Market Orientations in the Nonprofit and Voluntary Sector: A Meta-Analysis of Their Relationships With Organizational Performance

2006 ◽  
Vol 35 (3) ◽  
pp. 453-476 ◽  
Author(s):  
Aviv Shoham ◽  
Ayalla Ruvio ◽  
Eran Vigoda-Gadot ◽  
Nitza Schwabsky
Keyword(s):  
Organizational Performance ◽  
Meta Analysis ◽  
Voluntary Sector

A Meta-Analytic Review of the Relationship Between Learning Organization and Organizational Performance and Employee Attitudes: Using the Dimensions of Learning Organization Questionnaire

2021 ◽  
pp. 153448432098736
Author(s):  
Boreum Ju ◽  
Yunsoo Lee ◽  
Sunyoung Park ◽  
Seung Won Yoon
Keyword(s):  
Organizational Performance ◽  
National Culture ◽  
Learning Organization ◽  
Meta Analysis ◽  
Negative Relationship ◽  
Employee Attitudes ◽  
Future Research ◽  
Analytic Review ◽  
Dimensions Of Learning ◽  
The Relationship

The purpose of this meta-analysis study is to examine the correlations between the Dimensions of Learning Organization Questionnaire (DLOQ) and frequently examined outcomes including organizational performance and employee attitudes. Positive relationships were found between the DLOQ and organizational performance (e.g., financial, knowledge, and innovative performance) and employee attitudes (e.g., organizational commitment and job satisfaction) and the sub-dimensions (e.g., affective, continuance, and normative commitment), with a notable exception of a negative relationship between the DLOQ and turnover. Because the DLOQ has been used in many countries over the years, this study also examined the influence of national culture on the outcomes. Power distance moderated the relationship between the learning organization and overall organizational performance. Our meta-analytic review makes substantive contributions to the literature on the learning organization concept and the study of national culture as a significant moderator. Implications of these findings and suggestions for future research are discussed.

scholarly journals Exploring the Value and Process of Marketing Strategy: Review of literature

2014 ◽  
Vol 2 (2) ◽  
pp. 7-18
Author(s):  
Nashwan Mohammed Abdullah Saif ◽  
Wang Aimin
Keyword(s):  
Marketing Strategy ◽  
Organizational Performance ◽  
Meta Analysis ◽  
Empirical Studies ◽  
Marketing Capabilities ◽  
Review Of Literature ◽  
Scarce Resources ◽  
Effective Implementation ◽  
Relationship Of ◽  
Value Of Marketing

Marketing strategy represents a key element of success for organizations. Executing an effective marketing strategy is just as important as conceptualizing and creating it. Through marketing strategy implementation firms employ scarce resources through marketing capabilities in order to attain the set goals and targets. In order to illustrate the value of marketing strategy and the process of implementation a detailed literature review was performed. A total of (Number of Studies Depending On the References Count, After Employee Deletion) studies on the topic of marketing strategy have been examined. The meta-analysis uncovers two distinct but related features to marketing strategy content: marketing strategy decisions and marketing strategy decision implementation. The literature also suggests there is a relationship of marketing strategy, and marketing mix elements on organizational performance, and emphasizes a further need to perform conceptual and empirical studies. The originality and value of the review lies in the fact that marketing strategy has been analyzed both in terms of its outcomes and as a process that does not yield satisfactory results without effective implementation.

Red Tape, Organizational Performance, and Employee Outcomes: A Meta- Analysis

2020 ◽  
Vol 2020 (1) ◽  
pp. 11929
Author(s):  
Bert George ◽  
Sanjay K Pandey ◽  
Bram Steijn ◽  
Mieke Audenaert ◽  
Adelien Decramer
Keyword(s):  
Organizational Performance ◽  
Meta Analysis ◽  
Employee Outcomes ◽  
Red Tape

scholarly journals Understanding Heterogeneity in the Performance Feedback – Organizational Responsiveness Relationship: A Meta-Analysis

2019 ◽  
Author(s):  
Hugo Verver ◽  
Marino van Zelst ◽  
Gerardus Johannes Maria Lucas ◽  
Marius Meeus
Keyword(s):  
Organizational Performance ◽  
Performance Feedback ◽  
Performance Indicator ◽  
Meta Analysis ◽  
Theory Of The Firm ◽  
Effect Sizes ◽  
Organizational Responsiveness ◽  
Aspiration Levels ◽  
And Performance ◽  
Indicator Type

