Longitudinal research into the effects of the high performance organisation framework

2018 ◽  
Vol 67 (6) ◽  
pp. 985-999 ◽  
Author(s):  
André de Waal ◽  
Jeroen de Haas
Keyword(s):  
High Performance ◽  
Design Methodology ◽  
Longitudinal Research ◽  
Performance Models ◽  
Content Type ◽  
The Past ◽  
Effective Performance ◽  
Organizational Results ◽  
High Performance Organization ◽  
Over Time

Purpose Many models for designing a high-performance organization (HPO) have been proposed in the past decades. However, not much information can be found in the extant literature on whether these models actually improve the results of an organization over time in a sustainable manner. The purpose of this paper is to evaluate whether de Waal’s (2012) HPO framework does help organizations increase their performance in a sustainable manner. Design/methodology/approach De Waal’s HPO framework was applied at Nader & Ebrahim S/O Hassan (NEH), a Philippine banana producer and exporter. In 2013, a first HPO diagnosis was conducted, in which the HPO status and possible improvements were identified. This application entailed conducting a questionnaire, holding interviews, and organizing a feedback workshop with management and employees. The aim was to identify possible improvements which the organization could implement in order to achieve high performance. Subsequently, NEH started to work on these improvements, and in 2015, a second diagnosis followed. Findings The second HPO diagnosis showed that both NEH’s HPO scores and organizational results had gone up considerably. The research results also showed which of the interventions, which NEH applied during working on the improvements, were most effective. Originality/value Virtually all of the HPO frameworks and models described in the literature have not been tested scientifically on their effectiveness. Thus, the research into the workings and effectiveness of de Waal’s framework belongs to an exclusive and limited set of longitudinal research studies which actually brings the study of effective performance models further.

The employee survey: benefits, problems in practice, and the relation with the high performance organization

2014 ◽  
Vol 13 (6) ◽  
pp. 227-232 ◽  
Author(s):  
André de Waal
Keyword(s):  
High Performance ◽  
Design Methodology ◽  
Employee Survey ◽  
Content Type ◽  
Non Profit ◽  
The Past ◽  
Management Techniques ◽  
Complementary Techniques ◽  
High Performance Organization

Purpose – The purpose of this article is to discuss the role of the employee in the high performance organization. One of the management techniques which has gained much popularity the past 15 years is the employee satisfaction survey. Many organizations, both profit and non-profit, use a yearly questionnaire, which measures the satisfaction of employees with all sorts of things in the organization. Yet recently, dissenting opinions can be heard that are critical of what they call “the yearly employee survey ritual”. The criticism focuses on the results of the survey which are not dealt with adequately so that the employee survey gradually has become a dissatisfier for employees. Another phenomenon is that organizations that are considering to conduct a high performance organization (HPO) diagnosis renounce this using the justification that “we are already doing an employee survey.” Design/methodology/approach – In this article the purpose of the employee survey, its advantages, its problems in practice and its relation with the HPO Framework are discussed. Findings – It is shown how the employee survey can be improved. In addition, its is shown that the employee survey and the HPO Framework are two different but complementary techniques that can and should be used in conjunction with each other. Originality/value – This article is one of the first to discuss the relation between two important management improvement techniques: the employee survey and the HPO framework.

scholarly journals Increasing customer loyalty and customer intimacy by improving the behavior of employees

2016 ◽  
Vol 9 (4) ◽  
pp. 492-510 ◽  
Author(s):  
André de Waal ◽  
Béatrice van der Heijden
Keyword(s):  
Customer Loyalty ◽  
High Performance ◽  
Design Methodology ◽  
Behavioral Factors ◽  
Content Type ◽  
Validated Questionnaire ◽  
Excellent Service ◽  
Item List ◽  
Customer Intimacy ◽  
High Performance Organization

