Influence of top management commitment on management program success.

Abstract

The literature on many different types of management programs says that effective program installations depend on the level of top management commitment: the stronger the commitment, the greater the potential for program success. A meta-analysis of 18 studies that evaluated the impact of management by objectives on job satisfaction was presented to test this hypothesis. Results showed that the gain in job satisfaction was approximately one third of one standard deviation when top management had high commitment to program implementation. Little improvement was found in studies that had moderate or low commitment from top management.

The De-adoption of Innovative Mental Health Practices (IMHP): Why Organizations Choose not to Sustain an IMHP

“…Variables examined in other studies that are likely to convey a sense of support include: organizational support (Aarons 2005;Backer et al 1986), organizational commitment (Frambach and Schillewaert 2002), positive attitudes toward the innovation (Klein and Sorra 1996;Lewis and Seibold 1993) and ongoing support by top management (Ash 1997;Damanpour 1991;Klein and Knight 2005;Pinto and Mantel 1990;Rodgers et al 1993;Van de Ven and Chu 2000).…”

Book Highlight—The Role of Commitment in Bridging the Gap Between Organizational and Environmental Sustainability

“…A variable with significant impact is top management and leadership support. Rodgers, Hunter, and Rogers (1993) conducted a meta-analysis to examine the influence of top management support on success of organizational initiatives and found an effect size of about one-third of a standard deviation unit difference between cases where there was support versus where there was none. We suspect the impact to be as strong, if not stronger, for environmental sustainability efforts and initiatives in organizations.…”

LMX differentiation: A multilevel review and examination of its antecedents and outcomes

“…In order for difficult, organization-wide goals to be attained, commitment to achieving these goals must be developed (Klein, Wesson, Hollenbeck, & Alge, 1999;Locke & Latham, 1990). Top-level managers' commitment to organization-wide programs influences their implementation and effectiveness (Rodgers, Hunter, & Rogers, 1993). LMX quality has been positively linked to employee goal commitment (Klein & Kim, 1998); top organizational leaders (such as CEOs) may successfully build this commitment in the top management team through the influence they have acquired as a result of building high LMX relationships.…”