Organizational performance feedback theory (PFT), which is derived from the Behavioral Theory of the Firm, has emerged as a key perspective guiding studies investigating how performance relative to aspiration levels (i.e., performance feedback) influences organizational responsiveness. While the PFT literature refers to a core prediction - performance below aspirations induces more responsiveness than performance above aspirations does - empirical evidence reveals considerable conflicting findings. In line with contested issues in the current PFT literature, we propose a series of research questions and more refined predictions, which we elated to specific dimensions of performance feedback (valence, type of aspiration level and performance indicator), type of responsiveness (search versus change), and organizational characteristics (age, form of ownership, and industry). We test these refinements with various meta-analytic approaches, based on 263 effect sizes extracted from 156 studies. Our results demonstrate that the way in which performance feedback influences organizational responsiveness is sensitive to the factors we based our predictions on, with meta-analyzed effect sizes ranging from -0.106 to 0.055. Our findings help to systematically distinguish patterns in the heterogeneity associated with the performance feedback-responsiveness relationship. These results support our contention that more refined explanations, measures, and models of organizational performance feedback are needed.

The Consequences of Knowledge Hiding Behavior in Organizations: A Systematic Literature Review

2021 ◽  
Vol 39 (10) ◽  
Author(s):  
Bader Alaydi ◽  
Anuar Shah Bali Mahomed ◽  
NG Siew Imm ◽  
Cheah Jun Hwa
Keyword(s):  
Systematic Review ◽  
Literature Review ◽  
Organizational Behavior ◽  
Organizational Performance ◽  
Design Methodology ◽  
Meta Analysis ◽  
Systematic Review Methodology ◽  
Working Environments ◽  
Hiding Behavior ◽  
Knowledge Hiding

This study aims to provide a systematic review regarding the consequences of knowledge hiding in the organization by ascertaining, synthesizing and evaluating theoretical, methodological and empirical dimensions of other works in the field. Design/methodology/approach: applying systematic review methodology to present the current consequences of knowledge hiding behavior in organizations. Findings: all of the studies indicated that knowledge hiding behavior hurts organizational performance and develop unhealthy working environments. Limitations/ implications: this systematic review is designed only to present a conceptual synthesis of existing works. A meta-analysis to an empirical study to obtain a more detailed framework is encouraged. Originality/value: this study contributes to organizational behavior literature by identifying the consequences of knowledge hiding, presenting the different methodological frameworks used to establish the relationships between knowledge hiding and their consequences, and to introduce the gaps for future researches.

scholarly journals More Hype Than Substance? A Meta-Analysis on Job and Task Rotation

2021 ◽  
Vol 12 ◽  
Author(s):  
Lisa Mlekus ◽  
Günter W. Maier
Keyword(s):  
Physical Health ◽  
Organizational Performance ◽  
Psychological Health ◽  
Meta Analysis ◽  
Individual Performance ◽  
Employee Attitudes ◽  
Performance Outcomes ◽  
Learning And Development ◽  
Job Rotation ◽  
And Task

Although there exist numerous publications on job and task rotation from various disciplines, there is no consistent evidence of their effectiveness. Drawing on theories from industrial and organizational psychology, knowledge management, ergonomics, and management science, we meta-analytically investigated relationships between job/task rotation and employee attitudes, learning and development, psychological and physical health, and organizational performance. Due to a conceptual overlap and frequent confusion of terminology, we analyzed the design of the rotation (job rotation vs. task rotation) as a possible moderator. The three-level meta-analysis on 56 studies (N = 284,086) showed that rotation was significantly associated with job satisfaction (r = 0.27), organizational commitment (r = 0.16), career success (r = 0.31), labor flexibility (r = 0.32), general psychological health (r = 0.20), stress/burnout (r = −0.13), individual performance (r = 0.13), and productivity (r = 0.13). Positive relationships between rotation and physical health could only be found when rotation was compared to high-intensity work. Task rotation yielded stronger relationships with attitudinal outcomes, job rotation with learning and development, psychological health, and organizational performance outcomes. Further moderator analyses showed that individualism decreased relationships between task rotation and attitudes, and correlations with organizational performance and physical health were stronger for subjective measures. The findings indicate that many expectations toward job and task rotation are not fully supported.

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