Analysis

Running Head: RESEARCH 1

RESEARCH 2

Name: xxx

Program:

Concentration: Management and Organizations

When did you start the program (session, year)?

Scholarly article selected for your qualifying exam:  Walker, R. M., Damanpour, F., &Devece, C. A. (2010). Management innovation and Organizational Performance: The Mediating Effect of Performance Management [Abstract]. Journal of Public Administration Research and Theory, 21(2), 367-386. doi:10.1093/jopart/muq043

The written

Title of the article: ‘’ The Mediating effect of Performance Management’’

Copy the Abstract:

Management innovations (MIs) are widely adopted, but their influences on organizational performance are little researched in public settings. Positing that the MI-performance relationship is complex and is conditional over other characteristics of the organization, we examine the influence of MI on organizational performance both directly and indirectly through performance management (PM). PM is an important organizational process characteristic arising from public management reform and in itself influences performance. We test our hypotheses using structural equation models with data from three sources in English local governments. The findings indicate that the impact of MI on performance is not direct; it is mediated by PM. We also find that PM positively affects organizational performance. In conclusion, we discuss the implications of these findings for research and practice.

1. Introduction (1 page)

1.1. General Description of Problem and Area of Research (Context of Study)

The topic of interest is “The Mediating Effect of Performance Management’’. Management innovation is the process by which the management handles the various processes in the organization to come up with better and new ideas. The topic, therefore, aims at determining the role that the handling of processes and coming up with new ideas drive better change in the organization. It is combined with the aspect of change management. Where there is an effective process of management innovation, there is a high possibility that there will always be a chance to favor the organization.

There are a number of factors that can lead to organizational success; these factors can be used to measure just how successful an organization is. These factors could include governance and leadership, technology, business culture, the workforce, investment and resources, management innovation, performance management among so many other factors that can directly or indirectly lead to the success of a company, business or organization. The main idea in this research was to try to ensure performance within the organization is maximized through management innovation. Therefore, the main problem this research was trying to solve was how performance management can be factored in to ensure that management innovation results to organization performance.

1.2. Specific Research Question(S)

· How does management Innovation associate with organizational performance?

· How does management innovation associate with performance management?

· How does performance management associate with organizational performance?

1.3. What is this study supposed to add to the Body of Knowledge?

This research article tries to incorporate in itself several essential variables that are crucial within the business world and corporate environment, showing relevant links that need to exist to ensure the performance of an organization is practically guaranteed. Having innovation is a driving, or independent variable is an aspect that currently paramount where change could mean a competitive advantage over other companies which could mean more sales leading to more profits and revenues and a vast customer base. All this contributes to the success of a company. In a practical perspective, linking these variables could explain what is needed for companies.

2. Summary of Study (3-6 pages)

In this section use a descriptive tone, be concise using 1-3 sentences per item. You are welcome to use tables if needed.

2.1. Model (what predicts what, at the conceptual level)

There are three main variables in the study which are first the Independent variable which is the Management Innovation; secondly the dependent Variable which is Organizational Performance, and finally the mediator variable which is performance management which basically plays a mediating function between the dependent and independent variable. Performance management explains the relationship that exists between organizational performance and management innovation, it tries to complete or elaborate a circuit between the two other variables. Management innovation predicts the organizational performance and is determined by the mediating effects of performance management.

The authors associated models that were the foundation to the conceptual model he built. Individual theories were on the variables separately. However, identified perceptual and the objective constructs the conceptualized model is identified. This outcome model is detailed lower level further identifying the role of the variables.

2.1.1 Graphic version of model – if the authors don’t have one, please try to create it yourself)

Cut and Paste the actual models presented by the authors. Also, if the model presented does not contain all the variables used by the authors make an additional model with the remaining variables to include control variables. Make sure that all variables are clearly labeled and that the direction of arrows for formative 2nd order constructs are correct.

If there is NO model, create a model using the hypothesis

Finally, if there is an operationalized model that has the indicators, also add it. If this is missing create it as well.

