Applicability of the high performance organization (HPO) framework in the Chinese context

2017 ◽  
Vol 8 (1) ◽  
pp. 22-39 ◽  
Author(s):  
André de Waal ◽  
Amy Wang
Keyword(s):  
High Performance ◽  
Low Cost ◽  
Research Question ◽  
Value Added ◽  
Performance Practices ◽  
Content Type ◽  
Chinese Context ◽  
Chinese State ◽  
Asian Context ◽  
High Performance Organization

Purpose In recent years, China has shifted its competitive strategy from competing on low cost to producing higher value added products and services, and the country has made the promotion of business excellence a national strategic priority. As a consequence, Chinese organizations need to know the factors that will make them world-class companies. Until recently, not much research has been done into these factors in the Chinese context. The few studies available unfortunately were mainly done only into specific elements of excellence and specific improvement techniques; a holistic and scientifically validated framework for creating high performance organizations (HPOs) cannot be found. The purpose of this study is to evaluate such a framework, which was quite recently developed, for the Chinese context. Design/methodology/approach A possible way forward is to use the HPO framework which was validated in earlier studies for the Asian context. In this paper, this research question is answered: Can the HPO framework be used to help Chinese organization to evaluate and improve the factors for excellence in the Chinese context? The study used a questionnaire which was distributed to respondents of a Chinese state-owned manufacturing enterprise. The results were discussed during a workshop to arrive at the main attention points for the organization. Findings The HPO framework was validated for the Chinese context and yielded valuable recommendations for improvement for the case company. Originality/value This study fills the gap which currently exists in empirical research about organization performance practices in Chinese. The study also has practical implications as management of Chinese state-owned enterprises, and possibly other Chinese companies, are now able to undertake focused improvement actions.

Suitability of the high performance organization framework for Egyptian ICT companies: a replication study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammed Azmy Ateia ◽  
Saneya Abdelfattah El Galaly ◽  
André de Waal
Keyword(s):  
Factor Analysis ◽  
High Performance ◽  
Research Question ◽  
Replication Study ◽  
Research Approach ◽  
Content Type ◽  
Study Results ◽  
Organization Framework ◽  
High Performance Organization ◽  
Ict Companies

Purpose The purpose of this paper is to answer the research question “Is the high-performance organization (HPO) Framework suitable for non-governmental private sector organizations, specifically the affiliates of international companies operating in the ICT sector in Egypt?” Design/methodology/approach The research concerns a replication study in which the HPO Questionnaire was used to collect data, and factor analysis was applied to evaluate the reliability and consistency of the HPO Framework. The research approach was the same as applied by de Waal et al. (2016), but this time the research population consisted of affiliates of international ICT companies, instead of local ICT companies as in the de Waal et al. (2016) study. Findings Data gathered by means of the HPO Questionnaire from managers of these affiliates were used to evaluate the reliability and internal consistency of the HPO Framework. The confirmatory factor analysis was done twice, once for the original 35-characteristic HPO Framework and once for the 26-characteristic HPO Framework as proposed by de Waal et al. (2016) for Egyptian local ICT companies. The study results clearly show the applicability of the original 35-characteristic HPO Framework for measuring the organizational strength and identifying performance-gaps of ICT companies that are affiliates of international organizations operating in Egypt. Originality/value This study adds to the growing HPO literature on developing countries and helps Egyptian ICT companies to adopt high-performance practices to be able to contribute more to the economic development of Egypt.

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

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
André de Waal
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Peer Group ◽  
Research Question ◽  
General Definition ◽  
Common Denominator ◽  
Content Type ◽  
Definition Of ◽  
High Performance Organization ◽  
First Time

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.

Formulating a partnership framework for Egyptian ICT companies

2017 ◽  
Vol 10 (3) ◽  
pp. 293-312 ◽  
Author(s):  
André de Waal ◽  
Dalia S.F. Habil ◽  
Robert Goedegebuure
Keyword(s):  
Organizational Performance ◽  
Value Chain ◽  
High Performance ◽  
New Technologies ◽  
High Reliability ◽  
Performance Practices ◽  
Content Type ◽  
Full Benefit ◽  
High Performance Organization ◽  
Ict Companies

Purpose Nowadays, it is rare to find an organization that operates in isolation, without the need to partner with other organizations. Partnerships offer firms access to new technologies, markets, and knowledge. During the process of transforming into a high performance organization (HPO), an organization will eventually find itself operating within a bigger value chain. The purpose of this paper is to identify the factors and practices that can help Egyptian ICT companies to become better members in such a partnership, in a way that enables full benefit to be gained from the partnership. Design/methodology/approach The study used a questionnaire based on the high performance partnership (HPP) framework that has previously been validated in the Western and Asian contexts. The questionnaire was distributed to seven Egyptian ICT organizations who partnered with each other, after which a exploratory factor analysis (EFA) was performed on the collected data to identify the factors that influence the success of partnerships between Egyptian ICT companies. Findings The EFA showed that five (of the original ten) factors from the HPP Framework achieved a high reliability while 47 of the original 54 underlying characteristics applied in the Egyptian ICT context. In addition, these five HPP factors had strong positive relations with the success of the partnership as perceived by partners. Interestingly, the HPO scores of individual partners also had a positive effect on the perceived success of the partnership. Originality/value This study fills the lacuna that currently exists in empirical research about organizational performance practices in Egypt. The study also has practical implications, as management of Egyptian ICT companies are now able to undertake focused improvement actions to increase the success of the partnerships into which they enter.

