Organizational Effectiveness: A Multiple-Constituency Approach

Connolly, Terry; Conlon, Edward J.; Deutsch, Sid

doi:10.2307/257430

Cited by 316 publications

(111 citation statements)

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“…Stakeholder theory shifts attention from efficiency arguments (e.g. narrow definitions of performance) toward a broader understanding of effectiveness in goal attainment in relation to the multiple objectives of different constituent firm stakeholders (Connolly et al 1980). Yet, it has not developed a comprehensive and systematic framework which captures the interactions of different stakeholders with the environment or with each other.…”

Section: From Universalism To Diverse Organizational Environmentsmentioning

confidence: 99%

“…Stakeholder theory shifts attention from efficiency arguments (e.g. narrow definitions of performance) toward a broader understanding of effectiveness in terms of goal attainment in relation to the multiple objectives of different constituent stakeholders (Connolly et al 1980). Other approaches, such as resource dependence (Pfefffer and Salancik 1978) and comparative institutional theory (Aoki 2001), have also focused growing attention on how corporate governance relates to different organizational environments.…”

Section: Introductionmentioning

confidence: 99%

“…However, since multiple stakeholder constituents are likely to have different goals and objectives, effectiveness tends to be a complex and multidimensional construct that often defies single measures (Connolly et al 1980). 1 Thus, our aim is not to advocate a particular definition or measure of effectiveness, but to highlight how our framework may be useful for studying different aspects of effectiveness in relation to corporate governance.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

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

Aguilera

Filatotchev

Gospel

et al. 2008

Organization Science

668

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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Section: From Universalism To Diverse Organizational Environmentsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

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

Aguilera

Filatotchev

Gospel

et al. 2008

Organization Science

668

219

View full text Add to dashboard Cite

show abstract

“…Thus, environmental performance also refers to process and product improvements resulting from the integration of environmental considerations in the operational decisions of the firm. Furthermore, following the strategic-constituencies model, the process dimension also considers the external pressures faced by the organization (Connolly et al, 1980). The internal and external dimensions are part of the competing-values model (Quinn, 1988;Quinn and Rohrbaugh, 1983).…”

Section: Introductionmentioning

confidence: 99%

Modelling the impact of ISO 14001 on environmental performance: A comparative approach

Boiral

Henri

2012

Journal of Environmental Management

163

120

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Studies analyzing the effects of ISO 14001 certification and determinants of environmental performance tend to be based on a traditional and instrumental model of efficiency. Using structural equation modelling developed through a survey of 303 organizations, this paper compares the validity of this instrumental model with two alternatives models: the legitimacybased model and the hybrid model. The findings question the efficiency of ISO 14001 and show that the traditional model does not explain the environmental performance of the surveyed organizations. Study results show that the legitimacy-based model, which questions the efficiency of ISO 14001 certification, is more pertinent in explaining the environmental performance but leads to a rather critical view of management practices. The development of a hybrid model based on the principal hypotheses of the legitimacy-based model, but integrating certain managerial and operational practices distinct from ISO 14001 certification, results in a less critical and more pertinent view of the determinants of environmental performance. Study results suggest that this hybrid model provides the best data fit.

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“…Because of their abstractness and breadth, they are very difficult to operational ize, and hence, to subject to empirical investigation. This is, in fact, one of the major criticisms levied against systems theory as a framework for understanding organizational behavior (Connolly, Conlon and Deutsch, 1980;Price,1968b;Scott, 1914;Small, 1980;Webb, 1974). Several research studies were uncovered in this review, however, and are discussed below.…”

Section: B Researchmentioning

confidence: 97%

Organizational and systems theory: An integrated review.

Swezey¹

1980

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Organizational Effectiveness: A Multiple-Constituency Approach

Cited by 316 publications

References 0 publications

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

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

Modelling the impact of ISO 14001 on environmental performance: A comparative approach

Organizational and systems theory: An integrated review.

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