Conceptual Model of the Variables

( Management Innovation )

( Organizational Performance ) H1

H2

( Performance Management ) H3

2.2 Theory/ies used in the Study.

The main theory in the study is on reforms particularly on public reforms, it looks at how public management can actually led to changes in management and organizational performance in the public sector and how the private sector can implement this. The theory looks into two main aspects of public reforms which is the Management innovation and Organizational performance. The foundational theory used tried to define performance management and organizational performance its relationship, adoption of Management Innovation, Management Innovation and Performance management and its performance management.

2.2.1 Major hypothes(is)(es). Explain how they are formulated.

· H1 Management innovation is positively associated with organizational performance

· H2 Management innovation is positively associated with performance management

· H3 Performance management is positively associated with organizational performance

These were formulated in accordance to the objectives they had and the variables that played the major roles in the conceptual framework.

Fill out the following table then summarize it.

Author Formulation of Hypothesis

Write down the hypothesis and label it (i.e. H1, H2, etc)	What are the constructs/variables?	What is the relationship, Direct relationship (IV to DV), Mediation relationship (IV to EV or EV to DV), Moderation relationship (MV affecting IV and DV or IV and EV)?	How did the authors rationalize the relationship? What specific prior research indicates that this relationship should be valid? Include the citations, If they provided no citations and just rationalized it, state how they defend it.
· H1 Management innovation is positively associated with organizational performance	organizational performance was measured using the core service performance	Management innovation (IV) has a direct relationship or effect on Organizational performance (DV).	They rationalized this through previous research and available literature. Citation: large sample empirical studies of the relationship between MI and organizational performance are scarce, evidence from case studies repeatedly points toward the positive effects of the adoption of MIs (Birkinshaw and Mol 2006; Hamel 2006).
· H2 Management innovation is positively associated with performance management	MI measures included IT innovation	Management innovation (IV) influence directly performance management(MV).	They rationalized this through previous research and available literature. Citation: MI components facilitate organizational units’ capability to introduce measures of performance consistent with overall organizational goals, thereby work in tandem to implement the overall PM system (Teall 1992)
· H3 Performance management is positively associated with organizational performance	Performance management, was measured using four measures which include ensuring goals and missions are specified, understood and accepted throughout the organization, secondly assessment of the specified performance target is done continuously, thirdly a devolutions management attempts are made at local control levels to enable for decision making and finally corrective actions are applied to any aspects that deviate from the set plans and targets (Walker, Damanpour & Devece, 2010).	Performance management (MV) has a mediating effect on the relationship between MI (IV) and the organizational performance (DV)	They rationalized this through previous research and available literature. Citation: Empirical evidence increasingly points to the likely success of strategic planning, target setting, and PM in improving public service performance (Boyne and Chen, 2007; Hendrick, 2003; Hyndmanand Eden 2001; Walker and Boyne, 2006)

2.3. Methodological design

The sampling method and design used was a survey sampling (multiple informants) and research design where questionnaires were administered to a total census of about 139 upper management authorities. The response rate was quite high at 98 percent; responses being sent back via email. Secondary data was collected from the English local authorities particularly data sets from the Audit Commission (2002) (Walker, Damanpour & Devece, 2010).

The research design was a non-experiment design where there were no randomized assignments. The analysis method was done through a step by step statistical and inferential design which included two analytical methods SEM using EQS software and secondly was the hierarchical regression analysis technique which was applied on the performance management and organizational performance measures. Further analysis was done using alternative SEM analysis and stepwise regression analysis to fine tune and validate the results (Walker, Damanpour, & Devece, 2010).

2.4. Variables’ definitions and measures. Validity and reliability of the scales.

The dependent variable organizational performance was measured using the core service performance which was found in the audit commission data (2002) (Walker, Damanpour & Devece, 2010). The mediator variable, performance management, was measured using four measures which include ensuring goals and missions are specified, understood and accepted throughout the organization, secondly assessment of the specified performance target is done continuously, thirdly a devolutions management attempts are made at local control levels to enable for decision making and finally corrective actions are applied to any aspects that deviate from the set plans and targets (Walker, Damanpour & Devece, 2010).

