The Role of Sampling in Strategic Management Research on Performance: A Two-Study Analysis

2002 ◽  
Vol 28 (3) ◽  
pp. 363-385 ◽  
Author(s):  
Jeremy C. Short ◽  
David J. Ketchen ◽  
Timothy B. Palmer
Keyword(s):  
Strategic Management ◽  
Organizational Performance ◽  
Random Sample ◽  
A Priori ◽  
Sample Selection ◽  
Negative Relationship ◽  
Chief Executive ◽  
Simple Random Sample ◽  
Management Journal ◽  
And Performance

Strategic management researchers often note the inability of many phenomena to consistently explain organizational performance. Using a two-study format, we examine the possibility that sampling practices may contribute to this inability. We chronicle sampling practices within 437 studies investigating the determinants of organizational performance published between 1980 and 1999 in the Academy of Management Journal, Administrative Science Quarterly, Journal of Management, Organization Science, and Strategic Management Journal. Our results reveal that fewer than one in five studies rely on a random sample and that researchers offer little a priori acknowledgement of sample limitations. Although the first study suggests that sampling issues have been problematic, it cannot offer direct evidence. Thus, in the second study, we examine the effect of sample selection on empirical results by testing one popular relationship from the strategy literature (chief executive officer duality and performance) using four different samples. Whereas a stratified random sample offers some evidence of a positive relationship, a purposive sample detects a negative relationship and an available sample and simple random sample detect no relationship. Taken together, the studies suggest that sampling practices must improve if strategic management is to approach its objective of explaining performance. Accordingly, several exemplar studies are described and recommendations are offered to guide future sampling practices.

Effect of leadership styles on organizational commitment and performance in small- and medium-sized enterprises in Iraqi Kurdistan

2020 ◽  
Vol 48 (9) ◽  
pp. 1-12
Author(s):  
Karwan Hamasalih Qadir ◽  
Mehmet Yeşiltaş
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Mediating Effect ◽  
Positive Effects ◽  
Iraqi Kurdistan ◽  
And Performance ◽  
Executive Officers

Since 2003 the number of small- and medium-sized enterprises (SMEs) has increased exponentially in Iraqi Kurdistan. To facilitate further growth the owners and chief executive officers of these enterprises have sought to improve their leadership skills. This study examined the effect of transactional and transformational leadership styles on organizational commitment and performance in Iraqi Kurdistan SMEs, and the mediating effect of organizational commitment in these relationships. We distributed 530 questionnaires and collected 400 valid responses (75% response rate) from 115 SME owners/chief executive officers and 285 employees. The results demonstrate there were positive effects of both types of leadership style on organizational performance. Further, the significant mediating effect of organizational commitment in both relationships shows the importance of this variable for leader effectiveness among entrepreneurs in Iraqi Kurdistan, and foreign entrepreneurs engaging in new businesses in the region.

scholarly journals Strategic Costing Models as Strategic Management Accounting Techniques at Private Universities in Riau, Indonesia

2019 ◽  
Vol 11 (1) ◽  
pp. 274
Author(s):  
Evi Marlina ◽  
Hendri Ali Ardi ◽  
Siti Samsiah ◽  
Kirmizi Ritonga ◽  
Amris Rusli Tanjung
Keyword(s):  
Higher Education ◽  
Strategic Management ◽  
Organizational Performance ◽  
Value Chain ◽  
Education Institution ◽  
Point Of View ◽  
Theoretical Point ◽  
Activity Based Costing ◽  
Education Organization ◽  
And Performance

As a strategic management in accounting, strategic coasting has attracted the practioners and scholars because the significant influences to comptetitive advantage and organizational performance. This study is aim to explore integrated strategic costing model as an effort to improve competitive advantage and performance of higher education institution. This study also provide the guideline for effectively and efficiently of cost control. A specific strategic costing –activity based costing, value chain costing, quality costing, lifecycle costing and target costing- was elaborated through literature review form each attributes simultaneously and according to comprehensive model that integrated each of principles. The study concluded the scheme is compatible and complete each other according to theoretical point of view due to the integrated implementation of the principles and attributes contribute to organization performance improve. We also argue that the scheme is contribute to distribution of strategic costing attribute and exploitation of organization resources. A new management system proposing to the incorporation of strategic costing attributes into the management of higher education organization resources, and some recommendations for practical use are presented.

