Organizational Configurations And Performance: A Meta-Analysis

Ketchen, David J.; Combs, James G.; Russell, Craig J.; Shook, Chris; Dean, Michelle A.; Runge, Janet; Lohrke, Franz T.; Naumann, Stefanie E.; Haptonstahl, Dawn Ebe; Baker, R. S.; Beckstein, Brenden A.; Handler, Charles A.; Honig, Heather; Lamoureux, Stephen

doi:10.5465/257028

Cited by 115 publications

(148 citation statements)

References 53 publications

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“…JD-R studies have demonstrated how the good health of an employee facilitates performance at the organisational level as employees who create their own resources are better able to deal with their job demands and to achieve their work goals Hakanen, 2009;Salanova, Agut & Peiro, 2005;Salanova & Schaufeli, 2008). Similarly, job design research has found evidence for the relationship between job characteristics, such as those outlined in the above propositions, and organisational outcomes such as worker compensation (Morgeson & Humphrey, 2006), training demands (Campion, 1988), skill requirements (Capelli & Rogovsky, 1994) and organisational performance (Ketchen et al, 1997). Lean manufacturing has also been repeatedly associated with improved organisational performance and competitive advantage (Brown et al, 2006;Cua et al, 2001;Fullerton & Wempe, 2009).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Cullinane

Bosak

Flood

et al. 2014

The International Journal of Human Resource Management

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ii Declaration I hereby certify that this material, which I now submit for assessment on the programme of study leading to the award of Doctor of Philosophy is entirely my own work, and that I have exercised reasonable care to ensure that the work is original, and does not to the best of my knowledge breach any law of copyright, and has not been taken from the work of others save and to the extent that such work has been cited and acknowledged within the text of my work. Flood. Patrick has provided great support and guidance during the past four years. He was also very influential in my decision to undertake the PhD during my time as a teaching assistant in DCU, and I will always be grateful for that push in the right direction. Over the past four years Janine has become both a wonderful mentor and a great friend. She has acted as my personal coach during this time and continued to build my confidence in my writing, presenting, and analytical skills, particularly when I was feeling insecure. Janine has also been a great advocate of my career and helped me to broaden my skills during my time as a PhD student in terms of teaching, writing and networking. The activities we were involved in together kept me sane and allowed me to maintain balance and perspective on my research. Both supervisors shared their wide international network of colleagues with me during my research which allowed me to meet and work with a number of very influential and interesting people over the years. It was a pleasure to work with you both.I would also like to thank Professor Eva Demerouti (Eindhoven University of Technology) with whom I collaborated with throughout this research. Eva was extremely accommodating when I approached her as an inexperienced and nervous first year student wanting to draw on her time and expertise in the area of engagement and burnout. I am very grateful for all the time, advice and encouragement she provided at our meetings in Utrecht, Eindhoven and during conferences. I also wish to acknowledge the time and effort spent by Eva in reading my work and assisting me with my statistical analysis, which is greatly appreciated. AbstractStudies to date which examine the quality of working life under lean manufacturing have yielded contradictory findings, whereby positive, negative and contingent effects on employee well-being have been demonstrated. A large contributor to these inconsistencies is the absence of an applicable model of job design which captures the complex socio-technical nature of this context. This research proposes and tests a model of job design under lean manufacturing using the Job Demands-Resources framework in order to capture the distinct motivational and health-impairing potential of this context. Cross-sectional data was collected from 200 employees working in a multi-national pharmaceutical manufacturing organisation with extensive lean usage. The findings supported hypotheses relating to the direct and interactive effects of lean-specific resources and demands in the prediction of ...