The authors of the research article validated their works through a step by step verification and avoiding any form of biases, data fabrication, falsification and plagiarism. From the theoretic application of their ideas to building a conceptual framework model which tried to express and diagrammatic their research hypothesis (Walker, Damanpour & Devece, 2010). Their method of sampling and collection of data was foolproof, where they conducted a pre-field test of their questionnaire to fine tune it to their desired state.

Fill out the following table then summarize it

Variable Summary – NOTE THE FOLLOWING IS ONLY FOR REGRESSION AND SEM MODELS.

Variable name	Definition	Type of Construct.*	Where did the scale come from? Ie. Tested in the past or new? From other empirical studies or from a practitioner book?	Indicator Reliability Validity was it tested and did it pass. How as it tested? SEARCH FOR INDICATOR LOADING	Internal consistency Reliability Convergent Validity was it tested and did it pass. How as it tested? SEARCH FOR CRONBACH ALPHA, COMPOSITE RELIABIBILYT OR AVE	Convergent Validity was it tested and did it pass. How as it tested? SEARCH FOR FORNLACKER TEST, FACTOR ANALYSIS FOR THE ENTIRE MODEL (NOT JUST A MULTI-DIMENSIONAL CONSTRUCT),	Discriminant Validity was it tested and did it pass. How as it tested? SEARCH FOR AVE, INDICATOR CORRELATION TABLE
				IF THIS WAS NOT TESTED, STATE SO	IF THIS WAS NOT TESTED, STATE SO	IF THIS WAS NOT TESTED, STATE SO	IF THIS WAS NOT TESTED, STATE SO
Performance Management	Mediator Variable	Mediator Variable	Used in previous research	They used CFA which it passed.	They used CFA which included Cronbach alpha coefficient. it passed	Used the composite reliability of the construct and passed	Not stated
Management Innovation	Independent variable	Independent variable	Used in previous research	Not stated	They used CFA which included Cronbach alpha coefficient. it passed	Used the composite reliability of the construct and passed	Not stated
Organizational performance	Dependent Variable	Dependent Variable	Used in previous research and literature	Not stated	Not stated	Not stated	Not stated

* First order Reflective, First order Formative, 2nd Order (i.e. has sub-dimensions which are first order). Note that the last 2 columns only apply to first order reflective variables – formative indicators only need path coefficients and p-values.

2.5. Control factors/variables (if any) – implemented experimentally and/or statistically

The control variable or factors in this research included service need, diversity of need (by age, ethnic, and social class), slack resources, population density, and change in population. The main variables in play were organizational performance, performance management and management innovations,

Author Use of Control Variables

Name of Variable	How was it operationalized	What is the purpose? Is it a filter to remove responses, was it a means to create groups. What variables was it applied to – all or some.
Service need, diversity of need (by age, ethnic, and social class), slack resources, population density, and change in population	Taken from a previous study	It was used to standardize responses and generalize the study.

2.6. Sample and population

The population or universe of discourse is the English local government/Authorities. The sample was from a census of about 139 upper tier authorities. A total of 1056 informants were used to give responses which were the primary source of data.

2.7. Procedures – brief summary

The sampling method and design used was a survey sampling (multiple informants) and research design where questionnaires were administered to a total census of about 139 upper management authorities. The response rate was quite high at 98 percent; responses being sent back via email. Secondary data was collected from the English local authorities particularly data sets from the Audit Commission (2002) (Walker, Damanpour & Devece, 2010).There was no mention of a pre-test of the questionnaire.

2.8. Data analysis strategy

The analysis method was done through a step by step statistical and inferential design which included two analytical methods SEM using EQS software and secondly was the hierarchical regression analysis technique which was applied on the performance management and organizational performance measures. Further analysis was done using alternative SEM analysis and stepwise regression analysis to fine tune and validate the results (Walker, Damanpour, & Devece, 2010).

The data analysis used include reliability and convergent validity analysis where they used CFA which included Cronbach alpha coefficient and composite reliability

Performance Management included the following analysis and coefficient results: Cronbach’s alpha (.734) and composite reliability of the scale (0.59)

Management Innovation included the following analysis and coefficient results: Cronbach’s alpha (.80) and composite reliability of the scale (0.80)

The structural model analysis CFA (NNFI = 0.93; CFI = .95, IFI = 0.95; NC = 1.38; RMSEA = 0.054

P value that was statistically significant (p˃ 0.05)

2.9. Claimed findings and contributions. Explain statistical tests used to test hypotheses, findings and their significance. (R square, p-value, mediation, moderation, etc.).

