizational survey questionnaire tool and to perform psychometric testing of this new survey. Design/methodology/approach This survey was administered to hospitals in Ontario, Canada. Exploratory factor analysis and reliability testing were performed. Findings The participation rate of hospitals was 46 percent. Exploratory factor analysis demonstrated that there were five factors. The survey, and each of the five factors, had moderate to high levels of reliability. Research limitations/implications There is a need to expand the focus of further research to examine the experiences of patients and families. Repeating this study with a larger sample would facilitate further survey development. Practical implications Measuring health literate discharge practices with an organizational survey will help hospital managers to understand their performance and will help direct quality improvement efforts to improve patient care at hospital discharge and to decrease hospital readmission. Originality/value There has been little research into how patients are discharged from hospital. This study is the first to use an organizational survey tool to measure health literate discharge practices.

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Giorgi, Gabriele, Serena Mancuso, and Francisco Javier Fiz Perez. "Organizational Emotional Intelligence and Top Selling." Europe’s Journal of Psychology 10, no. 4 (November 28, 2014): 712–25. http://dx.doi.org/10.5964/ejop.v10i4.755.

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The purpose of this study is to explore emotional intelligence in association with effective sales performance. The participants involved in this study were sellers in a home furniture company and completed a new tool measuring emotional intelligence at the beginning of their employment with the company. After four months, their volume of sales was calculated and compared with other results. Briefly, evidence from this study indicates that emotional intelligence skills are relevant in association with job performance, particularly relationship management and self-management. The final results support the main hypothesis. Subsequent implications for sales organizations and researchers are discussed.

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Shet, Sateesh V., S. V. Patil, and Meena R. Chandawarkar. "Competency based superior performance and organizational effectiveness." International Journal of Productivity and Performance Management 68, no. 4 (April 8, 2019): 753–73. http://dx.doi.org/10.1108/ijppm-03-2018-0128.

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Purpose The purpose of this paper is to explore the relationship between competency-based performance management and organizational effectiveness (OE). It signifies the importance of developing competency-based performance concept in organizations. Since conventional performance management systems (PMSs) are diminishing and as organizations are looking for breakthrough PMSs, this research attempted to fill the gap from stakeholder’s perspective – employee, manager and organization in devising new approach in PMS. Design/methodology/approach The research design involved developing scale for “competency-based superior performance” and validating scale for “organizational effectiveness,” The data for this survey are collected from 292 respondents through structured questionnaire. Hypotheses depicting aforementioned relationships were empirically tested in the context of competency-based performance practices in organizations based in India. Structural equation modeling (SEM) technique was used for data analysis. Findings The empirical results provide methods to accelerate the performance management initiatives based on a leadership competency model (LCM), which are necessary for building performance culture in the organization. The paper contributes by developing a new scale for measuring competency-based performance practices. The scale for OE is revisited. A positive relationship between competency-based superior performance and OE with productivity, adaptability and flexibility has been empirically confirmed using SEM. Research limitations/implications The paper limits the performance measurement concept using leadership competencies. Practical implications The developed model will act as a building block for performance measurement in organizations. This paper promotes LCM to be applied in creating a performance-based culture. Originality/value This is a unique attempt to test the relationship between competency-based performance management and OE.

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Jurkiewicz, Carole L., and Robert A. Giacalone. "A Values Framework for Measuring the Impact of Workplace Spirituality on Organizational Performance." Journal of Business Ethics 49, no. 2 (January 2004): 129–42. http://dx.doi.org/10.1023/b:busi.0000015843.22195.b9.

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Cardoni, Andrea, George H. (Jody) Tompson, Michele Rubino, and Paolo Taticchi. "Measuring the impact of organizational complexity, planning and control on strategic alliances’ performance." Measuring Business Excellence 24, no. 4 (July 15, 2020): 531–51. http://dx.doi.org/10.1108/mbe-02-2020-0023.

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Purpose The purpose of this paper is to analyze three characteristics of strategic alliances in Italy to estimate their influence on financial performance. The authors test how alliance complexity, strategic planning and accounting control influence revenue growth, asset growth and EBITDA margin. Design/methodology/approach This paper uses contractual and financial data to test hypothesized relationships in structural equation modelling (SEM) using partial least squares (PLSs). Findings This paper highlights that the extent of strategic planning positively influences the growth in assets but not in revenue or EBITDA margin. In addition, the findings of this paper support the idea that the complexity in the alliance is significantly related to the quantity of accounting controls within alliance. Originality/value This paper improves existing research on the subject, as it contributes to open the black box of alliances’ internal operations by examining the details of 50 Italian contracts to create a multidimensional profile of each alliance.

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Simpson, Russell, and Frances Hill. "Squaring the Circle: Managing and Measuring Organizational Performance whilst Stimulating Change and Innovation." Total Quality Management & Business Excellence 15, no. 5-6 (July 2004): 689–97. http://dx.doi.org/10.1080/14783360410001680170.

