Do top management performance attribution patterns matter to subsequent organizational outcomes? A two-country study of attribution in economic crisis

2018 ◽  
Vol 26 (5) ◽  
pp. 736-755 ◽  
Author(s):  
Derek Lehmberg ◽  
Chanchai Tangpong
Keyword(s):  
Organizational Climate ◽  
Organizational Outcomes ◽  
Top Management ◽  
Internal Attribution ◽  
Subsequent Performance ◽  
Performance Attribution ◽  
External Attribution ◽  
Country Study ◽  
Different Types ◽  
And Performance

AbstractTop management plays a central role in interpreting the organization’s performance and communicating to stakeholders. Management’s performance attributions set the tone for accountability and shape organizational climate. However, prior studies of the relationships between attribution patterns and subsequent performance have been limited and reported mixed results. This study extends this literature stream by examining the relationships of four different types of attribution and subsequent performance concurrently and testing them in a two-country sample. We find a significant positive relationship between positive internal attribution and subsequent performance, and reaffirm prior findings on negative external attribution and performance.

Top management's communication in economic crisis and the firm's subsequent performance: sentiment analysis approach

2020 ◽  
Vol 25 (2) ◽  
pp. 187-205
Author(s):  
Supavich (Fone) Pengnate ◽  
Derek G. Lehmberg ◽  
Chanchai Tangpong
Keyword(s):  
Firm Performance ◽  
Sentiment Analysis ◽  
Economic Crisis ◽  
Managerial Discretion ◽  
Top Management ◽  
Content Type ◽  
Subsequent Performance ◽  
And Performance ◽  
Near Future ◽  
Management Communications

PurposeIn economic crisis, where tensions create anxiety and test the emotions of the firms' shareholders, communication from top management is very crucial as it provides the reflection of the managers' interpretation of the firms' situation and potential strategies. The goal of this paper is to investigate the relationships between sentiment, as an aspect of emotions extracted from the letters to shareholders, managerial discretion and the firms' subsequent performance and performance trajectory during crisis.Design/methodology/approachA sentiment analysis was conducted to extract the sentiment from the letters to shareholders, which were collected from firms in two countries with different levels of managerial discretion (US vs. Japan). Hypotheses were developed and tested using a series of regression analysis.FindingsThe primary findings indicate that (1) managerial sentiment identified in letters to shareholders can potentially be related to the firm's subsequent performance in the economic crisis, and (2) managerial discretion moderates the relationship between managerial sentiment and subsequent firm performance.Practical implicationsWhen the managerial discretion is high, firms' shareholders can use the sentiment in top management communications to gauge whether the firms' situation would be improving in the near future.Originality/valueThis study expands the current research on sentiment analysis and firm performance to the context of economic crisis by suggesting that managerial sentiment can be substantially provoked as firms are facing with stressful economic conditions. The study also highlights the moderating role of managerial discretion on the firms' subsequent performance.

Characteristics of Physicians Referred for a Competence Assessment: A Comparison of State Medical Board and Hospital Referred Physicians

2010 ◽  
Vol 96 (3) ◽  
pp. 8-15 ◽  
Author(s):  
Elizabeth S. Grace ◽  
Elizabeth J. Korinek ◽  
Zung V. Tran
Keyword(s):  
Clinical Competence ◽  
Competence Assessment ◽  
Average Performance ◽  
Medical Board ◽  
Key Characteristics ◽  
Different Types ◽  
Specialty Board ◽  
And Performance ◽  
State Medical Boards ◽  
State Medical Board

ABSTRACT This study compares key characteristics and performance of physicians referred to a clinical competence assessment and education program by state medical boards (boards) and hospitals. Physicians referred by boards (400) and by hospitals (102) completed a CPEP clinical competence assessment between July 2002 and June 2010. Key characteristics, self-reported specialty, and average performance rating for each group are reported and compared. Results show that, compared with hospital-referred physicians, board-referred physicians were more likely to be male (75.5% versus 88.3%), older (average age 54.1 versus 50.3 years), and less likely to be currently specialty board certified (80.4% versus 61.8%). On a scale of 1 (best) to 4 (worst), average performance was 2.62 for board referrals and 2.36 for hospital referrals. There were no significant differences between board and hospital referrals in the percentage of physicians who graduated from U.S. and Canadian medical schools. The most common specialties referred differed for boards and hospitals. Conclusion: Characteristics of physicians referred to a clinical competence program by boards and hospitals differ in important respects. The authors consider the potential reasons for these differences and whether boards and hospitals are dealing with different subsets of physicians with different types of performance problems. Further study is warranted.

PENGARUH BUDAYA ORGANISASI, KEPEMIMPINAN DAN IKLIM ORGANISASI TERHADAP KINERJA PEGAWAI RUMAH SAKIT BHAYANGKARA PADANG

2020 ◽  
Author(s):  
Silvia Agustin
Keyword(s):  
Organizational Culture ◽  
Regression Analysis ◽  
Organizational Climate ◽  
Employee Performance ◽  
Test Validity ◽  
Workplace Culture ◽  
Work Culture ◽  
Eligibility Criteria ◽  
Reliable Instrument ◽  
And Performance