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Section: Theoretical Implicationsmentioning

confidence: 99%

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Cullinane

Bosak

Flood

et al. 2014

The International Journal of Human Resource Management

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“…Stewardship and stakeholder theory remove some restrictive assumptions of the agency approach, yet do not provide a comprehensive research framework that links corporate governance with the broader context of different organizational environments. Rather, most corporate governance research continues to view organizational outcomes in a 'context free' or universal manner, rather than based on how different organizational environments mediate hypothesized relationships between sets of corporate governance practices and organizational outcomes, such as effectiveness, efficiency, or performance (Ketchen et al 1997). However, Jensen and Warner (1988, p.21) suggest in an article widely cited in financial economics that, "ownership, voting structure, capital structure, and managerial discretion interact with internal organizational forces and affect corporate behavior in important ways".…”

Section: From Universalism To Diverse Organizational Environmentsmentioning

confidence: 99%

“…Despite considerable research effort, the empirical findings on this causal link have been mixed and inconclusive. For example, empirical studies of the effects of board composition and ownership structure on financial performance have failed to identify any consistently significant effects (Ketchen et al 1997;Dalton et al 2003;Deutsch 2005). Critiques of agency theory have pointed out its 'under-contextualized' nature and hence its inability to accurately compare and explain the diversity of corporate governance arrangements across different institutional contexts (Aguilera and Jackson 2003).…”

Section: Introductionmentioning

confidence: 99%

An Organizational Approach to Comparative Corporate Governance: Costs, Contingencies, and Complementarities

Aguilera

Filatotchev

Gospel

et al. 2008

Organization Science

667

219

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This is the accepted version of the paper.This version of the publication may differ from the final published version.  We would like to thank the UK Department for Trade and Industry with support for the research on which this study was based. The authors would like to thank the participants of seminars and workshops at Cass Business School, University of Groningen, University of Auckland, UK AIB Chapter (King's College London), Copenhagen Business School, the editor and two anonymous reviewers for their helpful comments on earlier drafts. The authors are listed alphabetically and contributed equally to this paper. Permanent repository link AN ORGANIZATIONAL APPROACH TO COMPARATIVE CORPORATE GOVERNANCE: COSTS, CONTINGENCIES, AND COMPLEMENTARITIES ABSTRACTThis paper develops an organizational approach to corporate governance and assesses the effectiveness of corporate governance and implications for policy. Most corporate governance research focuses on a universal link between corporate governance practices (e.g. board structure, shareholder activism) and performance outcomes, but neglects how interdependences between the organization and diverse environments lead to variations in the effectiveness of different governance practices. In contrast to such 'closed systems' approaches, we propose a framework based on 'open systems' approaches to organizations which examines these organizational interdependencies in terms of the costs, contingencies, and complementarities of different corporate governance practices. These three sets of organizational factors are useful in analyzing the effectiveness of corporate governance in diverse organizational environments. We also explore how costs, contingencies, and complementarities impact effectiveness of different governance aspects through the use of stylized cases and discuss the implications for different approaches to policy such as 'soft-law' or 'hard law'.

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“…For example, in a meta-analysis of 32 studies (including many strategic groups studies), Ketchen et al (1997) found that eight percent of the performance variance among firms can be attributed to 'configuration' membership. Nair and Kotha (2001) provide further evidence from the Japanese steel industry.…”

Section: Strategic Groups and Firm Performancementioning

confidence: 99%

“…In addition, research on the major contingencies that shape the nature and strength of between-group performance differences is needed. Also, given that Ketchen et al's (1997) meta-analysis included only studies through 1994, perhaps the time is right for another meta-analysis.…”

Section: Multipoint Competitionmentioning

confidence: 99%

Research on Competitive Dynamics: Recent Accomplishments and Future Challenges

Ketchen

Snow

Hoover

2004

Journal of Management

Self Cite

252

201

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Understanding the nature and consequences of the competitive dynamics among firms is a key objective of the strategic management field. We review recent developments in six research streams relevant to competitive dynamics: competitive action and response, first-mover advantage, co-opetition, multipoint competition, strategic groups, and regional clusters. As a first step toward filling gaps in knowledge identified in our review, we provide suggestions for future inquiry within each research stream. We also describe opportunities for conceptual integration across the streams that could significantly advance the understanding of competitive dynamics. © 2004 Elsevier Inc. All rights reserved.

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Organizational Configurations And Performance: A Meta-Analysis

Cited by 115 publications

References 53 publications

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

An Organizational Approach to Comparative Corporate Governance: Costs, Contingencies, and Complementarities

Research on Competitive Dynamics: Recent Accomplishments and Future Challenges

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