Browsing by Subject "Organizational behavior"

Now showing 1 - 3 of 3
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    Employee Perceptions and Financial Performance
    (2011-07) De Georgeo, Michael R.
    A number of studies have found evidence supporting a link between the organizational environment and financial performance. However, several studies have found a mixed support or no support for this link. This study builds on these findings to address the question: Is there a relationship between organizational environment factors and financial performance? Organizational environment data for this study came from employees of a sales and service division of a global manufacturer located in the Midwest of the U.S. A sample of 1,518 respondents, from a total population of 1,615 employees organized in 100 teams, completed a 68-item survey instrument for a response rate of 94%. An exploratory factor analysis generated a model with 11 subscales using 52 items from the original instrument. The subscales are (1) operational effectiveness, (2) immediate manager/supervisor, (3) senior management, (4) mission, (5) valuing employees, (6) training, (7) involvement, (8) corporate social responsibility, (9) satisfaction, (10) teamwork, and (11) inclusion. Cronbach's alpha coefficients for all subscales on the survey were acceptable, ranging from .85 to .90. Team-level factor scores, the predictor variables, were generated by computing factor scores for individual respondents, followed by computing a mean of each of the factor scores from members of each team. This approach produced 11 factor scores for each team. Contribution margin ratio, a measure of profitability, was the outcome variable. This variable was calculated at the team level and is the quotient created when dividing operating income by revenue. This study used contribution margin ratios from five financial periods: four consecutive fiscal quarters and the fiscal year overall. This study found that team-level employee perceptions of organizational environment factors had no to weak relationships between various organizational environment factors and various measures of financial performance. The regression analyses, subsequently, found that organizational environment factors were able to explain only single-digit percentages of variation in financial performance. Implications of these findings with regard to organizational performance are discussed.
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    Level up: the dynamic nature of leadership and management
    (2014-04) Natali, Michael William
    Organizations are broken into hierarchical levels of management and the nature of work changes as one ascends the hierarchy. There are several theoretical discussions and studies on how work changes by management level. The current investigation reviewed the literature on differences along the organizational hierarchy and compared levels on how the people in them differ, examining differences in personality, cognitive ability, experiences, and 360-degree feedback. A large, archival dataset was acquired from a large consulting firm consisting of over 4000 managers in three levels of management: supervisory, middle, and executive. Comparisons of levels were conducted on mean scores, rank order of scores on 360-degree feedback measures, correlations with performance criteria, and regression equations. Analyses revealed several mean differences between levels across factors of personality, ratings of competence in 360-degree feedback, experiences, and performance. Correlations with performance differed across levels as well as personality regression equations controlling for cognitive ability. A test of moderation found that level does not moderate relationships with performance though further research should be conducted. Overall, the results show significant differences between levels of management across a multitude of variables. Implications for selection and development are discussed.
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    Repeated Alliances Across Product Markets: The Formation and Performance Implications
    (2023) Park, Sohyuun
    This dissertation explores a phenomenon of market entry through cross-market repeated alliance, or market entry through repeated alliance with an existing partner from another product market. While it has been studied much how firms use its internal resources to enter a product market, relational resources have received little attention as valuable firm resources in market entry. Such lack of studies on the use of relational resources in market entry is surprising, considering that strategic alliance is an important strategic tool of firms. In this regard, in the first chapter, I examine when firms enter product markets through cross-market repeated alliances with existing partners rather than find new partners. Furthermore, the second chapter studies the performance implications of such cross-market repeated alliances in market entry. I study these questions in the context of the U.S. pharmaceutical industry where there are 15 distinct therapeutic areas. I configure a fine-grained dataset on alliance activities, drug development activities, and patents of firms in the U.S pharmaceutical industry from 1986 to 2019. I find that the cross-market repeated alliance is a salient phenomenon that bears attention. Firms use cross-market repeated alliances in market entry not only to successfully expand their corporate scope, but also to solidify their existing collaborations in other product markets. Cross-market repeated alliance is also a more efficient way to innovate compared to new partner alliance. These findings highlight the importance of relational resources in market entry and extend our understandings on repeated alliances by identifying the product markets of alliances.