SZodixStudyAcademic Library
ShelvesOpen access
Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated
The Influence of Organizational Structure and Organization Culture on the Organizational Performance of Higher Educational Institutions: The Moderating Role of Strategy Communication
16 references·1 citing·32 second hop
The Influence of Organizational Structure and Organization Culture on the Organizational Performance of Higher Educational Institutions: The Moderating Role of Strategy Communication (2014)The Influence of Organizational Structure…A primer on partial least squares structural equation modeling (PLS-SEM) (2015)A primer on partial least squ…A primer on partial least squares structural equation modeling (PLS-SEM) (2014)A primer on partial least squ…PLS-SEM: Indeed a Silver Bullet (2011)PLS-SEM: Indeed a Silver Bull…Using PLS Path Modeling for Assessing Hierarchical Construct Models: Guidelines and Empirical Illustration1 (2009)Using PLS Path Modeling for A…Obstacles to Effective Strategy Implementation (2006)Obstacles to Effective Strate…The Silent Killers of Strategy Implementation and Learning (2000)The Silent Killers of Strateg…The Eclectic Roots of Strategy Implementation Research (1999)The Eclectic Roots of Strateg…The partial least squares approach for structural equation modeling. (1998)The partial least squares app…The balanced scorecard: Translating strategy into action (1997)The balanced scorecard: Trans…Exploring corporate strategy (1997)Exploring corporate strategyThe Challenge of Innovation Implementation (1996)The Challenge of Innovation I…Strategic planning for public and nonprofit organizations: a guide to strengthening and sustaining organizational achievement (1996)Strategic planning for public…The Strategy Process: Concepts, Contexts, Cases (1991)The Strategy Process: Concept…Assessing Construct Validity in Organizational Research (1991)Assessing Construct Validity …Linking control systems to business unit strategy: impact on performance (1985)Linking control systems to bu…Evaluating Structural Equation Models with Unobservable Variables and Measurement Error (1981)Evaluating Structural Equatio…ORGANIZATIONAL CHANGE AND COMPETITIVE ADVANTAGE: BUSINESS SIZE MATTERS (2019)ORGANIZATIONAL CHANGE AND COM…On the Evaluation of Structural Equation Models (1988)Structural equation modeling in practice: A review and recommended two-step approach. (1988)Organization and environment (1967)Structural Equations with Latent Variables. (1991)A Review and Synthesis of the Measurement Invariance Literature: Suggestions, Practices, and Recommendations for Organizational Research (2000)The structure of organizations (2000)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Structural Equation Modelling: Guidelines for Determining Model Fit (2008)The theory of planned behavior (1991)A power primer. (1992)Lateral Collinearity and Misleading Results in Variance-Based SEM: An Illustration and Recommendations (2012)Consistent Partial Least Squares Path Modeling1 (2015)How to Specify, Estimate, and Validate Higher-Order Constructs in PLS-SEM (2019)Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior. (1986)THE PEOPLE MAKE THE PLACE (1987)Organizational culture and leadership (1993)Commitment to organizational change: Extension of a three-component model. (2002)A theory of organizational readiness for change (2009)Towards a multidisciplinary definition of innovation (2009)Significance tests and goodness of fit in the analysis of covariance structures. (1980)A new criterion for assessing discriminant validity in variance-based structural equation modeling (2014)Partial least squares structural equation modeling (PLS-SEM) (2014)When to use and how to report the results of PLS-SEM (2018)Corporate Social Responsibility: A Process Model of Sensemaking (2008)Corporate Social Responsibility: The Good, the Bad and the Ugly (2008)Exploring SWOT analysis – where are we now? (2010)User Acceptance of Information Technology: Toward A Unified View1 (2003)The DeLone and McLean Model of Information Systems Success: A Ten-Year Update (2003)A Strategic Framework for Customer Relationship Management (2005)Measuring Organizational Performance: Towards Methodological Best Practice (2009)Common Beliefs and Reality About PLS (2014)Assessing measurement model quality in PLS-SEM using confirmatory composite analysis (2019)
this work references cited by second hop

References

  • 1981Evaluating Structural Equation Models with Unobservable Variables and Measurement Error108,884 cited
  • 2011PLS-SEM: Indeed a Silver Bullet21,614 cited
  • 2015A primer on partial least squares structural equation modeling (PLS-SEM)18,923 cited
  • 2014A primer on partial least squares structural equation modeling (PLS-SEM)12,786 cited
  • 1998The partial least squares approach for structural equation modeling.12,728 cited
  • 1997The balanced scorecard: Translating strategy into action8,199 cited
  • 1991Assessing Construct Validity in Organizational Research6,615 cited
  • 2009Using PLS Path Modeling for Assessing Hierarchical Construct Models: Guidelines and Empirical Illustration14,931 cited
  • 1997Exploring corporate strategy3,103 cited
  • 1996The Challenge of Innovation Implementation2,113 cited
  • 1996Strategic planning for public and nonprofit organizations: a guide to strengthening and sustaining organizational achievement1,688 cited
  • 1991The Strategy Process: Concepts, Contexts, Cases961 cited
  • 2000The Silent Killers of Strategy Implementation and Learning627 cited
  • 1985Linking control systems to business unit strategy: impact on performance610 cited
  • 1999The Eclectic Roots of Strategy Implementation Research

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

513 cited
  • 2006Obstacles to Effective Strategy Implementation487 cited
  • Cited by

    • 2019ORGANIZATIONAL CHANGE AND COMPETITIVE ADVANTAGE: BUSINESS SIZE MATTERS15 cited