The purpose of this study are: 1) To clarify whether there is influence organizational culture, leadership and organizational climate on employee performance Bhayangkara Padang Hospital and 2) Measure the influence of organizational culture, leadership and organizational climate on employee performance Bhayangkara Padang Hospital. Based on test validity workplace culture, leadership, work climate and performance in mind all the items declared invalid meet the eligibility criteria are good and reliable instrument. Work Culture regression analysis obtained by value t = 2.091 while t table = 1.988, so t count> t table and the significance value is 0,040 this value is smaller than α = 0.05 not significant effect on employee performance Padang Police Hospitals. Leadership regression analysis obtained by value t = 1.762 while t table = 1.988 so that t

An Enhanced Two Stage MMSE Equalizer for Coded FBMC/OQAM Systems

2019 ◽  
Vol 10 (1) ◽  
pp. 69-82 ◽  
Author(s):  
Mohammad Rizk Assaf ◽  
Abdel-Nasser Assimi
Keyword(s):  
Error Propagation ◽  
Channel Model ◽  
Error Correcting Codes ◽  
Two Stage ◽  
Probability Of Error ◽  
Second Stage ◽  
Different Types ◽  
Mmse Equalizer ◽  
And Performance ◽  
Ici Cancellation

In this article, the authors investigate the enhanced two stage MMSE (TS-MMSE) equalizer in bit-interleaved coded FBMC/OQAM system which gives a tradeoff between complexity and performance, since error correcting codes limits error propagation, so this allows the equalizer to remove not only ICI but also ISI in the second stage. The proposed equalizer has shown less design complexity compared to the other MMSE equalizers. The obtained results show that the probability of error is improved where SNR gain reaches 2 dB measured at BER compared with ICI cancellation for different types of modulation schemes and ITU Vehicular B channel model. Some simulation results are provided to illustrate the effectiveness of the proposed equalizer.

Does Performance Breed Slack? Ownership as a Contingency to the Performance Feedback and Slack Relationship

2021 ◽  
pp. 014920632110142
Author(s):  
Varkey Titus ◽  
Jonathan P. O’Brien ◽  
Jaya Dixit
Keyword(s):  
Performance Feedback ◽  
Stock Price ◽  
Theory Of The Firm ◽  
Organizational Outcomes ◽  
Organizational Slack ◽  
Length Relationship ◽  
Different Types ◽  
Stakeholder Perspective ◽  
Shareholder Perspective ◽  
The Relationship

Although organizational slack is a prominent construct in strategic management, it is often treated as an antecedent or enabler of other organizational outcomes, and thus our understanding of where slack comes from is underdeveloped. We draw on the behavioral theory of the firm to develop a better understanding about the antecedents of organizational slack. In so doing, we address a gap in the literature on the antecedents of slack by developing base models showing how and why performance feedback influences the three most common types of slack studied in the literature. Moreover, we contend that ownership is an important contingency that influences these relationships because different types of owners are motivated by different norms. Within a “communitarian” culture such as Japan, domestic owners generally have a multifaceted relationship with the firm and hence are motivated by norms of reciprocity and embeddedness, thereby allowing managers to adopt a stakeholder perspective. In contrast, foreign investors typically have only an arm’s-length relationship with the firm and are thus motivated by stock price, thereby putting “contractarian” pressures on managers to adopt a shareholder perspective. This domestic/foreign ownership distinction influences how resources are allocated and therefore the relationship between performance feedback and different types of slack in the firm. We further emphasize that these relationships will vary in accordance to where the slack resides: internal or external to the firm. We find general support for our hypotheses.

Alliance experience and performance outcomes: A meta-analysis

2021 ◽  
pp. 147612702098287
Author(s):  
Peng Wang ◽  
Xu Jiang ◽  
Maggie Chuoyan Dong
Keyword(s):  
Strategic Alliance ◽  
Meta Analysis ◽  
Group Analysis ◽  
Performance Outcomes ◽  
Country Level ◽  
Different Types ◽  
Performance Consequences ◽  
Controversial Topic ◽  
Alliance Experience ◽  
And Performance

Alliance experience has been a frequent topic in strategic alliance research in recent decades. Nonetheless, its performance consequences, either as a whole or differentiated into general versus partner-specific alliance experience, are neither theoretically clear nor empirically consistent. We use a range of meta-analytic techniques to integrate the empirical findings of 143 studies and provide a more conclusive assessment compared to prior research. Our study thus addresses a long-standing, understudied, and controversial topic: the distinction between the two types of alliance experiences. Going beyond traditional sub-group analysis, we reveal the contextual contingencies by examining how different types of alliance experiences and performance outcomes jointly affect the alliance experience–performance relationship. Moreover, we identify critical country-level institutional contingencies that moderate the focal effect.

scholarly journals The Ways of Knowing the Pandemic With the Help of Prompted Autoethnography

2020 ◽  
pp. 107780042096013
Author(s):  
Pille Pruulmann-Vengerfeldt
Keyword(s):  
Personal Experience ◽  
Self Care ◽  
Ways Of Knowing ◽  
Qualitative Inquiry ◽  
Global Pandemic ◽  
Different Types ◽  
And Performance

This article discusses how different forms of autoethnographic production prompted by diverse forms of academic self-expression can lead to different types of knowing. Utilizing five examples from the Massive_Microscopic project, where participants responded to 21 different prompts inviting autoethnographic reflections about COVID-19 global pandemic, the article explores the responses from the perspective of alternative ways of knowing, reflecting on questions of motherhood, self-care, and performance in academia. Whether visual, rhythmic, or text produced from the perspective of things, the different modalities of the prompts allowed unexpected knowledge to emerge and supported deeper and more colorful reflections. Exploring the personal experience with the pandemic is expanded by the qualitative inquiry supported by different (self-)expression formats.

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