Management Innovation and Organizational Performance: The Mediating Effect of Performance Management
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Scholar |
Altres documents de l'autoria: Walker, Richard M.; Damanpour, Fariborz; Devece Carañana, Carlos Alberto
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Mostra el registre complet de l'elementcomunitat-uji-handle:10234/9
comunitat-uji-handle2:10234/8645
comunitat-uji-handle3:10234/8646
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http://dx.doi.org/10.1093/jopart/muq043 |
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Títol
Management Innovation and Organizational Performance: The Mediating Effect of Performance ManagementData de publicació
2010Editor
Oxford University Press; The Public Management Research AssociationISSN
1053-1858Tipus de document
info:eu-repo/semantics/articleVersió de l'editorial
http://jpart.oxfordjournals.org/content/21/2/367.shortParaules clau / Matèries
Resum
Management innovations (MIs) are widely adopted, but their influences on organizational performance are little researched in public settings. Positing that the MI-performance relationship is complex and is conditional ... [+]
Management innovations (MIs) are widely adopted, but their influences on organizational performance are little researched in public settings. Positing that the MI-performance relationship is complex and is conditional over other characteristics of the organization, we examine the influence of MI on organizational performance both directly and indirectly through performance management (PM). PM is an important organizational process characteristic arising from public management reform and in itself influences performance. We test our hypotheses using structural equation models with data from three sources in English local governments. The findings indicate that the impact of MI on performance is not direct; it is mediated by PM. We also find that PM positively affects organizational performance. In conclusion, we discuss the implications of these findings for research and practice. [-]
Publicat a
Journal of Public Administration Research and Theory, 21, 2, p. 367-386Drets d'accés
Copyright © 2010 Public Management Research Association
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