Penetrating the Performance Predicament: Communication as a Mediator or Moderator of Organizational Culture’s Impact on Public Organizational Performance

By James L. Garnett, J. Marlowe, Sanjay K. Pandey. 2008

177 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ad270cba1c1f087f95326fc19291dbb4ff2bb935

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. J. Caillier
2. F. Verbeeten
3. W. Vandenabeele
4. R. Speklé

In Public Administration

1. J. Caillier
2. F. Verbeeten
3. W. Vandenabeele
4. R. Speklé
5. A. Kjeldsen
6. M. J. Pedersen
7. Bangcheng Liu
8. A. Ritz

In Strategy and Management

1. F. Verbeeten
2. J. Caillier
3. W. Vandenabeele
4. R. Speklé

Citations in the corpus

• Management Control, Results-Oriented Culture and Public Sector Performance: Empirical Evidence on New Public Management (2015, background): “Thus, whereas OECD-NPM positions culture as a mediator in the relationship between performance information and performance, the results of Garnett et al. (2008) suggest that performance information mediates the relationship between culture and performance.”
• Toward a Better Understanding of the Relationship Between Transformational Leadership, Public Service Motivation, Mission Valence, and Employee Performance (2014, methodology): “To further explain this moderating effect, similar to Garnett et al. (2008), predicted probabilities were calculated based on model estimates.”
• The mediating effect of job satisfaction and organizational commitment on self-reported performance: more robust evidence of the PSM—performance relationship (2009, background): “…research, where data collection options are limited, one should be aware of the possible dangers, but at the same time not overestimate the effect of common method bias, as it may inflate but not substantially alter significant relationships (Moynihan and Pandey, 2005; Garnett et al., 2008).”