Purpose One of the most important characteristics of high-performance organizations is that these organizations always aim at servicing their customers as best as possible. In practice, this means that the employees of these organizations have to behave toward customers in such a way that these customers are not only fully satisfied but also become loyal to the organization. The purpose of this paper is to look at the concrete behaviors that are needed to create this customer loyalty. Design/methodology/approach From a literature review the items that potentially are of influence on creating customer loyalty and customer intimacy were identified, based on a previous validated questionnaire while adding additional items. These items were subsequently validated in practice with a questionnaire distributed among people who are in daily life regular customers of organizations. Findings The research results show that there are eight behavioral factors of importance to create customer loyalty and customer intimacy: first, service quality delivered by employees; second, capability of employees to deliver high quality; third, empathy of employees toward customers’ wishes and needs; fourth, understanding of employees of customers’ needs; fifth, responsiveness of employees toward the needs of customers; sixth, courtesy of employees toward customers; seventh, service manner of employees; and finally, trust customers place in employees. Research limitations/implications The implication of this research is that, now that the behavioral factors are known, an organization can make sure its employees focus on displaying these behaviors toward customers consistently over time, in order to make sure customers will experience the organization as a high-performance organization and will feel loyalty toward the organization. Originality/value The research described in this paper adds to the literature in the sense that it encompasses previous research into once item list and specifically looks at behaviors that create excellent service and thereby customer loyalty and customer intimacy, both concepts that go beyond the much researched topic of customer satisfaction.

Investigating the causal link between a management improvement technique and organizational performance

2017 ◽  
Vol 40 (4) ◽  
pp. 429-450 ◽  
Author(s):  
André de Waal ◽  
Robert Goedegebuure
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Management Practices ◽  
Longitudinal Research ◽  
Linear Regression Analysis ◽  
Causal Link ◽  
Content Type ◽  
Key Factor ◽  
Organizational Results ◽  
High Level

Purpose An important question in contemporary research is: do certain management practices cause better performance or do better performing organizations find it easier to adopt certain management practices? This question is also of importance when applying the high performance organization (HPO) framework, which is a scientifically validated technique designed to achieve and sustain a high level of performance. Many research studies correlate the HPO framework with improved organizational performance. There are, however, no studies which explicitly look at the causal relationship. This paper aims to provide empirical evidence of causality. Design/methodology/approach Longitudinal research was conducted at two companies. An HPO diagnosis was conducted at each company, after which management implemented the HPO framework. Two units at each company were selected as case studies. Data were collected, using a questionnaire and interviews, at the beginning and after 18 months, when the diagnoses were repeated. A linear regression analysis was performed to interpret the data. Findings Despite exposure to the same HPO framework techniques, organizational units achieved significantly different outcomes. In each company, one unit achieved a higher HPO score and higher organizational results, while the other unit had no change, or a lower HPO score and lower organizational results. The key factor was the manner in which unit managers applied the HPO framework. Practical implications Optimal effectiveness for the HPO framework occurs when management incorporates the HPO factors into the workplace and strives diligently to improve performance. Originality/value This research responds to the question “Do certain management practices cause better performance or do better performing organizations find it easier to adopt certain management practices?”

scholarly journals The past, present and future of open innovation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Barbara Bigliardi ◽  
Giovanna Ferraro ◽  
Serena Filippelli ◽  
Francesco Galati
Keyword(s):  
Intellectual Property Rights ◽  
Open Innovation ◽  
Design Methodology ◽  
Context Dependency ◽  
Future Research ◽  
Review Of The Literature ◽  
Journal Articles ◽  
Content Type ◽  
The Past ◽  
Over Time

PurposeThrough a comprehensive review of the literature on open innovation (OI), this study aimed to achieve two objectives: (1) to identify the main thematic areas discussed in the past and track their evolution over time; and (2) to provide recommendations for future research avenues.Design/methodology/approachTo achieve the first objective, a method based on text mining was implemented, with the analysis focusing on 1,772 journal articles published between 2003 and 2018. For the second objective, a review based on recent and relevant papers was conducted for each thematic area.FindingsThe paper identified nine thematic areas explored in existing research: (1) context-dependency of OI, (2) collaborative frameworks, (3) organizational dimensions of OI, (4) performance and OI, (5) external search for OI, (6) OI in small and medium-sized enterprises, (7) OI in the pharmaceutical industry, (8) OI and intellectual property rights, and (9) technology. The analysis of the most recent papers belonging to the more investigated areas offers suitable suggestions for future research avenues.Originality/valueTo the best of the authors’ knowledge, no review has yet been undertaken to reorganize the OI literature.

