Purpose This study aims to examine what are the different configurations of organisational and individual factors that are associated with high job performance within small and medium-sized organisations (SMOs). In doing so, this study highlights what are the optimal combinations for achieving such performance. Design/methodology/approach A confirmatory factor analysis was first conducted to validate measurement models and assess convergent and discriminant validity using average variance extracted criteria. A configurational approach was then applied using qualitative comparative analysis (QCA) with the QCA package in R 4.3.0. This method, based on equifinality and Boolean algebra, identifies multiple causal pathways leading to high job performance. Findings High job performance in SMOs typically emerges from combined effects of key resources. Self-esteem and decision authority are key, supporting high job performance even when other key factors are limited. Psychological well-being also plays an important role. Skill utilisation and job promotion contribute to performance, but it can also be achieved in their absence. Teleworking shows a context-dependent effect, with most high-performance configurations occurring without it. Research limitations/implications The study is limited by its cross-sectional, self-reported and a restricted set of variables, indicating the need for future research. Practical implications The findings are especially relevant for SMOs navigating uncertain and changing environments, offering concrete insights into fostering high job performance through flexible and context-sensitive resource combinations. Originality/value Theoretically, this study advances a multilevel, integrative framework for understanding high job performance in SMOs, highlighting how distinct configurations of organisational and individual resources jointly influence high job performance.
Parent-Lamarche et al. (Fri,) studied this question.