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Organization Performance (organization + performance)
Selected AbstractsExamining the Antecedents and Consequences of CIO Strategic Decision-Making Authority: An Empirical Study,DECISION SCIENCES, Issue 4 2008David S. Preston ABSTRACT Despite the strategic importance of information technology (IT) to contemporary firms, chief information officers (CIO) often still have varying degrees of strategic decision-making authority. In this study, we apply the theory of managerial discretion to define CIO strategic decision-making authority and argue that the CIO's level of strategic decision-making authority directly influences IT's contribution to organization performance. We also draw on the power and politics perspective in the strategic decision-making literature to identify the direct antecedents to the CIO's strategic decision-making authority. A theoretical model is presented and empirically tested using survey data collected from a cross-industry sample of 174 matched pairs of CIOs and top business executives through structural equation modeling. The results suggest that organizational climate, organizational support for IT, the CIO's structural power, the CIO's level of strategic effectiveness, and a strong partnership between the CIO and top management team directly influence the CIO's level of strategic decision-making authority within the organization. The results also suggest that the CIO's strategic decision-making authority in the organization directly influences the contribution of IT to firm performance and that effective CIOs have a greater influence on IT's contribution when provided with strategic decision-making authority. [source] Strategic group membership and nonprofit organization performanceNONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2009Dan Marlin This study analyzed the resource characteristics of a sample of university foundations and identified five distinct strategic groups. We found significant performance differences among them. Specifically, the group that focused most heavily on fundraising activities had the highest financial performance. Also performing well was the group with the highest ratio of contributions to total revenues combined with the highest level of slack. The research and managerial implications of this study's findings are discussed. [source] Short-term versus Long-term Impact of Managers: Evidence from the Football IndustryBRITISH JOURNAL OF MANAGEMENT, Issue 2 2010Mathew Hughes Studies into the impact of top manager change on organization performance have revealed inconsistent findings. Using longitudinal data over a 12-year period on football organizations, we test for the short-term and long-term effects of manager change in comparison to the tenures of incumbent top managers. We find that long incumbent tenures are associated with performance far above the average. But when looking at change events, contrary to theoretical expectations, we find that change in the short term leads to a brief reprieve in poor performance only for performance to deteriorate in the long term as underlying weaknesses once again take hold. Our findings reveal the illusion of a short-term reprieve and the long-term consequences of this illusion. We map several implications for research and practice from our work. [source] Leadership behaviors that really count in an organization's performance in the Middle East: The case of DubaiJOURNAL OF LEADERSHIP STUDIES, Issue 2 2008Mohamed H. Behery This study is an examination of the relationships among leadership behaviors, knowledge sharing, and organizational performance in a non-Western context like Dubai. Using a sample of 504 managers from different business-services sectors (real estate, banks, insurance), the results suggest that transactional and transformational leadership are positively related to knowledge sharing and organizational performance. However, sharing knowledge was found to partially mediate the effect of leadership on organizational performance. In addition, an unexpected neutral effect of gender and citizenship or nationality has been detected. Limitations of this study and recommendations for future research and implications for managers are also provided. [source] Organizational Culture and Socio-cultural Values: Perceptions of Managers and Employees in Five Economies in TransitionPERFORMANCE IMPROVEMENT QUARTERLY, Issue 2 2004Maria Cseh ABSTRACT This survey-based study compared socio-cultural values and perceptions of organizational culture characteristics held by more than 3,300 managers and employees in twelve business organizations in Hungary, Russia, Georgia, Kazakhstan, and the Kyrgyz Republic. Significant differences were found between the five countries on all socio-cultural and organizational culture dimensions. The relationship between socio-cultural values and the organizational culture perceptions was only moderately significant. The paper concludes with implications for professionals seeking to enhance organizations' performance in these countries and suggestions for further research. [source] | ||||||||||