IMPACT FACTORS ON ORGANIZATIONAL PERFORMANCE: PROPOSITION OF A CONCEPTUAL MODEL

The search for better organizational performance is a practice that intrigues many researchers and managers of organizations. The central question of research is: what are the constructs and dimensions that are related to organizational performance? Thus, the objective of this study is to identify the dimensions and constructs that can better explain organizational performance. The theoretical basis of this research was composed by Resource Based Theory and Dynamic Capability Theory. The organizational performance construct is composed of the following dimensions: financial, market performance and return to shareholders. The resource management construct is composed of the dimensions: operated and operating resources. The entrepreneurial orientation construct is composed of the following dimensions: innovation, risk assumption, proactivity, autonomy, competitive aggressiveness and network of relationships. The dynamic capabilities construct consists of the following dimensions: managerial capacity, market capacity and ambidextrous capacity. Among the contributions of this study, we highlight first the evolution of the understanding of the constructs that influence organizational performance; second, we intend to add more drivers that impact on organizational performance, in order to encourage the management practices of resources and capacities in the organizations.