The impact of organizational structure on organizational performance in the context of a new organizational chart for Moroccan universities

Abstract

affecting the country's public sector as a whole. These reforms have encouraged and emphasized public sector efficiency. Adopting a management approach encourages Moroccan universities to set up performance measurement systems to meet the new challenges they face. Existing mechanisms are adequate to meet regulatory requirements, but insufficient to help manage and develop the organizational structures of these organizations, where the objectives to be achieved remain unclear due to the multitude of missions between academic institutions, the public and multiple stakeholders. To whom they must respond. As a result, the current performance measurement system is far from suitable for organizational performance measurement and global management. This article examines the impact of organizational structure on organizational performance in Moroccan public universities, using a methodology that separates the different dimensions of organizational performance and relies on structural contingency factors. To answer the main research question, a hypothetico-deductive approach was adopted within the framework of an empirical paradigm. The hypotheses were tested on a sample of 82 observations, giving a response rate of 51.25%. The results show that the relationship between organizational structure and organizational performance is significant, reaching 74.70%, and the coefficient of determination R² is 65.90%, indicating that organizational structure has a positive impact on the organizational performance of Moroccan universities.

Keywords: Organizational performance; Contingency; Organizational structure; Moroccan universities; New public management.

JEL Classification: I23, H11, P47, C12

Paper type: Empirical research