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Organizational performance is an important concept in strategy research.In this paper, we interrogate the predominant focus on organizationalperformance as an aggregate organizational-level dependent variableand review three ways in which its role might be fruitfully reconsidered: (1)broadening consideration of performance to more disaggregated levels ofanalysis, (2) orienting research around the idea of performance as both inputand outcome and finally (3) recasting performance in terms of performativity.We provide examples of research that has adopted each of these alternativeapproaches. We then examine the contributions and drawbacks of eachperspective, before proposing an agenda for future research.

Rethinking the concept of performance in strategy research: towards a performativity perspective