What results when firms implement practices: the differential relationship between specific practices, firm financial performance, customer service, and quality.
Previous research on organizational practices is replete with contradictory evidence regarding their effects. Here, the authors argue that these contradictory findings may have occurred because researchers have often examined complex practice combinations and have failed to investigate a broad variety of firm-level outcomes. Thus, past research may obscure important differential effects of specific practices on specific firm-level outcomes. Extending this research, the authors develop hypotheses about the effects of practices that (a) enable information sharing, (b) set boundaries, and (c) enable teams on 3 different firm-level outcomes: financial performance, customer service, and quality. Relationships are tested in a sample of observations from over 200 Fortune 1000 firms. Results indicate that information-sharing practices were positively related to financial performance 1 year following implementation of the practices, boundary-setting practices were positively related to firm-level customer service, and team-enabling practices were related to firm-level quality. No single set of practices predicted all 3 firm-level outcomes, indicating practice-specific effects. These findings help resolve the theoretical tension in the literature regarding the effects of organizational practices and offer guidance as to how to best target practices to increase specific work-related outcomes. Implications for theory, research, and practice are discussed.
Gibson
Cristina B
CB
Paul Merage School of Business, University of California, Irvine, California 92697-3125, USA. cgibson@uci.edu
Porath
Christine L
CL
Benson
George S
GS
Lawler
Edward E
EE
D003258:Consumer Behavior; D003299:Cooperative Behavior; D003659:Decision Making, Organizational; D006801:Humans; D015279:Organizational Culture; D009936:Organizational Innovation / Q000191:economics*