Improving performance in complex organizations

Abstract

Purpose

To demonstrate the need to involve stakeholders (executives, managers, trainers, co‐workers, others) to support performance in the work environment.

Design/methodology/approach

The article explores emerging concepts of moderately and highly complex organizations, and research and best practice findings on the need for stakeholder support for performance. Important factors for support by managers, performance consultants, workers/performers, and other stakeholders are suggested to ensure that knowledge and skills are fully applied to work performance to produce desired organizational results.

Findings

The article identifies new approaches from the literature to support effective performance in organizations. Important research‐based factors are identified that must be provided in the work environment by key stakeholders (executives, managers, co‐workers, customers, suppliers, and others) to support desired performance of both supervised and autonomous workers. An approach is suggested for identifying and organizing stakeholders and their strategies to support performance.

Originality/value

Many stakeholders in organizational systems are not aware of the need to provide visible and ongoing support for effective performance to attain desired organizational results. This article provides research justification for that need and suggests factors that stakeholders should provide to support performance.

Citation

Broad, M.L. (2006), "Improving performance in complex organizations", Industrial and Commercial Training, Vol. 38 No. 6, pp. 322-329. https://doi.org/10.1108/00197850610685833