Evaluating Organizational Performance
Rational, Natural, and Open System Models
Bibliographic Data
| ID | 12470698 |
|---|---|
| Authors | Wes Martz (corresponding author) |
| Year | 2013 |
| Volume | 34 |
| Issue | 3 |
| Pages | 385-401 |
| Publication date | 2013-04-18 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | American Journal of Evaluation (JOURNAL) |
| Journal identifiers | ISSN: 1098-2140 • E-ISSN: 1557-0878 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/1098214013479151 |
| OpenAlex | W2066534331 |
| Language | EN |
| Citations received | 5 |
| References cited | 78 |
As the definition of organization has evolved, so have the approaches used to evaluate organizational performance. During the past 60 years, organizational theorists and management scholars have developed a comprehensive line of thinking with respect to organizational assessment that serves to inform and be informed by the evaluation discipline. This article examines five extant models to assess organizational performance developed by researchers in the fields of organizational theory and management including the goal model, systems model, process model, strategic constituencies model, and competing values framework. Each model is based on a specific organizational paradigm, yet no model has displaced another in terms of its applicability or superiority for assessing performance. Instead, an accretive effect can be found as each subsequent model expanded upon select attributes of previous models as conceptualizations of organization were refined. Following the examination of the extant models, a checklist approach to evaluate organizational performance is proposed that specifically incorporates evaluation logic into its framework; building on the strengths of the extant models while mitigating the more prominent limitations
Checklist · Cognitive psychology · Economics · Extant taxon · Knowledge management · Management · Management science · Organization development · Organizational analysis · Organizational Behavior · Organizational behavior and human resources · Organizational behavior management · Organizational Effectiveness · Organizational performance · Organizational studies · Organizational theory · Process (computing · Accounting and Organizational Management · Computer Science · Corporate Social Responsibility Reporting · Engineering · Management and Organizational Studies · Psychology · Social Psychology
Impact of Lean Manufacturing on the Operational Performance
Leading and Learning through Dynamic Performance Management in Government
An Evaluation Framework of a Transdisciplinary Collaborative Center for Health Equity Research
Assessing the World Health Organization
Corporate Entrepreneurship and Business Performance
Redefining the Corporation
A Competing Values Approach to Organizational Effectiveness
Goal Setting as a Motivator of Unethical Behavior.
Self-regulation through goal setting
The science of complexity
Organizations
Organizational Life Cycles and Shifting Criteria of Effectiveness
A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance
Developing Stakeholder Theory
A Confirmatory Factor Analysis of the Competing Values Instrument
Organizations
Challenges and Lessons in Implementing Results-Based Management
Evaluation and the Information Needs of Organizational Leaders
A Vision for Evaluation
Evaluation and the information needs of organizational leaders
A vision for evaluation
The Meaning of Effectiveness in Assessing Community Initiatives
The metaevaluation imperative
The Metaevaluation Imperative
Leadership and the New Science
Organizational Effectiveness
Organizations
Military training and principles of learning
Criteria for what
The Design of Inquiring Systems
Complexity and post-modernism
A Study of Organizational Effectiveness
A System Resource Approach to Organizational Effectiveness
Personnel Selection
The Social Psychology of Organizations
| Unique citing works | 5 |
|---|---|
| Citations per year | 0,71 |
| Citation span | 2019 - 2022 (4) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 5 |