Transforming Input Into Output: How Downward Networking Mediates the Effect of External Networking on Organizational Performance. Issue 4 (1st May 2017)

• Record Type: Journal Article
• Authors: van den Bekerom, Petra; Schalk, Jelmer; Torenvlied, René
• Is Part Of: Public performance & management review. Volume 40:Issue 4(2017)
• Page Start: 625
• Page End: 651
• Publication Date: 2017-05-01
• Subjects: external managerial networking -- internal managerial networking -- performance -- throughput; Civil service -- Labor productivity -- Periodicals; Civil service -- Labor productivity -- United States -- Periodicals; Government productivity -- Periodicals; Government productivity -- United States -- Periodicals; Public administration -- Periodicals; Public administration -- United States -- Periodicals; Civil service -- Labor productivity; Government productivity; Public administration; United States; Periodicals; 351.05
• DOI: 10.1080/15309576.2017.1305910
• Languages: English
• ISSNs: 1530-9576

Abstract

ABSTRACT: One of the core assumptions of the open systems perspective is that management facilitates the technical flows that transform resources and demands into output, which ultimately affects the organization's performance. This article sheds light on the managerial throughput hypothesis by testing the mediating role of downward networking on the relationship between externally oriented managerial networking and organizational performance. The testing of the conceptual framework uses data on 547 Dutch primary schools. When put to this empirical test, the managerial throughput hypothesis is corroborated for most of the identified constructs of externally oriented networking.