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SERHAN, Ali. "THE IMPACT OF ERP AUDIT ON MEASURING ORGANIZATIONAL PERFORMANCE: THE CASE OF LEBANON." Business Excellence and Management 10, no. 1 (March 15, 2020): 61–71. http://dx.doi.org/10.24818/beman/2020.10.1-05.

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Fraud scandals have had a negative impact on the public’s confidence in financial reporting hence impacting auditing professions. The role of continuous auditing is to ensure auditing credibility and meet Sarbanes-Oxley (SOX) requirements. The research intends to give a literature review on the topic as well as address the models, concepts and implications of continuous auditing. The research aims to study the impact of ERP systems in conducting auditing practices in the organizations. Both primary and secondary data had been implemented to ensure outcomes accuracy. The primary data included a designed questionnaire to collect data and then analyzing them using the SPSS statistical tool. As for the secondary data it is addressed through empirical literature review. The findings proved that there is a positive significant relationship between both ERP and conducting auditing practices in the company, the higher the ERP systems are practiced the higher the auditing practices will be implemented in an efficient and effective way.

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Naslund, Dag, and Andreas Norrman. "A performance measurement system for change initiatives." Business Process Management Journal 25, no. 7 (October 14, 2019): 1647–72. http://dx.doi.org/10.1108/bpmj-11-2017-0309.

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Purpose The purpose of this paper is to develop, implement, test and further enhance a framework for measuring organizational change initiatives. Design/methodology/approach The conceptual part of the framework is based on the structured analysis of existing literature. The framework was further developed during an action research (AR) study where the authors developed, implemented, evaluated and improved the measurement system for organizational change initiatives. Findings The academic literature is rich in conceptual articles providing required characteristics of a “good” measurement system and frameworks for how organizations should measure performance. However, academia provides less empirical evidence of how these performance measurement systems can be implemented, evaluated and improved. In this paper, the authors present a study where the developed measurement system has been implemented, evaluated and improved. The results in terms of how the actual framework worked as well as the response from the case organizations are equally positive. Research limitations/implications The framework has been implemented in two different, major change initiatives in one case organization. While the results are truly encouraging, the framework needs to be further tested and refined in more organizations. Practical implications There is a gap between academic perception and practical reality regarding how organizations should measure performance in general as well as measuring organizational change initiatives. The presented, and empirically tested, framework measures both the results of the change initiative (effectiveness) the actual change process (efficiency) as well as the perception of the change initiative and process from different key stakeholders. Originality/value This is the first developed, implemented and further improved measurement system for organizational change which measures both the efficiency and effectiveness of the change initiative (process).

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Cornell, Paul. "Performance and Qwl in a Data Entry Task." Proceedings of the Human Factors Society Annual Meeting 31, no. 12 (September 1987): 1350–54. http://dx.doi.org/10.1177/154193128703101211.

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The effects of the work environment on performance and QWL was examined in bank proof encoding departments. A multidimensional model was proposed and included environmental factors, people factors, and organizational effectiveness. A large set of variables, measuring all aspects of the model, was reduced via stepwise regression and subjected to a canonical correlation, which yielded two variates. Job design and context were strongly linked to QWL, while job and organizational design, and the physical environment were linked to performance. The necessity of a multidimensional approach was supported by the findings. The model proved useful, but only in a limited sense.

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Bilan, Yuriy, Hafezali Iqbal Hussain, Muhammad Haseeb, and Sebastian Kot. "Sustainability and Economic Performance: Role of Organizational Learning and Innovation." Engineering Economics 31, no. 1 (February 28, 2020): 93–103. http://dx.doi.org/10.5755/j01.ee.31.1.24045.

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The purpose of the current study is to examine the mediating role of organizational learning on a firm’s capabilities, corporate governance, leadership styles, and the firm’s sustainability. Moreover, the innovative culture used as a moderating variable between organizational learning and the firm’s sustainability. Data were collected from manufacturing organizations operating in Malaysia. This study used simple random sampling technique in data collection. Cross-sectional design and correlational design were used in meeting the objectives of the research. There were 550 questionnaires distributed among respondents,and only 382 questionnaires were returned back, 15 questionnaires were excluded from the 382 questionnaires because of misleading and missing values. Hence, in the final analysis, only 367 questionnaires were used. Findings reveal that organizational capabilities and corporate governance significantly enhance both organizational learning and a firm’s sustainability. Moreover, leadership styles significantly enhance organizational learning but have no influence on a firm’s sustainability. Organizational learning significantly mediates between organizational capabilities, corporate governance, leadership styles, and the firm’s sustainability. Organizational learning also has a significant influence on the firm’s sustainability. Finally, innovative culture significantly moderates between organizational learning and the firm’s sustainability. The practical contribution of this research is that the top management can focus on these indicators in measuring firm’s sustainability.

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