The following paper talks about examining and measuring organizational performance. It has lots of citations. You may want to check it out.

Measuring organizational performance: Towards methodological best practice‏

PJ Richard, TM Devinney, GS Yip… - Journal of …, 2009‏ - journals.sagepub.com‏

Ambidextrous factor of organization

For corporate entities, conventional approach to organization management evaluation had been ratio analysis. After all in all organizations, ultimately they will be judged upon their ability to manage their resources. Ratio analysis can accomplish such tasks.

1. Liquidity Ratios

This raio analysis measures the ability of a company to take care of its short-term debt obligations. A higher liquidity ratio represents that the company is highly rich in cash.

2. Profitability Ratios

This ratio measures the ability of a company in earning sufficient profits.

3. Solvency Ratios

This ratio measures whether a company is solvent and well capable of paying off its debt obligations or not.

4. Turnover Ratios

This ratio measures how efficiently the financial assets and liabilities of an organization have been used for the purpose of generating revenues.

5. Earnings Ratios

This ratio determines the returns that an organization generates for its investors.

We are not short of approaches/methods and typologies/models that examine organizational performance. (I have a list of about 36 at the ready.) One concern is that each approach/model uses particularized if not proprietary vocabulary (since copyright is often at stake), which largely explains why what is in vogue one day is antiquated the next. Be that as it may, the long and short of it is that we should choose the right tool for the job. I have tried to synergize models and, away from the popular (but near-sighted) conception of the organization as a machine, endeavored to consider alternative mental models of organizations.

Article Synergizing the Competing Values Framework and the Six-Box Model

Article Mental Models In and Of Organizations

Thanks all. I will use ratios etc as sample selection criteria to ensure good and not so good performing firms. I used competing values with @Symonds in 2014, found too generic. I don't know the Ambidextrous typology so I will research this.

I think a useful approach will be to study problems or identify problems in firms, and see where that leads, good vs not so good performing firms. Should result in useful data and interesting models!

Kenneth David Strang As you rightly said, keep aside the operations view and value view. Performance of any system, including an organization can be measured at three levels - input influence, process efficiency and outputs. Looks like you have explore enough on value / outputs as well as operations/ process. You have also started exploring inputs with leadership and people/ capability . What other inputs are influential in organizational performance? Typically people, process and technology. But are there any more inputs? I did not see customer consumption patterns, in your proposed model. You have fairly covered environmental factors. What about regulatory requirements? What about the need for sustainable/ socially responsible operations? What would happen if we look at supplier education as an influencer? Hope this helps.

Dear Dr. Strang!

You pointed to a very important issue. Using multiply methods (qualitative combined with quantitative ones) yield the best output. One approach is Systems - thinking. A method to apply is: case-study. I did find a specific study that utilizes Technology-Organization-Environment (TOE) - model:

Alraja, M.N., Imran, R., Khashab, B.M. et al. Technological Innovation, Sustainable Green Practices and SMEs Sustainable Performance in Times of Crisis (COVID-19 pandemic). Inf Syst Front (2022). https://doi.org/10.1007/s10796-022-10250-z Open access: Article Technological Innovation, Sustainable Green Practices and SM...

Yours sincerely, Bulcsu Szekely