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Article: Management innovation and organizational performance: The mediating effect of performance management

TitleManagement innovation and organizational performance: The mediating effect of performance management
Authors
Issue Date2011
PublisherOxford University Press. The Journal's web site is located at http://jpart.oxfordjournals.org/
Citation
Journal Of Public Administration Research And Theory, 2011, v. 21 n. 2, p. 367-386 How to Cite?
AbstractManagement innovations (MIs) are widely adopted, but their influences on organizational performance are little researched in public settings. Positing that the MI-performance relationship is complex and is conditional over other characteristics of the organization, we examine the influence of MI on organizational performance both directly and indirectly through performance management (PM). PM is an important organizational process characteristic arising from public management reform and in itself influences performance. We test our hypotheses using structural equation models with data from three sources in English local governments. The findings indicate that the impact of MI on performance is not direct; it is mediated by PM. We also find that PM positively affects organizational performance. In conclusion, we discuss the implications of these findings for research and practice. © The Author 2010. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved.
Persistent Identifierhttp://hdl.handle.net/10722/134712
ISSN
2015 Impact Factor: 3.893
2015 SCImago Journal Rankings: 5.400
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorWalker, RMen_HK
dc.contributor.authorDamanpour, Fen_HK
dc.contributor.authorDevece, CAen_HK
dc.date.accessioned2011-07-08T03:51:14Z-
dc.date.available2011-07-08T03:51:14Z-
dc.date.issued2011en_HK
dc.identifier.citationJournal Of Public Administration Research And Theory, 2011, v. 21 n. 2, p. 367-386en_HK
dc.identifier.issn1053-1858en_HK
dc.identifier.urihttp://hdl.handle.net/10722/134712-
dc.description.abstractManagement innovations (MIs) are widely adopted, but their influences on organizational performance are little researched in public settings. Positing that the MI-performance relationship is complex and is conditional over other characteristics of the organization, we examine the influence of MI on organizational performance both directly and indirectly through performance management (PM). PM is an important organizational process characteristic arising from public management reform and in itself influences performance. We test our hypotheses using structural equation models with data from three sources in English local governments. The findings indicate that the impact of MI on performance is not direct; it is mediated by PM. We also find that PM positively affects organizational performance. In conclusion, we discuss the implications of these findings for research and practice. © The Author 2010. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved.en_HK
dc.languageeng-
dc.publisherOxford University Press. The Journal's web site is located at http://jpart.oxfordjournals.org/en_HK
dc.relation.ispartofJournal of Public Administration Research and Theoryen_HK
dc.titleManagement innovation and organizational performance: The mediating effect of performance managementen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=1053-1858&volume=21&issue=2&spage=367&epage=386&date=11&atitle=Management+innovation+and+organizational+performance:+the+mediating+effect+of+performance+management-
dc.identifier.emailWalker, RM: rwalker@hkucc.hku.hken_HK
dc.identifier.authorityWalker, RM=rp00876en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1093/jopart/muq043en_HK
dc.identifier.scopuseid_2-s2.0-79953703719en_HK
dc.identifier.hkuros185963-
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-79953703719&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume21en_HK
dc.identifier.issue2en_HK
dc.identifier.spage367en_HK
dc.identifier.epage386en_HK
dc.identifier.isiWOS:000289164400007-
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridWalker, RM=7404929478en_HK
dc.identifier.scopusauthoridDamanpour, F=6602364830en_HK
dc.identifier.scopusauthoridDevece, CA=6506347974en_HK
dc.identifier.citeulike9159982-

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