The “good manager” over five decades: towards an androgynous profile?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gary N. Powell ◽  
D. Anthony Butterfield ◽  
Xueting Jiang
Keyword(s):  
Design Methodology ◽  
Level Playing Field ◽  
Content Type ◽  
Playing Field ◽  
The Past ◽  
Managerial Positions ◽  
Two Populations ◽  
Practical Implications ◽  
Over Time ◽  
Good Manager

Purpose The purpose of this paper is to examine stability and change in the linkage between gender and managerial stereotypes over a five-decade period. Design/methodology/approach Samples from two populations (n = 2347) described a “good manager” on an instrument that assessed masculinity and femininity during each of the past five decades. Findings Good-manager descriptions exhibited a decreasing emphasis on masculinity and increasing emphasis on femininity over time, culminating in an androgynous profile, or a balance of masculine and feminine traits, for each population in the most recently collected data. Practical implications Although women face systemic barriers in the managerial ranks of organizations, a change in managerial stereotypes to an androgynous rather than masculine profile would represent one less barrier for them to overcome. Social implications If managers come to be held to an androgynous standard in their behavior regardless of their gender, there would be a more level playing field for candidates for open managerial positions, rather than one tilted in favor of men. Originality/value The analysis of data from samples of the same population types using the same measures systematically over five decades, and the provocative finding of an androgynous profile of a good manager in the most recently collected data, are original contributions to the literature.

scholarly journals New challenges in brand management

2018 ◽  
Vol 22 (3) ◽  
pp. 254-271 ◽  
Author(s):  
Cleopatra Veloutsou ◽  
Elena Delgado-Ballester
Keyword(s):  
Literature Review ◽  
Academic Engagement ◽  
Design Methodology ◽  
Brand Management ◽  
Special Issue ◽  
Dynamic Nature ◽  
Content Type ◽  
The Past ◽  
New Challenges ◽  
Over Time

Purpose This paper aims to help in the development of a better understanding of key brand-related terms and discuss the key challenges and trends in brand management. Design/methodology/approach This is an editorial based mainly on an extensive and broad literature review on brand management. Findings First, this work defines some key brand management terms and presents brand-related issues and concerns that remain unchanged over time. Then it discusses some of the brand management-related matters that are changing since the past few years. Challenges for the management of brands from the side of the companies that have introduced them are then presented. It finally provides a glimpse of the five papers selected for this special issue and then identifies avenues for further research. Originality/value This work and the whole special issue together help in the understanding of the dynamic nature of the management of brands over time with implications to the management and the academic engagement with brands.

High performance stakeholder management: what is needed?

2020 ◽  
Vol 24 (3) ◽  
pp. 367-376
Author(s):  
Joop Remme ◽  
André de Waal
Keyword(s):  
High Performance ◽  
Design Methodology ◽  
Stakeholder Management ◽  
Internal Quality ◽  
Content Type ◽  
Stakeholder Relationships ◽  
External Relations ◽  
Organizational Consequences ◽  
High Performance Organization

Purpose Stakeholder management is often primarily seen as maintaining external relations. However, it also has specific consequences for the internal processes of an organization and the behavior of its people. The authors argue that an organization that is meeting the standards of the high-performance organization (HPO) is able to effectively maintain valuable relationships with its stakeholders. The authors discuss in this paper how high-performance stakeholder management can be achieved and applied to stakeholder relationships. Design/methodology/approach Based on a discussion of the stakeholder management and the HPO framework concepts the authors show that good stakeholder management requires strong communication and dialogue within an organization, which in turn requires a strong internal organization, which the HPO framework can offer. This paper is written from the assumption that the two theories reinforce each other in their aims and methodologies. This argument is based on a case study. Findings The authors illustrate the argument with the application of both concepts at a case company. The case study makes clear that an organization that develops stakeholder management will be wise to examine its own internal quality and strength, using the HPO framework. If the organization views the information that comes from stakeholder management as very valuable, then internal organizational consequences must follow. Originality/value The concepts of stakeholder management and HPO Framework have not been connected before, neither in a theoretical nor a practical way. This offers the opportunity for theorists to further deepen the connection between the two, and practitioners to benefit from strengthening their stakeholder management.

