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

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 Administrative Delay, Red Tape, and Organizational Performance

2018 ◽  
Vol 42 (3) ◽  
pp. 529-553 ◽  
Author(s):  
Wesley Kaufmann ◽  
Gabel Taggart ◽  
Barry Bozeman
Keyword(s):  
Organizational Performance ◽  
Red Tape

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.

Increasing the cost of participation: red tape and public officials’ attitudes toward public participation

2020 ◽  
pp. 002085232094231
Author(s):  
Koen Migchelbrink ◽  
Steven Van de Walle
Keyword(s):  
Public Participation ◽  
Organizational Performance ◽  
Structural Equation ◽  
Point Of View ◽  
Equation Modeling ◽  
Public Officials ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Negatively Associated ◽  
Red Tape

Red tape is seen as a destructive organizational force that reduces public officials’ motivation and curtails organizational performance. By increasing the time, cost, and effort required to inform the public and coordinate participation, red tape has also been said to reduce public officials’ positive attitudes toward public participation. However, research on the effects of red tape on public officials’ attitudes toward public participation remains inconclusive. This study examines how the lack of functionality and compliance burden of rules affect public officials’ attitudes toward public participation. Using cross-sectional survey data of n = 862 municipal public officials and a structural equation modeling approach, this study finds that public officials’ perceptions of the lack of functionality of rules are positively associated with attitudes toward public participation, and that perceptions of the compliance burden of rules are negatively associated with attitudes toward public participation. Points for practitioners • Red tape affects public officials’ attitudes toward public participation. • The compliance burden of rules is negatively associated with public officials’ attitudes toward public participation. • The perceived lack of functionality of rules is positively associated with public officials’ attitudes toward public participation. • The effects of red tape are multifaceted and should be examined from a multidimensional point of view.

scholarly journals Perceived Organizational Red Tape and Organizational Performance in Public Services

2017 ◽  
Vol 78 (1) ◽  
pp. 24-36 ◽  
Author(s):  
Christian Bøtcher Jacobsen ◽  
Mads Leth Jakobsen
Keyword(s):  
Organizational Performance ◽  
Public Services ◽  
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.

Perceived Workplace Gender Discrimination and Employee Consequences: A Meta-Analysis and Complementary Studies Considering Country Context

2018 ◽  
Vol 45 (6) ◽  
pp. 2419-2447 ◽  
Author(s):  
María del Carmen Triana ◽  
Mevan Jayasinghe ◽  
Jenna R. Pieper ◽  
Dora María Delgado ◽  
Mingxiang Li
Keyword(s):  
Health Outcomes ◽  
Physical Health ◽  
Gender Discrimination ◽  
Psychological Health ◽  
Relative Deprivation ◽  
Meta Analysis ◽  
Employee Outcomes ◽  
Physical Health Outcomes ◽  
And Behaviors ◽  
The Relationship

We draw on relative deprivation theory to examine how the context influences the relationship between employees’ perceptions of gender discrimination and outcomes at work using a meta-analysis and two complementary empirical studies. Our meta-analysis includes 85 correlations from published and unpublished studies from around the world to assess correlates of perceived workplace gender discrimination that have significant implications for employees. We extend relative deprivation theory to identify national differences in labor laws and cultural norms as contextual factors that affect the threshold for feeling deprived and moderate the relationship between perceived workplace gender discrimination and employee outcomes. Findings show that perceived gender discrimination is negatively related to job attitudes, physical health outcomes and behaviors, psychological health, and work-related outcomes (job-based and relationship-based). Correlations between perceived workplace gender discrimination and physical health outcomes and behaviors were stronger in countries with more broadly integrated labor policies and stringently enforced labor practices focused on promoting gender equality. Correlations were also stronger in countries with more gender-egalitarian cultural practices across multiple employee outcomes of perceived workplace gender discrimination. Further, results from two complementary studies (one employee survey and one experiment) supported the meta-analytic findings and provided evidence of the relative deprivation rationale central to our theory. Implications for research and practice include the need to consider the influence of the country context in organizational decisions to prevent and address gender discrimination and its consequences for employees and ultimately, for employers.

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