scholarly journals Management Processes as Antecedents of Organizational Performance: A Literature Review

2021 ◽  
Vol 7 (1) ◽  
pp. 1-6
Author(s):  
Mohammed Ibrahim Abubakar
Keyword(s):  
Literature Review ◽  
Strategic Management ◽  
Organizational Performance ◽  
Performance Management ◽  
High Performance ◽  
Services Marketing ◽  
Marketing Management ◽  
Management Tools ◽  
Management Processes ◽  
And Performance

The purpose of this study is to critically analyse previous studies on management processes as antecedents of organizational performance. The study summarizes the level of understanding as regards the topic presently because of the importance of the information to the performance of organizations. The author searched Emerald, ScienceDirect.com, EBSCO and Google Scholar using a series of combinations of the following keywords: organizational management, performance management, high-performance organizations, management processes, management tools, influences of management processes, strategic management, marketing management, services marketing mix, , business organization and performance. This literature review has shown that performance is critical for the survival of the organization. It has also revealed that strategic management processes, marketing management processes and services marketing are key to organizational performance.

It's All about Me: Narcissistic Chief Executive Officers and Their Effects on Company Strategy and Performance

2007 ◽  
Vol 52 (3) ◽  
pp. 351-386 ◽  
Author(s):  
Arijit Chatterjee ◽  
Donald C. Hambrick
Keyword(s):  
Organizational Performance ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Computer Hardware ◽  
Annual Reports ◽  
Company Strategy ◽  
And Performance ◽  
Ceo Narcissism ◽  
Executive Officers ◽  
Performance Results

This study uses unobtrusive measures of the narcissism of chief executive officers (CEOs)—the prominence of the CEO's photograph in annual reports, the CEO's prominence in press releases, the CEO's use of first-person singular pronouns in interviews, and compensation relative to the second-highest-paid firm executive—to examine the effect of CEO narcissism on a firm's strategy and performance. Results of an empirical study of 111 CEOs in the computer hardware and software industries in 1992–2004 show that narcissism in CEOs is positively related to strategic dynamism and grandiosity, as well as the number and size of acquisitions, and it engenders extreme and fluctuating organizational performance. The results suggest that narcissistic CEOs favor bold actions that attract attention, resulting in big wins or big losses, but that, in these industries, their firms' performance is generally no better or worse than firms with non-narcissistic CEOs.

scholarly journals Realizing the Performance Benefits of Workforce Diversity in the U.S. Federal Government: The Moderating Role of Diversity Climate

2019 ◽  
Vol 49 (1) ◽  
pp. 141-165 ◽  
Author(s):  
Kuk-Kyoung Moon ◽  
Robert K. Christensen
Keyword(s):  
Organizational Performance ◽  
Federal Government ◽  
Functional Diversity ◽  
Negative Relationship ◽  
Racial Diversity ◽  
Two Dimensions ◽  
Diversity Climate ◽  
And Performance ◽  
The Relationship ◽  
The U.S

Conventional wisdom in diversity research holds that biodemographic diversity is harmful to performance, whereas job-related diversity is beneficial to performance. Empirical evidence in this area, however, remains mixed and inconclusive. Due to this inconsistency, scholars have recently called for a search for moderators of the relationship between diversity and performance to expand the theoretical perspectives on organizational diversity. In this context, we examine how biodemographic (gender, race, and age) and job-related (function and tenure) diversity influence organizational performance and how diversity climate as a potential moderator shapes the relationships between the two dimensions of diversity and performance. Using panel data from the U.S. federal government, we find that racial and tenure diversity have positive relationships with organizational performance, whereas functional diversity has a negative relationship. Further analysis reveals that a diversity climate positively moderates the relationship between racial diversity, functional diversity, tenure diversity, and organizational performance. Theoretical and practical implications are discussed.