The findings in this research were quite interesting. Ten results included first of that Management innovation has no direct impact on organizational performance. Secondly, performance management has a direct effect or influence on organizational performance and finally is that any effects that Management innovation has on organizational performance are fully mediated by the performance management (Walker, Damanpour & Devece, 2010). Hypothesis 1 was not supported as the path coefficient between Management Innovation and organizational performance is not significant (2.22, p ˂ 0.05).Management Innovation explains 27% of variance in Performance management. Hypothesis 3 was also supported as the path coefficient between Performance management and organizational performance is positive and significant (0.52, p ˃ 0.01). None of the regression models or regression coefficients was statistically significant (p ˃0.05) (Walker, Damanpour & Devece, 2010).

• H1 Management innovation is positively associated with organizational performance

• H2 Management innovation is positively associated with performance management

• H3 Performance management is positively associated with organizational performance

How were the hypotheses confirmed:

Performance Management included the following analysis and coefficient results: Cronbach’s alpha (.734) and composite reliability of the scale (0.59)

Management Innovation included the following analysis and coefficient results: Cronbach’s alpha (.80) and composite reliability of the scale (0.80)

The structural model analysis CFA (NNFI = 0.93; CFI = .95, IFI = 0.95; NC = 1.38; RMSEA = 0.054

P value that was statistically significant (p˃ 0.05)

At the variable level, was R squared addressed for explanatory power?

The variable level that R squared was addressed was at the Organizational performance and performance management for explanatory power.

2.10. Your overall assessment of the of the quality of the research

The method through which they incorporated theories and prior knowledge to the research further enriched their final results. The statistical and scientific method of collection, inferencing and generating data leading to results is also exceptional. The discussion of the results as well was quite insightful; there are a lot of adaptable ideas and practices that have been elaborated in this article which are both practice and realistically achievable. Their method of sampling and collection of data was foolproof, where they conducted a pre-field test of their questionnaire to fine tune it to their desired state

3. Critique of s Study (3-6 pages)

This section is your informed commentary on each aspect of the study, and should be heavy on evaluation and assessment, with description kept to a minimum. Use the questions below only as the basis of your critique but customize them to your article’s evaluation. Some sections can be omitted if appropriate. Likewise, new sections can be added.

3.1. Is the relevancy of the study justified?

The author's main point is that management innovation alone cannot influence or induce organizational performance, but when coupled with or mediated by performance management the management innovation can be led to better organizational performance. Therefore, from a practical point of view the study is quite relevant.

3.2. Is it clear why each theory was needed and how each theory was used?

From the statistical analysis they attempted to justify their hypothesis, each hypothesis was built from existent theories that formed the framework and knowledge that explained their narration in the study. The use of each theory was clearly used and justified throughout the study.

3.2.1. Was theory used to formulate hypotheses?

The theories were the basis upon which the hypotheses in the research were built. Each hypothesis was formulated from a theoretic point of view which was clearly elaborated within the research.

3.2.2. Is the paper consistent? Are the components aligned? Research questions to theories, Research questions and theories to model, Model to hypotheses, Hypotheses to variables, variables to measures, Model to methodological design, Model to data analysis strategy

The reason I picked or chose this paper was partly due to its consistency and how all variables and components in the research are perfectly in sync, the audience can easily follow the flow of thoughts from problem, to possible explanation, data collection and actual results and discussion that shed light to the original problem. The sequential flow of information was well done. The author should have explained a little on the control variables which were hardly talked or elaborated upon throughout the research which kind of gives gaps in the research methodology and the assumptions made.

3.3. Critique Utility and Value of Model

The model was quite elaborate; it showed the links that the author predicted existed between the three main variables. The graphical representation was also quite simple to understand. However, the model did not incorporate other control variables or factors that actually enabled the assumptions nature of the model. However, this could be attributed to the fact that the author was actually trying to find out the relationship that existed between the variables and the factors that can foster this.

