Organizational Performance, Action and the Use of Information

By Henry C. Lucas, Jr.
1974| Working Paper No. 194

A descriptive model of the relationship between organizational performance, action, and the use of information from a formal reporting system is presented. An empirical study of the performance of branch banks, the use of an information system, and action taken by branch management is discussed. The results indicate that certain actions taken by bank management are associated with branch performance as are various decision style, personal, and situational variables. The findings also reveal variables which are associated with taking action and the use of a formal information system by branch bank management.