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A Study of Organizational Effectiveness and its Predictors

Author

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  • Kim Cameron

    (Graduate School of Business Administration, University of Michigan, Ann Arbor, Michigan 48109)

Abstract

Some authors have argued that research on organizational effectiveness should cease. This study demonstrates why organizational effectiveness studies are crucial in certain types of organizations, and it points out how many of the weaknesses and criticisms of past investigations can be addressed. The results of this study of 29 organizations indicate that certain managerial strategies are strongly associated with high static scores and with improving effectiveness over time. Managerial strategies, in fact, were found to be more important than structure, demographics, finances, and other factors. Proactive strategies and those with an external emphasis are more successful than internal and reactive strategies. Managerial strategies that are multifaceted are more likely to lead to effectiveness than monolithic strategies.

Suggested Citation

  • Kim Cameron, 1986. "A Study of Organizational Effectiveness and its Predictors," Management Science, INFORMS, vol. 32(1), pages 87-112, January.
    • Handle: RePEc:inm:ormnsc:v:32:y:1986:i:1:p:87-112
    DOI: 10.1287/mnsc.32.1.87
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    Cited by:

    1. Aham Edward Kanuto & Niu Xionying, 2022. "Impact of corporate social responsibility, trade enhancement, and firm characteristics on firm performance," International Journal of Science and Business, IJSAB International, vol. 10(1), pages 1-11.
    2. Krzysztof Borodako & Jadwiga Berbeka & Michał Rudnicki, 2021. "Innovation Orientation in Business Services," Books, Edward Elgar Publishing, number 19897.
    3. Ikramul Hasan & M. Nazmul Islam, 2022. "Leadership instills organizational effectiveness: a viewpoint on business organizations," SN Business & Economics, Springer, vol. 2(3), pages 1-18, March.
    4. Brown, Carol V., 2003. "Linking intra-organizational stakeholders ; CIO perspectives on the use of coordination mechanisms," Working papers no. 304, Massachusetts Institute of Technology (MIT), Sloan School of Management.
    5. Papadimitriou, Dimitra & Taylor, Peter, 2000. "Organisational Effectiveness of Hellenic National Sports Organisations: A Multiple Constituency Approach," Sport Management Review, Elsevier, vol. 3(1), pages 23-46, May.
    6. Liang Li & Bangzhu Zhu & Xiahui Che & Huaping Sun & Meixuen Tan, 2021. "Examining Effect of Green Transformational Leadership and Environmental Regulation through Emission Reduction Policy on Energy-Intensive Industry’s Employee Turnover Intention in China," Sustainability, MDPI, vol. 13(12), pages 1-21, June.
    7. John W. Boudreau, 2004. "50th Anniversary Article: Organizational Behavior, Strategy, Performance, and Design in Management Science," Management Science, INFORMS, vol. 50(11), pages 1463-1476, November.
    8. Parhizgari, A. M. & Ronald Gilbert, G., 2004. "Measures of organizational effectiveness: private and public sector performance," Omega, Elsevier, vol. 32(3), pages 221-229, June.
    9. NakHyeok Choi & Kyujin Jung, 2017. "Measuring Efficiency and Effectiveness of Highway Management in Sustainability," Sustainability, MDPI, vol. 9(8), pages 1-15, August.
    10. Bertels, K. & Jacques, J. M. & Neuberg, L. & Gatot, L., 1999. "Qualitative company performance evaluation: Linear discriminant analysis and neural network models," European Journal of Operational Research, Elsevier, vol. 115(3), pages 608-615, June.
    11. Stefan Hunziker, 2017. "Efficiency of internal control: evidence from Swiss non-financial companies," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 21(2), pages 399-433, June.
    12. Daniel Mamo Gebretsadik, 2022. "An Exploration of Change Leadership at Public Higher Education Institutions in Ethiopia," SAGE Open, , vol. 12(2), pages 21582440221, April.

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