There can be list-able parameters affecting performance but the organization’s effective and efficient growth depends on the kind of environment in which it operates either directly or indirectly

http://www.upg-bulletin-se.ro/archive/2012-1/3.%20Babatunde_Adebisi.pdf

Most importantly innovations, entrepreneurship, HR affinity and market orientation do affect the performance of an organization. And thus studying life cycles of organization, products, processes and leadership would greatly benefit. 

http://phindia.com/printversion.php?isbn=978-81-203-4796-0&title=INFORMATION-SYSTEMS-MANAGEMENT-IN-BUSINESS-AND-DEVELOPMENT-ORGANIZATIONS-(Text-and-Cases)

The bottom-line is the capacity and capabilities of human factor the "X" factor that utilize and manage key organizational resources (technology, financial, marketing, production, sales, etc), as the greater the capacities and capabilities, the more competitive they are in terms of knowledge and skills in executing all the strategic inefficiencies and effectiveness of the organization achievements.

Attitude and Behavior of the employees are factors that can effect organizational performance in the short term and goals in the long term.

Hi John Parker Yanney. Interesting question. To me, it is the team of human resources. Effective human resource and talent management precedes all others. Technology, competitive advantage through innovation all come from human resources. HR is the supreme and all other factors just follow them. Wish you all the best. 

A well defined strategy is important Lack of it reflects on performance.Course corrections are possible if flexibility is inbuilt.Strategy has to be translated into tactics which are actionable 

Commitment of all members essential 

If organization is built on these lines performance is surely achieved 

Within the organization, definitely, talented leadership with open mind to learn new skills; a well defined strategy considering present and future tendencies local and global,(social, economic and nowadays environmental) with defined indicators and its follow up; and personnel motivated,  well trained, ambitious and capable to perform not just well but above expectations. The rest is a consequence of these factors.

It is always within the financial and non-financial factors that contributes to the organizations' performance. The later is more important to be given extra attention when this non-financial factors are the driving forces to attain competative advantage especial when these competant people are important intellectual assets rather than being liabilities to the firms. Thus, retaining and attracting this kind of human resources are trully becomming a great challenge to the organization.

Many key factors were mentioned by the experts in this forum and, certainly, government policies could greatly affect a firm's performance.

I found this article an excellent exploration of the external and internal factors of an organisation; those that bring about transformational change and those that bring about transactional change:

Burke, W. W. & Litwin, G. H. (1992). A causal model of organizational performance and change. Journal of Management, 18(3), 523-545. 

In my opinion,corporate governance mechanism should be strong enough.Further,companies must act in an ethical way,avoiding any type of discrimination.In order to be successful,companies must take full advantage of Net-based e-service opportunities also to the greates extent possible.At the last,proper HR Practices will really help a company in improving its performance.

I thank it is a big question and so there are internal factors inside the organization for example leadership, employees, work facilities, on other hand external factor related to general environment and industry. 

You have to question this in a more holistic rounded view, there are behavioral, managerial, structural, technological, and cultural factors, from both internal and external view and so on that proven to effect performance.  You need to exactly to redefine and operationalize performance from one or many (as your enquiry deemed necessary) of the above factors.  Once done then your research will proceed smoothly.  Mind that there so many well-known operational definitions for the mentioned factors above.  Good luck  

Human factor is the most important factor, as organizational performance is greatly influenced by the strategic use of human resource, which must be developed for creating competitive advantage through innovations in product, process and technology, thereby improving organizational performance.

The following are the factors that lead to poor performance of employees at the workplace.

Personality or Ego Clashes: This in general, is seen between two people with opposing personalities. The problem creeps in when there is mistrust between both the parties with respect to their motives and character.

Stress: The modern workplace is full of demands, deadlines, etc. There are employees who sustain and perform under pressure while there are employees who succumb to this rising pressure. Thus, an aggressive environment where the stress levels are high will prove detrimental to employee performance.

Heavy Workloads: If there is an alarming increase in workload, employees sometimes become disgruntled with their work and this is reflected in the quality of work. It also takes a toll on their health and demoralizes them.

Inadequate Resources: Adequate time and material resources should be available to employees to enable them perform their work easily. This will help them perform to the best of their ability and be proud of their achievements.

Poor Leadership from the Top Management: A supervisor motivates his subordinates, instills confidence, and evokes enthusiasm with regard to their work. But if the same supervisor engages in aggressive and punitive behavior, it results in harassment at the workplace. 

Lack of Role Clarity: This happens when two different workers are given incompatible roles at the same time. This lack of clarity in workers’ objectives and expectations creates tension between the employees and results in conflicts.

Lack of Clarity about Accountability: Lack of accountability results when there is no clarity among the employees regarding their roles and responsibilities and their relationship with team members. This leads to a situation wherein when something goes right, everyone would like to take credit for it and when something goes wrong, no one comes forward to accept responsibility.

Lack of Transparency: When employees are not informed about decisions, they will make their own assumptions which can spread rumors. This can hurt the image of the organization and also destroy trust in the management.

Clash of Values: An organization comprises employees from various walks of life. They bring in their own set of values, ideas, and principles which may not be received by everyone in the organization. This might result in some animosity and intolerance between individuals.

Gossip: Research has shown that office gossip creates great loss to the organization and also affects the individual productivity of employees at work.

Poor Selection or Pairing of Team Members: Employees tied with a wrong partner prove detrimental to the overall health of the organization. A lion’s share of their time will be consumed jostling against each other without any improvement in their overall performance.

Outdated Technology: To make an employee productive and efficient, it is important to equip them with the right tools. Ignoring the potential benefits of technology up-gradation in the workplace may diminish the productivity and performance of employees.

Bullying or Harassment: There are cases where bosses or colleagues threaten an employee for no reason or pass offensive remarks against the employee. This leads to the creation of a hostile environment in the workplace. It also disturbs the sense of belonging among employees.

Perceived Discrimination: Employee discrimination can have a negative effect on the organization’s bottom line. It hampers the main components of employees’ behavior which are directly associated with job performance. This might also result in a higher incidence of grievances among employees.

Poor Performance Management: Badly-conducted appraisals can create a lot of problems for the organization as well as its employees. If a hard working employee is under-rated, besides being unfair, it creates an inferiority complex in the mind of the employee, while being over-rated may create egoism. 

Depleting Health Conditions: The deteriorating health of an employee would greatly hamper the employee’s ability to be productive. It has a cascading effect such as rising absenteeism, low morale, and indifference to organizational goals.

source: http://blog.commlabindia.com/elearning-design/negative-performance-factors

I largely agree with the knowledgeable answers of both Leonidas and Alireza, but often the prime root or source of many of these managerial maladies is managerial distrust and ignorance cycles caused by covertly concealed managerial ignorance, especially of outsider managers who defend their authority and power by immoral means. See my articles:

Shapira, R. (2015a) “Prevalent Concealed Ignorance of Low-moral Careerist Managers: Contextualization by a Semi-Native Multi-Site Strathernian Ethnography.” Management Decision 53(7): 1504-1526. DOI: http://dx.doi.org/10.1108/md-10-2014-0620

------------. (2015b) “Dysfunctional Outsider Executives’ Rule and the Terra Incognita of Concealed Managerial Ignorance.” Open Journal of Leadership, 4(1): 12-29. http://dx.doi.org/10.4236/ojl.2015.41002

I think wellbeing and health for the employed is the single most important factor in creating good performance and affects in schools, industries and hospitals. This is discussed in the field of health research.

Best wishes

Lars Nordgren