Organizational task environments and performance : an empirical analysis
By: ADREWS, Rhys
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ArticlePublisher: Philadelphia, PA : Routledge, March 2009International Public Management Journal 12, 1, p. 1-23Abstract: Organizational theory and research suggests that organizational performance may be affected by environmental circumstances. However, the available evidence on this important issue for public organizations relies primarily on "objective" archival measures of the environment drawn from secundary data sources. Perceptual measures gauging managerial "subjective" views on the nature of the task environment are also likely to be important determinants of organizational outcomes. In this paper, a comprehensive model of the impact of "objective" and "subjective" task environments on the performance of local government service departments is formalized and tested. The results suggest that both objective and subjective environmental munificence are positively related to performance, and that objective and subjective environmental dynamism are negatively related to service achievements. In addition, objective task complexity is negatively related to performance. The theoretical and practical implications of the findings are discussed.
Organizational theory and research suggests that organizational performance may be affected by environmental circumstances. However, the available evidence on this important issue for public organizations relies primarily on "objective" archival measures of the environment drawn from secundary data sources. Perceptual measures gauging managerial "subjective" views on the nature of the task environment are also likely to be important determinants of organizational outcomes. In this paper, a comprehensive model of the impact of "objective" and "subjective" task environments on the performance of local government service departments is formalized and tested. The results suggest that both objective and subjective environmental munificence are positively related to performance, and that objective and subjective environmental dynamism are negatively related to service achievements. In addition, objective task complexity is negatively related to performance. The theoretical and practical implications of the findings are discussed.
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