The Impact of Strategic Attributes on Organizational Performance in Pakistan Banking Sector: A Review and Suggestions for Future Research

Ahmed, Ammar; Othman, Ismail Bin Lebai

doi:10.6007/ijarbss/v7-i8/3242

Cited by 9 publications

(12 citation statements)

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“…Despite the fact, Song and Jing (2017) specified that in the prevailing studies, there are few inadequacies concerning this association. It is also suggested in the previous research that there is a necessity to additionally investigate this relationship through empirical research method, most importantly in the country scenario like Pakistan, which is in development phase (Ahmed & Othman, 2017a).…”

Section: Strategic Orientation and Organizational Performancementioning

confidence: 99%

“…It is needed that research be conducted empirically to measure the relationships of culture and performance with other variables (Ahmed & Othman, 2017b;Fey & Denison, 2003;Uzkurt et al, 2013). Moreover, Ahmed and Othman (2017a) recommended conducting this research in the banking sector of the developing countries like Pakistan. Consequently, grounded on the above description, the hypothesis of the study is identified as: H2: There is a significant association between OC and OP.…”

Section: Organizational Culture and Organizational Performancementioning

confidence: 99%

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Organizational Performance in Banking Sector of Pakistan: Assessing the Impacts of Strategic Orientation and Organizational Culture

Ahmed

Ismail³

et al. 2021

Global Business Review

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This study investigated the moderating effect of organizational culture on the relationships between organizational strategic orientation and organizational performance. Data were collected from 281 middle managers of the banking sector in Pakistan. Partial least squares structural equation modelling (PLS-SEM) was used to test the hypotheses. The results showed that strategic orientation and organizational culture have significant and positive impacts on the performance of the organization. Unexpectedly, organizational culture does not moderate the relationships between strategic orientation and performance. The findings of the study show that organizations that are strategically positioned as well as have a strong culture can be high-performing organizations. As there is a clear lack of research on the moderating effect of culture on the relationships between an organization’s strategic orientation and organizational performance, the current study fills this gap. Likewise, the present study highlights both practical and theoretical implications for the banking sector in Pakistan.

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Section: Strategic Orientation and Organizational Performancementioning

confidence: 99%

Section: Organizational Culture and Organizational Performancementioning

confidence: 99%

Organizational Performance in Banking Sector of Pakistan: Assessing the Impacts of Strategic Orientation and Organizational Culture

Ahmed

Ismail³

et al. 2021

Global Business Review

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“…Denison (1990) defined organizational culture as the system of norms and values which is common among an organization’s employees and it determines the attitudes and approaches of organizational members toward confronting different problems in an organization. As a key strategic attribute, a healthy organizational culture is vital as it directly influences organizational performance ( Weinzimmer et al, 2012 ; Storey and Hughes, 2013 ; Ahmed and Othman, 2017 ). Existing literature confirms both positive and negative effects of organizational culture on organizational performance ( Chuang et al, 2012 ; Sokro, 2012 ).…”

Section: Introductionmentioning

confidence: 99%

Strategic Attributes and Organizational Performance: Toward an Understanding of the Mechanism Applied to the Banking Sector

et al. 2022

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The study examines and theorizes the importance of strategic attribute constructs (strategic orientation, organizational culture, and organizational internal market orientation) as applied to Pakistan’s banking sector by identifying their roles in enhancing organizational performance and the mediating effect of organizational commitment. The current study adopted quantitative research designs and methods to determine structural relationships between the proposed constructs. A total of 10 hypotheses were tested underpinned by the Resource-Based View of the Firm and Social Exchange theories. The strategic attributes studied were significantly and positively related to, and enhance, organizational performance if the banks: (1) focus on strategic positioning, (2) fostering a strong organizational culture, (3) strategize internal marketing practices, and (4) boost organizational commitment. The findings supported the mediating role of organizational commitment between strategic attributes and organizational performance. This study contributes to existing literature and supports prior research while filling in gaps in the literature concerning developing countries.

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“…An important internal factor is internal market orientation (IMO), which is regarded as exchange between the organization and its employees such as communication, resources, and some non-economic transactions (Ahmed & bin Lebai Othman, 2017). Organizational IMO is regarded as IMO, which is perceived positively and leads to positive outcomes of the employees and organization.…”

Section: Introductionmentioning

confidence: 99%

“…Researchers have revealed a significant association between organizational commitment and strategic orientation. Therefore, no study has investigated the relation between organizational, organizational culture, strategic orientation, and organizational performance along with the influence of organizational commitment as a mediator (Ahmed & bin Lebai Othman, 2017).…”

Section: Introductionmentioning

confidence: 99%

Effect of Strategic Orientation and Organizational Culture on Firm‘s Performance. Role of Organizational Commitments

Kerdpitak¹,

Boonrattanakittibhumi²

2020

JSSI

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The main objective of the current study is to examine the direct impact of the strategic orientation and organizational culture on the firm performance of banks operating in the Thailand. Additionally, the study has also examined the mediating role of organizational commitment in the relationship between strategic orientation and firm performance, and between organizational culture and firm performance. The suitability of the activities of an organization is determined through innovation and strong culture, which contributes to the performance an organization (OP). A questionnaire based on structured questions was developed with reference to the objectives of the research. The data was analyzed using structural equation modelling that is regarded as technique of second generation. This is referred as second-generation technique due to some limitations of first-generation techniques. The response rate of the study is 63.4 percent. It was revealed by the results that significant and positive relation exists between hard/soft HR strategic orientations, continuance, and affective components of commitment. However, there was negative association of normative commitment with hard HR. The caring organizational attitude with its employees is regarded as soft HR and limited or rigid behavior is indicated by hard HR. The findings of the study have provided support to the proposed results.

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The Impact of Strategic Attributes on Organizational Performance in Pakistan Banking Sector: A Review and Suggestions for Future Research

Cited by 9 publications

References 0 publications

Organizational Performance in Banking Sector of Pakistan: Assessing the Impacts of Strategic Orientation and Organizational Culture

Organizational Performance in Banking Sector of Pakistan: Assessing the Impacts of Strategic Orientation and Organizational Culture

Strategic Attributes and Organizational Performance: Toward an Understanding of the Mechanism Applied to the Banking Sector

Effect of Strategic Orientation and Organizational Culture on Firm‘s Performance. Role of Organizational Commitments

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