Open AccessManagerial Activities and Organizational Performance: An Empirical Study in 26 High Tech Plants
Author(s) -
Joseph E. McCann,
Luis R. GómezMejía
Publication year - 2011
Publication title -
journal of applied business research
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.149
H-Index - 22
eISSN - 2157-8834
pISSN - 0892-7626
DOI - 10.19030/jabr.v4i1.6456
Subject(s) - business , high tech , empirical research , organizational performance , process management , organisation climate , marketing , operations management , knowledge management , management , computer science , economics , political science , law , philosophy , epistemology
Managerial activities like planning have been advocated as a help in managing the organizations environment. If effective, such activities are assumed to improve the performance of an organization. This paper reports the findings of research involving twenty-six plants of a large electronic high tech firm. The results suggest that different types of management activities have mixed but significant impact upon three measures of plant performance. Externally oriented activities, including planning appear to most significantly impact subjective valuations of the supportiveness of a plants internal operating climate. Several implications of these findings are explored.