3.3.1. Clarity

From the get go this paper has had a flow of components, having a singular objective which was to show the mediating effect of PM to MI and Organizational performance. It was clear from the hypothesis, sampling, population chosen and to the statistical analysis that was conducted. The entire research was clear and well elaborated. Just a few gaps here and there (for instance on assumptions and existing controls).

All the three models provided were clear showing clear comparison and relationships between the variables. The missing variable was the results model.

3.3.2. Comprehensiveness and parsimony

The results and discussion was comprehensive as well, the authors looked at all angles to try to explain what the results indicated particularly to the variables in play. As for the principle of parsimony the authors implemented this perfectly where the simplest explanation of a set of data or results was the best explanation behind it.

All the models included all variables, all variables were depicted within the models and it was relatively easy and clear to understand the flow of relationship and general concept.

3.3.3. Appropriateness of Level(s) of Analysis

The researchers conducted a series of analysis which is stated above; furthermore, they had alternative statistical and analytical analysis techniques that they implemented intending to confirm the results to ensure validity and reliability (Walker, Damanpour & Devece, 2010).

There was an individual level of analysis distinguished from groups of officers’ level and was appropriate to look into the sets of variables and problem that the author was looking into it.

3.4. Critique Population/sample(s).

The population used was in context with their main objective which was to assess the variables at a public sector viewing hence they used the English local authorities and organization to try to show the link that exists between the variables. The sample was also collected correctly.

3.4.1. Population from which Sample (or Census) is Drawn

A total census was of about 139 upper management authorities (Walker, Damanpour & Devece, 2010).

The sample and population used was quite appropriate to collect the required representative information that the authors were targeting because it simply targeted the public setting that they required in this study.

3.4.2. Type of Sample

The researcher used a probabilistic sample where, they used a purposive or targeted sampling to those respondents they had planned to collect the relevant information they required.

3.4.3. Is sampling procedure adequate?

The sampling procedure is justified and quite adequate; it enabled the researchers to get directly the information they needed for this research. Besides, there was no force to take the survey.

3.4.4. Is sample appropriate to address research questions?

The sample design and the sample were quite sufficient to acquire the required data; the response rate was high as well making the credibility of the research even higher.

Most of the questions asked were oriented towards answering or validating each hypothesis and all individuals who answered the questionnaires were one way or the other closely associated to the answers to each hypothesis

3.5. Operational definition and measurement

For peers in this filed the operations were self-explanatory, but for those who do not have sufficient background in the field it would be difficult to follow since operations were not clearly elaborated, measurements not clearly explained and no definitions used to explain step by step crucial aspects in the research.

3.5.1. Clarity and Specificity of Operational Definitions of Constructs and Variables

Operations were not clearly elaborated, measurements not clearly explained and no definitions used to explain step by step crucial aspects in the research. However the operations were quite specific, it is easy to draw pattern and follow along the operations, constructs and variables of the study (Walker, Damanpour & Devece, 2010).

The variables were well tested according to the tables in section 2.4

3.5.2. Appropriateness of Level of Measurement

The scale of measurement is quite explanatory and reflective of the results and its degrees. The level of measurement was therefore appropriate putting in consideration the type of study and the nature of results that were being presented.

The individual level of measurement was appropriately defined.

3.5.3. Reliability of Measures

The method of sampling and collection of data was foolproof, where they conducted a pre-field test of their questionnaire to fine tune it to their desired state. The authors of the research article validated their works through a step by step verification and avoiding any form of biases, data fabrication, falsification and plagiarism which created reliability of measures.

All measures used in each variable were reliably and appropriately. There was no need to remove any items of measures. There was no discussion of whether they removed any of the measures.

3.5.4. Internal and External Validity of Measures

The authors of the research article ensured both internal and external validity of their measures and works through a step by step verification and avoiding any form of biases, data fabrication, falsification and plagiarism. This made their work quite valid; however there is no level of measurement of validity that was clearly elaborated.

