Organizational configurations and performance: A meta-analysis

Authors

David J. Ketchen
James G. Combs
Craig J. Russell
Chris Shook
Michelle A. Dean
Janet Runge
Franz T. Lohrke
Stefanie E. Naumann, University of the PacificFollow
Dawn Ebe Haptonstahl
Robert Baker
Brenden A. Beckstein
Charles Handler
Heather Honig
Stephen Lamoureux

Document Type

Article

Publication Title

Academy of Management Journal

ISSN

0001-4273

Volume

40

Issue

1

DOI

10.5465/257028

First Page

223

Last Page

240

Publication Date

1-1-1997

Abstract

The link between organizational configurations and performance has become a central and somewhat controversial focus of research in the strategic management literature. We statistically aggregated results from 40 original tests of the configurations-performance relationship. In contrast to previous qualitative reviews, this meta-analysis demonstrated that an organization's performance is partially explained by its configuration. Tests of four potential moderators showed that organizations' configurations contributed more to performance explanation to the extent that studies used (1) broad definitions of configurations, (2) single-industry samples, and (3) longitudinal designs. Results highlight the need for programmatic research.

Recommended Citation

Ketchen, D. J., Combs, J. G., Russell, C. J., Shook, C., Dean, M. A., Runge, J., Lohrke, F. T., Naumann, S. E., Haptonstahl, D., Baker, R., Beckstein, B. A., Handler, C., Honig, H., & Lamoureux, S. (1997). Organizational configurations and performance: A meta-analysis. Academy of Management Journal, 40(1), 223–240. DOI: 10.5465/257028
https://scholarlycommons.pacific.edu/esob-facarticles/322