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Excerpt from The Impact of Alternate Specifications of Business Performance: "Goal-Centered" Versus "Goal-Independent" Perspectives
Organizational performance or its broader manifestation, organizational effectiveness, is a topic of interest to researchers in several disciplines (such as population ecology, macro-organization theory, micro-organization theory, finance, industrial organization economics) including strategic management. Thus, while a search for an universal model of organizational effectiveness has been unsuccessful (kanter and Brinkerhoff, 1981; Cameron and Whetten, 1983a), researchers increasingly favor discipline-specific approaches. Cameron and Whetten note that As a construct, organizational effectiveness is similar to an untapped terrain, where the responsibility lies with the researcher to chart it (1983a; p. Hofer echoes a similar view: it seems clear that different fields of study will and should use different measures of organizational performance because of the differences in their research questions, as well as their ultimate purposes (1983; pp. 44-45) Consequently, a major task for strategy researchers is to conceptualize the organizational performance construct (and develop appropriate measurement schemes) consistent with the fundamental premise of the field.
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