The Dimensionality of Organizational Performance and its Implications for Strategic Management Research

By James G. Combs, T. R. Crook, Christopher L. Shook. 2005

544 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems

View Paper: https://www.semanticscholar.org/paper/cfe0d470798a2f1015308d684b6c2018e13f55f0

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Citations in the corpus

Entrepreneurial alertness as a pathway to strategic decisions and organizational performance (2018, result): “The correlation between our measure and Tang et al.’s (r = 0.56; p < 0.01) indicates sound convergent validity (e.g. Combs et al., 2005).”
Mutual Gains? Health‐Related HRM, Collective Well‐Being and Organizational Performance (2019, unknown): “[3] Following prior research, we conceptualized company performance as comprising both organizational and operational aspects (Combs et al., 2005) and measured both dimensions with two items each (for a similar approach, see, e.g., Boehm et al., 2014).”
Publication Bias in Strategic Management Research (2017, background): “For example, Combs, Crook, and Shook (2005) meta-analyzed the various measures of firm performance and found that there was little agreement between accounting, marketing, growth, and hybrid measures.”
Spotlight on Age‐Diversity Climate: The Impact of Age‐Inclusive HR Practices on Firm‐Level Outcomes (2013, background): “Although executive board members can be regarded as a good source of information on performance and the way to measure performance is a well-established one (Combs et al., 2005; Delaney & Huselid, 1996; Kunze et al., 2011, 2013; Wall et al., 2004), researchers should strive to collect additional fin”
Age Diversity, Age Discrimination Climate and Performance Consequences - a Cross Organizational Study (2011, background): “…than their peers) face few problems in theway of discrimination, employees behind schedule often struggle with lower work satisfaction (Lawrence, 1984) and tend to receive lower performance ratings and development opportunities (Cleveland & Shore, 1992; Lawrence, 1988; Tsui, Porter, & Egan, 2002).”
Entrepreneurial Orientation and Business Performance: An Assessment of past Research and Suggestions for the Future (2009, unknown): “While these concepts are empirically and theoretically related, there are also important differences between them (Combs et al., 2005).”
Dominant CEO, deviant strategy, and extreme performance: the moderating role of a powerful board (2012, unknown): “Performance extremeness and firm performance should be treated as reflective constructs as the three indicators had been found to be highly correlated in previous studies (Combs et al., 2005); in this study, they had a Cronbach’s alpha of 0.”
Assessing Performance Outcomes in Marketing (2016, background): “2004), which represent the first stage of the operational performance outcomes of firms’ value chain activities associated with marketing (Combs et al. 2005; Porter 1985).”