The internal validity test used was the convergent validity test, where there is a threshold to which when the results fall below then internal validity is not guaranteed (failed) but above the threshold the validity is confirmed (Pass). This is also for the external validity.

3.5.5. Construct Validity of Measures

The constructs and structural model of measures was validated using several tests and analytical analysis which derived levels of accuracy of the entire study and the results attained in the study. The authors managed to prove their constructs and supported their hypothesis on measures.

3.6. Statistical Analysis

The analysis method was done through a step by step statistical and inferential design which included two analytical methods SEM using EQS software and secondly was the hierarchical regression analysis technique which was applied on the performance management and organizational performance measures. Further analysis was done using alternative SEM analysis and stepwise regression analysis to fine tune and validate the results (Walker, Damanpour, &Devece, 2010).

3.6.1. Appropriateness of Analytical Procedures to Model

The analytical procedures were in line with the type of data being analyzed and the type of results that were required to be heard.

The regression steps used were SEM where they followed all required steps under this technique using appropriate software.

3.6.2. Appropriateness of Procedures to Data

The procedure to data and the sample was quite sufficient to acquire the required data; the response rate was high as well making the credibility of the research even higher. The sample size of 139 upper tier authorities was large enough with two independents variable, one mediator and dependent variable. Therefore, the entire data procedures were appropriate.

3.6.3. Appropriateness of Test Statistics and other Reported Indicators to Data Analysis

The test statistics used was the p test among other tests, these appropriately used to test the hypothesis in the research and further more they were quite important to explain the links that existed between the variables being tested.

Statistic attests that were used in data analysis were used appropriately and correctly to test for normality, usability of variables/measurement model to try to show the mediation relationship of variables.

3.6.4. Correctness of Interpretation of Data Analysis

The discussion and results section of the paper complimented each other. The discussion explained and elaborated upon the results that were acquired. The interpretation of the data analysis was also accurate which to the linkage of the mediating variable to show its effects on the dependent and independent variable.

The regression analysis and coefficient results were consistent with the authors attempt in his discussion and his interpretation of the results. The reliability, coefficient and validity indexes used were good enough, and nothing unexpected was found.

4. Credibility, future value, and recommendations (1-2 pages)

4.1. Credibility of Contribution

The research study looks into several factors that occur within a business, measures these factors scientifically and statistically to show a relationship between factors that can actually be measured and give inferences or results which are quite informative within the business world. The mediating effect of performance management is an important aspect that can be the missing key to success for so many organizations, businesses, agencies, companies among so many other entities (Walker, Damanpour & Devece, 2010).

4.1.1. Who cares?

The authors main point is that management innovation alone cannot influence or induce organizational performance, but when coupled with or mediated by performance management the management innovation can be led to better organizational performance. This is especially relevant to managers, leaders, director, entrepreneurs, politicians among other people and players in the corporate and business and management environment.

From the entire methodological and conception of the research I fully believe and understand what the author was targeting at. Practitioners and researcher would care for the results in this discussion since they could learn from the concept being discussed as well as further the research on this topic.

4.1.2. Implications for Theory

Future researches in this line should have a theoretic framework upon which they build their study. From the statistical analysis future studies should attempt to justify their hypothesis, each hypothesis should be built from existent theories that form the framework and knowledge that explains their narration in the study.

I fully believe and understand what the author was targeting at with considering the methodology used to validate his findings. Researchers can build upon the findings of this research to look into other specific areas of PM or management innovation and see its mediating influence on OP. also they could use the methodological process to some up with simpler ways to finding much more accurate findings.

4.1.3. Implications for Practice

On a practical basis, the results of this study are quite relevant in the real world. Learning how to balance management innovation with the performance management techniques the outcomes to a business can be quite evident in that it can ensure better performance and ultimately success of an organization.

From the entire methodological and conception of the research I fully believe and understand what the author was targeting at. The findings and discussion of this paper is important for Learning how to balance management innovation with the performance management techniques the outcomes to a business can be quite evident in that it can ensure better performance and ultimately success of an organization.