The Impact of Strategic Planning on Organizational Performance: The Case of Public Organization in Qatar: أثر التخطيط الاستراتيجي على الأداء المؤسسي: دراسة حالة منظمة حكومية بدولة قطر

2020 ◽  
Vol 4 (14) ◽  
Author(s):  
Thmer Mohammed Maharmeh
Keyword(s):  
Data Analysis ◽  
Strategic Planning ◽  
Organizational Performance ◽  
Random Sample ◽  
Positive Relationship ◽  
Simple Random Sample ◽  
Public Organization ◽  
Strategic Objectives ◽  
And Control ◽  
The Impact

The main objective of the research is to investigate the degree of effects of strategic planning and its dimensions (vision and mission, strategic objectives and values, projects and operational plans, and follow-ups and control) on organizational performance. Data was collected by using a closed-ended survey from simple random sample of employees. Data were analyzed by using suitable descriptive and analytical statistical methods available at SPSS. Results of data analysis revealed that there is strong and positive relationship between strategic planning and organizational performance. It was found that organizational performance is greatly influenced by strategic planning. Based on that, it was recommended to support strategic planning in public organizations.

The elusive linkage between CEO pay and performance

2018 ◽  
Vol 16 (1) ◽  
pp. 57-65
Author(s):  
Gerald Edward Ledford ◽  
Edward E. Lawler
Keyword(s):  
Organizational Performance ◽  
Power Law ◽  
Chief Executive ◽  
Power Law Distribution ◽  
Content Type ◽  
Ceo Tenure ◽  
Dependent Variables ◽  
Ceo Pay ◽  
External Conditions ◽  
And Performance

Purpose The authors comment on the paper by Aguinis et al. (2018). The authors believe that their hypotheses probably are true, but their methodology is flawed and their data do not support their conclusions. Design/Methodology The authors review and comment on the paper by Aguinis et al. (2018). Findings The data do not adequately demonstrate a power law distribution for chief executive officer’s (CEO) performance because the analysis confounded external conditions affecting performance, and the authors use inappropriate dependent variables. The analysis does not demonstrate a power law distribution for CEO pay because the analysis does not take into account changes in pay level and mix over time. The analysis does not show a lack of overlap between the two distributions because it does not take into account the way that the CEOs are paid for performance and because it uses CEO pay averaged over CEO tenure. Research limitations/implications A more convincing analysis of the authors’ hypothesis would require the use of total shareholder return (TSR) as the dependent variable for organizational performance and would require a number of much more specific controls. Practical implications The authors call for greater use of power law thinking by practitioners in setting CEO pay. Their analysis indicates that practitioners already think in power law terms and allocate CEO pay accordingly. Moreover, power law theory and findings could be misused as an excuse for paying average CEOs much more than they are already paid. Social implications The authors add another perspective on CEO pay. Originality/value The authors’ perspective is informed both by research and by consulting experience on CEO pay projects.

scholarly journals ANALISIS AGRIBISNIS SAPI POTONG DI KABUPATEN SIAK PROVINSI RIAU

2019 ◽  
Vol 21 (1) ◽  
pp. 23-35
Author(s):  
Nur Khadijah ◽  
Syaiful Hadi ◽  
Evy Maharani
Keyword(s):  
Beef Cattle ◽  
Path Analysis ◽  
Random Sample ◽  
Sample Selection ◽  
Total Sample ◽  
Selection Method ◽  
Simple Random Sample ◽  
On Farm ◽  
Cattle Farms ◽  
Positive Effect

