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Blowing in the wind: a study for Granger causality between managerial strategy and organizational performance

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  • Ohbet Cheon
  • Seung-Ho An

Abstract

Mixed findings on the impact of strategy on performance suggest that it is necessary to investigate the causal relationship between strategy and performance. We theorize that past negative performance may motivate public managers to be defenders, which will enable them to focus on core tasks. Using Texas school district data, we explore the reverse causality between strategy and performance through Granger causality test. Our findings suggest that poorly performing public organizations are more likely to be defenders, though past strategy does not significantly influence performance. The findings contribute to the literature by demonstrating that the strategy–performance link may run in reverse direction.

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  • Ohbet Cheon & Seung-Ho An, 2017. "Blowing in the wind: a study for Granger causality between managerial strategy and organizational performance," Public Management Review, Taylor & Francis Journals, vol. 19(5), pages 686-704, May.
    • Handle: RePEc:taf:rpxmxx:v:19:y:2017:i:5:p:686-704
    DOI: 10.1080/14719037.2016.1200120
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    Cited by:

    1. Milind Kumar Jha & K. Rangarajan, 2020. "Analysis of corporate sustainability performance and corporate financial performance causal linkage in the Indian context," Asian Journal of Sustainability and Social Responsibility, Springer, vol. 5(1), pages 1-30, December.
    2. Liliana Hawrysz, 2020. "Strategic Orientation and Effects of E-Administration: Findings from the Miles and Snow Framework," Administrative Sciences, MDPI, vol. 10(2), pages 1-19, June.

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