4.2. What might have been improved in present study to enhance its credibility and contribution?

In order to improve credibility and reliability of this research I would have been more elaborate in definition of operational and measure, trying to give relevance to real life scenarios. Also on assumptions I would have clearly stated them to try to show grey areas in the study. Finally, on control variables, there is a need to explain each and their possible effect of the entire conceptual model.

4.2.1. Design, Measures, Analysis

Future research project should apply more Primary methods. This includes the use of written journals that are peer-reviewed to determine the relationship between management innovation and the performance of the organization. Primary data should also be incorporated in future studies, where they should use controls that will try to sequentially explain the various forms of outcomes involved in the implementation of variables in a public sector to ensure that organizational performance is maximized.

In order to improve credibility and reliability of this research I would have been more elaborate in definition of operational and measure, trying to give relevance to real life scenarios. Also on assumptions I would have clearly stated them to try to show grey areas in the study. Finally, on control variables, there is a need to explain each and their possible effect of the entire conceptual model.

5. Describe your chosen area of study (1-2 pages. You can copy some sections from Case 1)

5.1. Define your topic of research interest.

The topic of interest is “The Mediating Effect of Performance Management’’. Management innovation is the process by which the management handles the various processes in the organization to come up with better and new ideas. The topic, therefore, aims at determining the role that the handling of processes and coming up with new ideas drive better change in the organization. It is combined with the aspect of change management. Where there is an effective process of management innovation, there is a high possibility that there will always be a chance to favor the organization.

The topic is therefore meant to determine the roles that the management innovation could play in the enhancement of organizational performance. There is the issue of determining how successful an organization could be by having in place management innovation. Besides, there is the intention of determining how the business could fail if it does not have the management innovation in place. Different processes are related to the management of the organization. At this point, Performance management (PM) will be associated with setting clear organizational goals, specifying targets and indicators to link goals to performance outcomes, and taking action to influence achievement against targets (Boyne, 2010). To facilitate buy-in of missions and goals and to assist with meeting targets, PM regimes will seek to empower middle managers to make decisions and take responsibility for their unit’s conduct and outcomes. Simultaneously, senior executives will be mandated to intervene, make corrective actions in a coordinated manner, and adapt strategy when necessary (Walker and Boyne, 2006).

5.2. What is your research question?

What is the role of management innovation and organization on organizational performance?

5.3. How do you plan to contribute to this area of study?

I plan to contribute to the area of study by carrying out in-depth research on the research question. In this regard, I will carry out a thorough research on the selected articles. This will enable me to determine the various independent variables and the dependent variables. I will research to determine the role that each of the independent variables plays on the result obtained on the dependent variable. More importantly, I will examine the influence of management innovation (MI) on organizational performance (OP) both directly and indirectly through performance management (PM). To this end, a central reform strategy that will be to promote performance management also referred to as ‘‘managing for results’’ (Moynihan, 2006) and ‘‘managing for outcomes’’ (Heinrich 2002). Besides, I will come up with a conclusion in the end. I will also provide recommendations on the need for future research on the topic under consideration. This is after developing the study gaps left after the study.

5.4. What kind of data do you plan to use for your dissertation? (About 50 words)

This is a quantitative nature of research. The nature of the dissertation will be in the form of collecting secondary data from secondary sources. Therefore, I am planning to provide a descriptive form of data in the dissertation. Collection of data will involve conducting research from government and public databases.

References

Boyne, George A. 2010. Performance management: Does it work? In Public management

and performance: Research directions, eds. Richard M. Walker, George A. Boyne, and

Gene A. Brewer. Cambridge: Cambridge Univ. Press.

Heinrich, Carolyn. 2002. Outcomes-based performance management in the public sector:

Implications for government accountability and effectiveness. Public Administration Review 62:712–25.

Walker, Richard M., and George A. Boyne. 2006. Public management reform and

organizational performance: An empirical assessment of the UK Labor government’s public service improvement strategy. Journal of Policy Analysis and Management 25:371–94.

Walker, R. M., Damanpour, F., &Devece, C. A. (2010). Management innovation and

Organizational Performance: The Mediating Effect of Performance Management

[Abstract]. Journal of Public Administration Research and Theory, 21(2), 367-386.

doi:10.1093/jopart/muq043