п»їA CAUSAL MODEL OF COMPANY PERFORMANCE
W. Warner Burke and George L. Litwin
1 might argue that the world does not need yet another company model. Nevertheless , the purpose of this kind of paper is always to argue the opposite: a functional-cause-andeffect model based upon sound research, theory, and organizational asking experience can easily contribute both equally to academic usefulness and also to a general knowledge of organizations. Organizational models which in turn little more than describe or perhaps depict are frustrating, both from the point of view of study about organizations and as a result of assessment to organizational clients. Precisely what is needed is known as a model that predicts behavior and performance consequences, one that deals with cause (organizational conditions) and effect (resultant performance). Several existing company models that are largely detailed do stipulate certain parameters. Weisbord (1976), for example , says that the function of the leadership box in his six-box version is to organize the remaining five. The Nadler-Tushman (1977) style is one of congruence. These kinds of authors argue that for success, the various containers comprising all their model should be congruent with each other; for example , organizational arrangements (structure) should be congruent with company strategy. However , most if not all of such models will be largely descriptive, with limited, if any kind of, causal features. It is true that backup models of businesses (Lawrence & Lorsch, 1969; Burns & Stalker, 1961) do have certain causal aspects. Company effectiveness can be, in part, dependant on the amount of match between your organization's exterior environment (whether static or dynamic) plus the organization's inner structure (either mechanistic or perhaps organic). But contingency designs tend to present too many eventualities and few, if any, methods for finding out their interrelationships. In contrast, the main topic of this article, the Burke-Litwin model, is more than merely descriptive...
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