Impact of Organizational Size & Alliance Formations on Perceived Organizational Performance
Published: 2012
Author(s) Name: Ajay K. Jain
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Abstract
This study examines the significance
of the difference in the dimensions
of organizational performance
based on organizational
size and alliance formations.
The sample consisted of 250 middle
level executives of two-wheeler
manufacturing organizations located
in northern part of India. The results
of MANOVA analysis suggested
that the collaborated small
organizations had the high mean for
organizational performance dimensions.
The main effect and interaction
effect were found to be significant
for the organizational effectiveness
dimensions. In the case of
turnover intention, the mean of interaction
effect was higher for collaborative
large organizations. The
implications of the study are discussed
to understand the importance
of globalization policy and
establishing joint ventures in developing
countries in future.
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