Organizational task environments and performance: an empirical analysis

Andrews, Rhys William ORCID: https://orcid.org/0000-0003-1904-9819 2009. Organizational task environments and performance: an empirical analysis. International Public Management Journal 12 (1) , pp. 1-23. 10.1080/10967490802646813

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Abstract

Organizational theory and research suggests that organizational performance may be affected by environmental circumstances. However, the available evidence on this important issue for public organizations relies primarily on “objective” archival measures of the environment drawn from secondary data sources. Perceptual measures gauging managerial “subjective” views on the nature of the task environment are also likely to be important determinants of organizational outcomes. In this paper, a comprehensive model of the impact of “objective” and “subjective” task environments on the performance of local government service departments is formalized and tested. The results suggest that both objective and subjective environmental munificence are positively related to performance, and that objective and subjective environmental dynamism are negatively related to service achievements. In addition, objective task complexity is negatively related to performance. The theoretical and practical implications of the findings are discussed.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management H Social Sciences > HJ Public Finance J Political Science > JN Political institutions (Europe) > JN101 Great Britain J Political Science > JS Local government Municipal government
Publisher:	Taylor & Francis
ISSN:	1096-7494
Last Modified:	19 Oct 2022 09:00
URI:	https://orca.cardiff.ac.uk/id/eprint/19725

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