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Subjective and objective measures of organizational performance: An empirical exploration
16 references·16 citing·36 second hopsampled
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(1993)DOES STAKEHOLDER ORIENTATION MATTER? THE RELATIONSHIP BETWEEN STAKEHOLDER MANAGEMENT MODELS AND FIRM FINANCIAL PERFORMANCE. (1999)
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References

  • 1973Rank Correlation Methods4,054 cited
  • 2004Public Management Reform: A Comparative Analysis3,520 cited
  • 1986Measurement of Business Performance in Strategy Research: A Comparison of Approaches3,502 cited
  • 1984Measuring organizational performance in the absence of objective measures: The case of the privately‐held firm and conglomerate business unit3,337 cited
  • 1983A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis3,337 cited
  • 2014An Easy Guide to Factor Analysis3,310 cited
  • 1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE.3,152 cited
  • 1971Rank Correlation Methods.2,438 cited
  • 1986Measurement of Business Performance in Strategy Research: A Comparison of Approaches1,998 cited
  • 1994An easy guide to factor analysis1,938 cited
  • 2004Public Management Reform1,871 cited
  • 2004ON THE VALIDITY OF SUBJECTIVE MEASURES OF COMPANY PERFORMANCE1,117 cited
  • 1992Organizational alignment as competitive advantage872 cited
  • 1968Organizational Interdependence and Intra-Organizational Structure861 cited
  • 2003Human Resource Management and Corporate Performance in the UK

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838 cited
  • 1997Crossroads—Organizational Performance as a Dependent Variable825 cited
  • Cited by

    • 2021The Expectancy‐Disconfirmation Model and Citizen Satisfaction with Public Services: A Meta‐analysis and an Agenda for Best Practice192 cited
    • 2022Serving citizens182 cited
    • 2008Strategy Formulation, Strategy Content and Performance162 cited
    • 2009The Impact of Red Tape on Governmental Performance: An Empirical Analysis156 cited
    • 2013I Think (I Am Doing Well), Therefore I Am: Assessing the Validity of Administrators' Self-Assessments of Performance151 cited
    • 2008How Do Perceived Political Environment and Administrative Reform Affect Employee Commitment?143 cited
    • 2010Linking Collaborative Capacity to Performance Measurement in Government—Nonprofit Partnerships142 cited
    • 2016Relationships between strategic performance measures, strategic decision-making, and organizational performance: empirical evidence from Canadian public organizations134 cited
    • 2012Why Are Goals Important in the Public Sector? Exploring the Benefits of Goal Clarity for Reducing Turnover Intention130 cited
    • 2017The Dark Sides of Public Service Motivation: A Multi-level Theoretical Framework115 cited
    • 2016Only When the Societal Impact Potential Is High? A Panel Study of the Relationship Between Public Service Motivation and Perceived Performance113 cited
    • 2019What explains the performance of community-based initiatives? Testing the impact of leadership, social capital, organizational capacity, and government support103 cited
    • 2014Green Tape and Job Satisfaction: Can Organizational Rules Make Employees Happy?99 cited
    • 2018Citizen Satisfaction and the Kaleidoscope of Government Performance: How Multiple Stakeholders See Government Performance94 cited
    • 2019Realizing the Performance Benefits of Workforce Diversity in the U.S. Federal Government: The Moderating Role of Diversity Climate90 cited
    • 2010Objective and Subjective Performance Measures81 cited