Abstract
There is an accumulated body of literature on the diffusion of a variety of
relatively new strategic management tools in organizations. However, there is
scant research on the level of association between the adoption of these
techniques and organizational performance. Investigating the diffusion of six
proposed strategic management tools of the past few decades through the lens
of organizational change theory, we examine the relationship between the
adoption of these techniques and organizational performance in both
manufacturing and non-manufacturing organizations in New Zealand. The
findings suggest a significant association between the diffusion of these
relatively new strategic management tools and organizational performance.
The findings also show that the adoption of strategic management tools is
equally important for both manufacturing and non-manufacturing
organizations.
DAVOOD ASKARANY. (2011) FACTORS AFFECTING ORGANIZATIONAL PERFORMANCE, Paradigms , Vol 5, Issue 1.
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