Organizations: A conceptual framework and an integrated testable model.
Item
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Title
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Organizations: A conceptual framework and an integrated testable model.
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Identifier
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AAI3127935
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identifier
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3127935
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Creator
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Letzler, Elizabeth A.
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Contributor
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Includes supplementary digital materials | Adviser: Richard E. Kopelman
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Date
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2004
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Language
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English
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Publisher
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City University of New York.
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Subject
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Business Administration, Management | Economics, General
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Abstract
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This dissertation proposes and tests an Integrated Testable Model (ITM) that builds on organization models previously described in the literature; integrates cooperating and competing interests and process theories; and describes how practices, decision-making, and activity and interactions within the organization affect its performance. Each variable is operationalized so that hypotheses derived from their interrelationships can be tested using systematic and empirical research methods. The cooperating and competing interests perspective (rows), based on Simon's (1945; 1997) and stakeholder theory models, is comprised of three dimensions---customers, employees and suppliers, and entrepreneur-managers---and provides the platform for the organization's structure and agenda to form. The five component process perspective (columns), based on the simple economic input-output process models, describes how decisions about practices to employ are linked to performance and provides the platform for the organization to create value.;Three portfolios of 26 practices each---Customer Directed Practices, Employee and Supplier Directed Practices, and Enterprise Directed Practices---were created by developing and obtaining 1156 completed questionnaires, and reducing the questionnaire's 137 items. Six sets of hypotheses that describe the interrelationships among ITM's seven variables are tested using exploratory factor, structural equation modeling, and multiple regression analyses. The data support for five sets of hypotheses, and demonstrate a clear and significant link between the practices managers employ and how well their organizations perform. R 2 of .59 indicates a large effect size. Total effect on Organization Performance of Customer Directed Practices is medium-sized at .34, Employee and Supplier Directed Practices is small-sized at .26, and Enterprise Directed Practices is large-sized at .59. Statistical output is included in the attached CD.;This research may contribute to the academic management literature by proposing and testing ITM, providing a means to identify a large effect size relationship between actions taken and organization performance, and integrating various disciplines like marketing, quality management, human resources management, operations management, and production management. With the refinement of methodology and establishment of norms, ITM may potentially be a tool managers can use to improve organization performance.*.;*This dissertation is a compound document (contains both a paper copy and a CD as part of the dissertation).
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Type
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dissertation
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Source
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PQT Legacy CUNY.xlsx
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degree
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Ph.D.
