High-performance organization: a literature review

Tung, Thanh; Khương, Mai Ngọc

doi:10.1108/jsma-11-2019-0198

Cited by 24 publications

(21 citation statements)

References 46 publications

(82 reference statements)

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“…Using this approach of measuring the HPO makes sense as HPO researchers have found quite an overlap in the management and business practices in use in organizations (Do and Mai, 2020; Kirby, 2005; Kirkman, 1999). This makes it possible for managers to assume that the management and business practices applied in their organization will most probably also be used in the organizations they are comparing themselves with.…”

Section: Discussionmentioning

confidence: 99%

“…In previous research and papers on HPO, which we have published in the past years, we have already used the HPO definition as developed and proposed in this article. Other researchers have come across our proposed HPO definition and it seems to have struck a chord with them, possibly because they were also looking for an adequate definition, as an increasing number of them are using the proposed HPO definition and measurements in their own research (Abdullah et al , 2018; Do and Mai, 2020; Geleta, 2019; Hijal-Moghrabi et al , 2017; Honyenuga and Tuninga, 2013; Honyenuga et al , 2019; Kalimullah et al , 2019; Roijen et al , 2017; Thoman and Lloyd, 2018; Zbierowski, 2020).…”

Section: Conclusion Limitations and Future Researchmentioning

confidence: 99%

“…strategy, structure, processes and people are aligned throughout the organization) (Kirkman et al , 1999; O’Reilly and Pfeffer, 2000); and has great working conditions and development opportunities for the workforce (Kling, 1995; Lawler et al , 1998; Underwood, 2004). As researchers approach the topic of HPO from different backgrounds and angles and with different goals, it comes as no surprise that there is no univocal description, let alone definition, of the HPO (Do and Mai, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…The reason for our research focus is that in the literature a multitude of attributes can be found, which would mean that the definition of an HPO would differ every time different attributes are incorporated, causing the idea of achieving a uniform definition of the HPO to be an utopian idea. Do and Mai (2020, p. 304) concluded, based on a literature review of HPO studies, that:…”

Section: Introductionmentioning

confidence: 99%

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The high performance organization: proposed definition and measurement of its performance

Waal

2021

MBE

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Purpose The purpose of this paper is to arrive at a general definition of an HPO and a (practical) way to measure an HPO. Managers are looking for techniques to strengthen their organizations in a way that they cannot only cope with threats but could also quickly take advantage of opportunities, and thus, grow and thrive. The academic and especially the practitioner fields reacted on this “thirst for high performance knowledge” with a plethora of books and articles on the topic of high performance organizations (HPOs). These publications each came with their own description and measurement of HPOs, which created a lot of confusion among practitioners. Design/methodology/approach In this study the following reserach question is answered: how can an HPO be defined and its performance measured? So that with the answer, this paper can take away the aforementioned confusion. This paper does this by conducting an extensive systematic review of the literature on HPO, after which this paper synthesizes the findings into a proposal on how to define and measure the HPO. Findings This paper was able to obtain from the literature a list of definitions and measurements for an HPO. The common denominator in these definitions and measurements turned out to be respondents given their opinion on the effects of the organizational practices they apply on organizational performance vis-à-vis that of competitors. This paper concluded therefore that an HPO should be defined and measured relative to competitors and should be based on the perception of managers and employees of the organization: An HPO is an organization that achieves results that are better than those of its peer group over a longer period of time. Research limitations/implications With the answer on the research question, this paper fills the current gap in the definition and measurement literature on HPOs, and thus, has moved the research into HPOs forward, as researchers can use these research results in their future studies on high performance and HPOs. Originality/value Although there is a plethora of literature on high performance and HPOs no univocal definition and measurement of the HPO can be found. This study provides for the first time an academically well-founded definition and measurement method.

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Section: Discussionmentioning

confidence: 99%

Section: Conclusion Limitations and Future Researchmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The high performance organization: proposed definition and measurement of its performance

Waal

2021

MBE

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“…Having realized this, Maltese organisations are now looking for ways to improve themselves in an holistic manner, causing a lot of change (Engel, 2018). In this article we investigate whether the High Performance Organisation (HPO) Framework, a scientifically validated technique to evaluate the performance of an organisation and identify possible performance problems and improvement possibilities is a useful technique to help Maltese organisations in this respect (de Waal, 2007(de Waal, , 2012; Do and Mai, 2020). The HPO Framework makes it possible for organisations to transform themselves into an HPO, defined as an organisation that achieves financial and non-financial results that are exceedingly better than those of its peer group over a period of time of five years or more, by focusing in a disciplined way on that which really matters to the organisation" (de Waal, 2010, page 10).…”

Section: Introductionmentioning

confidence: 99%

Diagnosing Maltese Organisations Using the High Performance Organisation Framework

Waal¹,

Bono²

2020

IJMAR

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Malta’s introduction into the EU increased the competition in the country considerably and local companies as well as foreign subsidiaries have been forced to keep up with international quality standards in operations and human resources, with mixed results. As a consequence, Maltese organisations have been looking for a holistic improvement technique. In this article we investigate whether the High Performance Organisation (HPO) Framework, a scientifically validated technique to evaluate the performance of an organisation and identify possible performance problems and improvement possibilities, is a useful technique to help Maltese organisations in this respect. The research was conducted as part of a 2-day managerial course in Malta on HPOs. Before the course started, the participants were asked to complete the internet-based HPO questionnaire on their own organisation. During the course, the HPO scores of Maltese organisations, consisting of the average of the participants’ scores, were reviewed and an in-depth analysis of the scores on the HPO factors and their characteristics was made. Attention areas were identified and draft recommendations were drawn up. The content of the HPO Action Plan was discussed and ways to approach an HPO transition in Maltese organisations were reviewed. Theoretically, the research contributes to the HPO literature as it is the first study using the HPO Framework in Malta. Practically, the research results provide Maltese managers with a technique to improve their organisations considerably and make them more competitive.

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Impact of structure and culture on organizational performance: the case of Uganda’s High Court

Kintu¹,

Waal

2021

SN Bus Econ

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Despite many attempts to improve the performance of public sector organizations, in developing countries many such organizations are still underperforming. This study evaluates the impact of organizational structure and culture on the performance of Uganda's High Court by applying the high-performance organizations (HPO) framework. A questionnaire on the quality of the organizational structure, culture, and HPO status was distributed among High Court staff and the collected data were subjected to factor/regression analyses. The HPO framework is found to be valid for the High Court, and positive and statistically significant relationships are found between the HPO status of the High Court and organizational structure and culture.

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High-performance organization: a literature review

Cited by 24 publications

References 46 publications

The high performance organization: proposed definition and measurement of its performance

The high performance organization: proposed definition and measurement of its performance

Diagnosing Maltese Organisations Using the High Performance Organisation Framework

Impact of structure and culture on organizational performance: the case of Uganda’s High Court

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