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Correlates of organizational effectiveness: A multilevel analysis of a multidimensional outcome

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Abstract

This paper explores the relationship between environmental scarcity, organization size, and board composition with measures of financial and social performance. All three correlates were found to be related to both measures of performance and the hypotheses were largely supported. Anomalous relationships, however, were found between organizational size and social performance as well as outsider representation and financial performance. This study demonstrates that normative explorations focusing only on financial performance can lead to misleading conclusions about organizational effectiveness.

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Authors and Affiliations

  1. College of Business Administration, Department of Management, University of Tennessee, 37996-0545, Knoxville, TN, USA

    William Q. Judge Jr.

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  1. William Q. Judge Jr.
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William Q. Judge is currently an assistant professor of strategic management at the University of Tennessee at Knoxville. He is continuing his research in the areas of organizational effectiveness, stakeholder management, and corporate governance.

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Judge, W.Q. Correlates of organizational effectiveness: A multilevel analysis of a multidimensional outcome. J Bus Ethics 13, 1–10 (1994). https://doi.org/10.1007/BF00877149

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