Examining the performance of Google and AltaVista through the lens of the Cube One framework

Kopelman, Richard E.; Chiou, Andy Y.

doi:10.1002/joe.20347

Cited by 8 publications

(4 citation statements)

References 1 publication

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Several case studies have been published that are supportive of the Cube One Framework. For instance, a comparison of two pioneers in the Internet search space-AltaVista and Google-illustrates that the remarkable success of Google can be interpreted in terms of the Enterprise-Customer-, and Employee-Directed practices enacted by Google (Kopelman & Chiou, 2010). Published case studies have interpreted the success of three remarkably customer-centric organizations (Zappos!…”

Section: Figure 1 a Schematic Representation Of The Cube One Framewor...mentioning

confidence: 99%

A Quasi-Longitudinal Examination of the Cube One Framework

Kopelman,

Augugliaro,

Brandwein

et al. 2023

AJM

View full text Add to dashboard Cite

This paper begins by explaining the nature and premises undergirding the Cube One Framework, insofar as the authors assume that most readers have never heard of it. The Framework is multi- dimensional, focusing on the interests of employees, customers, and the enterprise, and it is also based on multiple fields of inquiry. i.e., Organizational Behavior, Marketing, Operations Management, etc. The present research is the first study to obtain repeated measure data pertinent to the Cube One Framework. Practices prior to the onset of COVID (before March 2020) were obtained retrospectively in addition to practices in the Fall 2022. Because data were obtained at one point in time, the present undertaking is characterized as employing a quasi-longitudinal design. Although three static hypotheses were supported, the cross-lagged panel analysis was not because (only) the relatively new 5-item behavior-based measure, indicated that there was a significant decline in Organizational Performance (t = -3.59; p < .001).

show abstract

Section: Figure 1 a Schematic Representation Of The Cube One Framewor...mentioning

confidence: 99%

A Quasi-Longitudinal Examination of the Cube One Framework

Kopelman,

Augugliaro,

Brandwein

et al. 2023

AJM

View full text Add to dashboard Cite

show abstract

“…Employees were hired systematically, and it was not easy to get a job at Google compared to getting admitted to Harvard. Google could be classified as in Cube One (Kopelman & Chiou, 2010).…”

Section: Case Studiesmentioning

confidence: 99%

A unique approach to achieving organizational excellence: The Cube One Framework

Kopelman

2022

Glob Bus Org Exc

Self Cite

View full text Add to dashboard Cite

In this article, I present the rationale and evidence pertinent to the utility of the Cube One Framework for achieving organizational excellence. Three factors contribute to the uniqueness of the Cube One framework: (1) the reliance on measuring the frequency of enacted practices (as contrasted to the traditional emphasis on stated policies, leadership philosophies, and mission statements); (2) the empirical examination of practices directed toward satisfying the needs of three separate stakeholders—funders, customers, and employees–customers consistently being neglected from lists of High‐Performance Work Practices which focus solely on productivity and employee satisfaction; and (3) the capability of performing an empirically‐based diagnosis of organizational strengths and opportunities for improvement. I offer three types of evidence: survey data collected in four studies conducted in three countries–where results are (surprisingly) slightly stronger for organizations in the nonprofit/government sectors as compared to for‐profit companies; longitudinal stock market valuations using a sample of America's Most Admired Companies per Fortune Magazine; and seven case studies of prominent organizations such as Google, Four Seasons Hotels, and Mayo Clinic.

show abstract

“…Google and AltaVista. It found that the remarkable success at Google is not accidental; rather, it has been engineered via practices that are strongly supportive of customer satisfaction, employee satisfaction, and productivity (Kopelman & Chiou, 2010). Indeed, some of Google's practices, such as allowing employees to spend 20 percent of their work time on projects of their own choosing, have received considerable attention.…”

Section: Exhibit 1 Schematic Representation Of the Cube One Frameworkmentioning

confidence: 99%

Interpreting the success of Zappos.com, Four Seasons, and Nordstrom: Customer centricity is but one‐third of the job

et al. 2012

Self Cite

View full text Add to dashboard Cite

Can organizations that are noted for outstanding customer service rely solely on their remarkable customer-centricity to achieve success? An analysis incorporating Internet-based surveys, traditional measures of customer satisfaction and financial performance, and an examination of the practices at three exceptionally successful customerfocused companies-Zappos.com, Four Seasons, and Nordstrom-shows that an emphasis on employee satisfaction and productivity also play key roles in organizational excellence. Management practices at these firms illustrate the validity of the Cube One framework, which posits that a combination of customer-, employee-, and productivity-directed practices drives organizational performance.

show abstract

Examining the performance of Google and AltaVista through the lens of the Cube One framework

Cited by 8 publications

References 1 publication

A Quasi-Longitudinal Examination of the Cube One Framework

A Quasi-Longitudinal Examination of the Cube One Framework

A unique approach to achieving organizational excellence: The Cube One Framework

Interpreting the success of Zappos.com, Four Seasons, and Nordstrom: Customer centricity is but one‐third of the job

Contact Info

Product

Resources

About