ABSTRACT. The study aimed to analyze the influence of each subsystem on the income of farmers and between each sub-system is itself on beef cattle farms in Siak. The study was conducted in 4 (four) districts in Siak District of Kerinci Kanan, Lubuk Dalam, Dayun and Koto Gasib using simple random sample selection method . Total sample in this study were 100 breeders. Data were analyzed by scoring and path analysis (path analysis). Path analysis results indicate that the up-stream subsystem to the farmer’s income. influence between the subsystem them are asfollows: Subsystems supporting institutions affecting the entire subsystem of agribusiness; marketing Subsystem affect up-stream subsystem, on-farm subsystem and  down-stream Subsystem agribusiness.  up-stream subsystem to the on-farm agribusiness, on-farm Subsystem to down-stream agribusiness. The conclusion of research indicated that the implementation of beef cattle subsystem agribusiness had adequate index and give positive effect to the farmer’s income.   Keywords: agribusines, up-stream, on-farm, down-stream, marketing, supporting institutions

Integrating knowledge management (KM) strategies and processes to enhance organizational creativity and performance

2016 ◽  
Vol 11 (1) ◽  
pp. 154-179 ◽  
Author(s):  
Khuram Shahzad ◽  
Sami Ullah Bajwa ◽  
Ahmed Faisal Imtiaz Siddiqi ◽  
Farhan Ahmid ◽  
Ali Raza Sultani
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Positive Impact ◽  
Negative Relationship ◽  
Survey Method ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Organizational Creativity ◽  
And Performance

Purpose – This study aims to identify if an integration between knowledge strategy and knowledge management (KM) processes leads to organizational creativity and performance. Design/methodology/approach – Quantitative strategy and cross-sectional survey method were used to collect data. In all, 219 randomly selected respondents from 173 listed companies provided feedback through self-administered questionnaire. Factor analysis and multiple regression techniques were used to test multiple hypotheses. Findings – Results revealed the significant positive impact of system-oriented KM systems strategy on KM process capabilities, creativity and organizational performance. No significant impact has been found of human-oriented KM strategy on different KM processes and organizational performance. However, it interestingly has a significant negative relationship with organizational creativity. KM processes have significant impact on organizational creativity and performance. Organizational creativity has also been identified as having a strong significant impact on organizational performance. Originality/value – This paper fills the knowledge gap by undertaking a study which has not been conducted before.

Chief executive officer compensation, corporate governance and performance: evidence from KSA firms

2019 ◽  
Vol 19 (6) ◽  
pp. 1216-1235 ◽  
Author(s):  
Gaafar Abdalkrim
Keyword(s):  
Corporate Governance ◽  
Firm Performance ◽  
Organizational Performance ◽  
Ceo Compensation ◽  
Chief Executive ◽  
Listed Companies ◽  
Future Research ◽  
Content Type ◽  
Interesting Insight ◽  
And Performance

Purpose This paper aims to examine the relation between chief executive officers (CEOs) compensation and organizational performance in KSA listed companies. It also aims at investigating the effect of corporate governance mechanisms according to this relation. Design/methodology/approach The researcher uses unbalanced panel data regression analysis on a sample of 181 KSA listed companies from 2005 to 2014. Findings The estimation result suggests that CEO Compensation is positively associated with firm performance. The results also show that corporate governance positively and significantly affect the relation between CEO Compensation and performance. Research limitations/implications This research, like any other, has some limitations that can be addressed by future research. The important limitation of this research is that the generalizability of the results is limited by the fact that the majority of the firms in the sample are from material sector which is represented by 42 (32 per cent) firms versus pharmaceutical sector which is represented by only one (1 per cent) firm. Therefore, a future research can tackle the effect of CEO compensation, corporate governance on future firm performance independently. Practical implications The findings have some important implications for stakeholders such as policymakers, listed firms managers, business owners and academic researchers in the emerging KSA market. Besides, understanding the relation between CEO compensation, corporate governance and firm performance can aid the success of corporate modernization and economic reform in KSA. Originality/value The research attempts to fill a substantial gap in the literature by providing the first rigorous econometrics evidence on CEO compensation, corporate governance and firm performance. In addition, it provides interesting insight for researches, decision-makers and board members in KSA.

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