Organizational Performance as a Dependent Variable

By James G. March, R. I. Sutton. 2016

284 citations recorded by the source corpus.

How researchers see this paper

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IT Capability and Digital Transformation: A Firm Performance Perspective (2016, background): “As expected, much scholarly attention has been directed toward understanding the causal structure of firm performance and explaining the variations in performance among competing businesses (March & Sutton, 1997).”
Innovation and business performance for Spanish SMEs: New evidence from a multi-dimensional approach (2018, background): “Nevertheless, it should be noted that several studies, such as those by Henley et al. (2006), March and Sutton (1997) and Rong and Wilkinson (2011), discuss the drawbacks that self-reported information by managers may imply in adequately assessing business outcomes and causality relationship.”
Assessing Performance Outcomes in Marketing (2016, methodology): “…developed the framework from a comprehensive review of conceptual and empirical contributions to performance outcome assessment in management (e.g., March and Sutton 1997; Richard et al. 2009), international business (e.g., Hitt, Hoskisson, and Kim 1997; Hult et al. 2008), marketing (e.g.,…”
Organizational Learning in Target Setting (2017, background): “Yet, organizational outcomes can be a noisy proxy for organizational learning compared to changes in organizational practices and can lead to incorrect cause-effect inferences (March & Sutton, 1997) and superstitious learning (Zollo & Reuer, 2010).”