Determinants of organizational performance: a proposed framework

Bashaer Almatrooshi, Sanjay Kumar Singh, Sherine Farouk

Research output: Contribution to journalArticlepeer-review

147 Citations (Scopus)


Purpose – The purpose of this paper is to review the existing literature on determinants that influence organizational performance and to develop a framework that could be beneficial for leaders. Design/methodology/approach – This paper uses a systematic review of articles on the factors that influence organizational performance. The purpose of this systematic review is to collect and summarize all empirical evidence from literature that fits the context of this study. Findings – The findings of the study have been weaved together in a proposed framework for the role of cognitive, emotional, and social competencies on leadership competencies that in turn influence both employee and organizational performance. Research limitations/implications – This paper is a literature review, a framework on the determinants of organizational performance has been proposed but has not yet been tested empirically. Practical implications – Leaders can leverage the results of this study to enhance their leadership competencies for the purpose of improving the performance on both individual employee and organizational levels. Originality/value – There are few research-based studies on the determinants of organizational performance. This paper has identified key variables that play a significant role in helping organizations perform effectively.

Original languageEnglish
Pages (from-to)844-859
Number of pages16
JournalInternational Journal of Productivity and Performance Management
Issue number6
Publication statusPublished - 11 Jul 2016


  • Employee performance
  • Leadership competencies
  • Organizational performance

ASJC Scopus subject areas

  • General Business,Management and Accounting
  • Strategy and Management


Dive into the research topics of 'Determinants of organizational performance: a proposed framework'. Together they form a unique fingerprint.

Cite this