The evolution of marketing research

2014 ◽  
Vol 26 (5) ◽  
pp. 706-726 ◽  
Author(s):  
Cristian Morosan ◽  
John T. Bowen ◽  
Morgan Atwood
Keyword(s):  
Content Analysis ◽  
Research Agenda ◽  
Design Methodology ◽  
Marketing Research ◽  
Content Type ◽  
Research Paradigms ◽  
The Past ◽  
Over Time ◽  
Comprehensive Study

Purpose – The purpose of this study is to provide a domain statement for hospitality marketing research. The objectives of the study are to analyze the evolution of hospitality marketing research over the past 25 years, determine how the research paradigms changed over time in hospitality marketing relative to mainstream marketing and provide scholars with suggestions for developing and managing a marketing research agenda. The findings of this study help not only scholars involved in marketing research but also hospitality scholars across all disciplines. Design/methodology/approach – A content analysis of > 1,700 marketing articles is provided, with articles published in three leading hospitality journals and one mainstream marketing journal over a 25-year period. Additionally, the authors consulted leading hospitality scholars to solicit their views and suggestions on hospitality marketing research. Findings – The results show the evolution of hospitality marketing over a 25-year period. This provides insights into how hospitality has unique aspects, which can lead to contributions in mainstream marketing. Originality/value – Due to its longitudinal nature and breadth (e.g., number of journals covered), this is the most comprehensive study of hospitality marketing research. The findings of the study provide direction for all hospitality scholars as well as those involved in hospitality marketing research.

Identifying the prevailing images in library and information science profession: is the landscape changing?

2014 ◽  
Vol 115 (7/8) ◽  
pp. 355-375 ◽  
Author(s):  
Evgenia Vassilakaki ◽  
Valentini Moniarou-Papaconstantinou
Keyword(s):  
Systematic Review ◽  
Mass Media ◽  
Literature Review ◽  
Design Methodology ◽  
Information Science ◽  
Time Frame ◽  
Library And Information Science ◽  
Content Type ◽  
The Past ◽  
Over Time

Purpose – This paper aims to provide a systematic review on library and information science (LIS) profession’s image and stereotypes from 1999 to 2013. In particular, it aims to identify and analyze the prevailing images of librarians in various contexts and explore possible changes occurring over time. Design/methodology/approach – The method of systematic review is adopted to identify the prevailing images in LIS profession. Specifically, 60 papers were selected and five main themes emerged such as “public’s perceptions”, “librarians’ perceptions”, “students’ perceptions”, “mass media” and “image as an issue” after a thorough analysis of papers’ aim. Findings – It was found that librarians were negatively perceived by both the wider public and the students. In terms of mass media, the image of “the old maid” was dominant, whereas newspapers focused on the male librarian who was perceived as glamorous. Positive stereotypes were also found in children books. On the whole, librarian’s image and relevant stereotypes have not changed considerably over time. Research limitations/implications – This literature review considered only papers published between 2000 and 2013 and only in English mainly due to language restrictions. Originality/value – This review identifies, critically analyzes and discusses the literature on the prevailing images and stereotypes associated with LIS profession in the past 13 years. In addition, it attempts to identify and discuss any changes that occurred in this time frame.

Applicability of the high-performance organization framework in the diamond industry value chain

2014 ◽  
Vol 7 (1) ◽  
pp. 30-48 ◽  
Author(s):  
André de Waal ◽  
Ruben Orij ◽  
Jantien Rosman ◽  
Marijke Zevenbergen
Keyword(s):  
Value Chain ◽  
High Performance ◽  
Design Methodology ◽  
Content Type ◽  
Research Results ◽  
New Methods ◽  
Industry Value Chain ◽  
Management Literature ◽  
Organization Framework ◽  
High Performance Organization

Purpose – The diamond industry used to be a stable sector. However, the market for diamonds is changing rapidly due various developments, putting margins in the entire diamond industry under severe pressure. Consequently diamond retailers have begun to search for new methods that could help them improve their performance. This paper aims to evaluate whether the high-performance organization (HPO) framework can be used to help diamond retailers achieve better results. Design/methodology/approach – The HPO framework was applied at two actors in the diamond industry value chain, a dealer and an intermediate, in order to identify the HPO factors that most influence the results of these companies. Special attention was paid to the matching of the characteristics of the HPO framework and the characteristics influencing the success of partnerships. Findings – The research results show that the HPO framework can be used to identify the improvements needed to increase the level of performance of all players in the diamond industry value chain. Originality/value – The results of this study fill a gap in current academic and management literature on the diamond industry as little research has been done into the factors that cause sustainable high performance in this sector. The results can also be used by managers of diamond retailers to increase company results and to cooperate more closely in the diamond industry value chain.

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