Suitability of the high performance organization framework to Egyptian ICT companies

2016 ◽  
Vol 11 (4) ◽  
pp. 632-648 ◽  
Author(s):  
André de Waal ◽  
Dalia S.F. Habil ◽  
Robert Goedegebuure
Keyword(s):  
High Performance ◽  
Management Practices ◽  
High Reliability ◽  
Performance Practices ◽  
Content Type ◽  
Five Factors ◽  
Confirmatory Factor ◽  
Organization Framework ◽  
High Performance Organization ◽  
Ict Companies

Purpose The purpose of this paper is to deal with the need for Egyptian ICT companies to adopt high performance practices in order to be able to contribute more to the development of Egypt. However, as not much research has been done into management practices which can support these organizations in the Egyptian context, a framework which was developed based on Western and non-Western data – the high performance organization (HPO) framework – was tested on its suitability in the Egyptian context. Design/methodology/approach The study used a questionnaire which was distributed to seven Egyptian ICT organizations after which a confirmatory factor analysis (CFA) was performed on the collected data. Findings The CFA showed that the original five factors from the HPO framework achieved a high reliability while 26 out of the original 35 underlying characteristics applied in the Egyptian ICT context. Originality/value This study fills the gap which currently exists in empirical research about organization performance practices in Egypt. The study also has practical implications as management of Egyptian ICT companies are now able to undertake focussed improvement actions.

Success factors of high performance organization transformations

2018 ◽  
Vol 22 (4) ◽  
pp. 375-390 ◽  
Author(s):  
André de Waal
Keyword(s):  
High Performance ◽  
Large Scale ◽  
Success Factors ◽  
Research Question ◽  
Scale Transformation ◽  
Term Survival ◽  
Content Type ◽  
Study Results ◽  
High Performance Organization ◽  
Scale Transformations

Purpose When an organization becomes a high performance organization (HPO), it is able to outperform comparable organizations for an extended period of time, thereby ensuring its long-term survival. It is therefore imperative for these organizations embarking on an HPO transformation to be aware of the factors that will help make this transformation successful. Unfortunately the current literature does not provide these factors; one can only find factors influencing large-scale transformations. It could be argued that becoming an HPO is a large-scale transformation, but this leaves the question open whether there are specific factors that are important for this specific type of transformation. Design/methodology/approach The purpose of this paper is to answer the research question “What are the main factors which theoretically and in practice best support a successful HPO transformation?” This question was answered using the results of a review of the literature on large-scale transformations and a review on the applications of de Waal’s HPO Framework in practice. Findings Eleven theoretical and eight practical success factors were found. These factors matched for 63.6 per cent, indicating there is a moderate overlap between what the theory predicts and what can be noticed in practice. In addition, the practical cases indicated there are two success factors that are specifically important for an HPO transformation. Originality/value The study results contribute to the theory, as they show what is and is not important for a specific large-scale transformation such as an organization transforming into an HPO. The practical contribution of the study lies in the fact that organizations now know which factors to pay attention to in order to increase their chances on a successful HPO transformation.

Value communication: low-cost marketing initiatives for “Guru Ki Bani 58282”

2013 ◽  
Vol 3 (3) ◽  
pp. 1-9
Author(s):  
Neeraj Pandey ◽  
Gaganpreet Singh
Keyword(s):  
Interactive Voice Response ◽  
Low Cost ◽  
Value Added ◽  
Subject Area ◽  
Marketing Management ◽  
Digital Marketing ◽  
Content Type ◽  
Mba Students ◽  
Marketing Team ◽  
Value Communication

Subject area Pricing, digital marketing, marketing management and strategic marketing. Study level/applicability The case can be used for pricing or digital marketing courses as well as marketing management courses to MBA students and/or for management development programmes. Case overview Goldfinch Mobile Solutions, a Hong-Kong based value added services (VAS) and gaming platform provider, had an exclusive tie up with Bharti Airtel in India for providing value added voice applications on an interactive voice response system (IVRS) platform. The Goldfinch flagship service is “Guru Ki Bani” which may be subscribed to by dialing the short code 58282. This “58282” service has a repository of all Sikh religion daily prayers, religious songs, teachings, stories from Guru's life and similar information that is derived from the Sikh Holy book Guru Granth Sahib Ji. As per mutual agreement between Goldfinch Mobile Solutions and Bharti Airtel, the telecom operator had the responsibility to promote Goldfinch's Guru Ki Bani service amongst its subscriber base through its below the line (BTL) promotional channels such as short messaging service (SMS), outbound calls, cell information, notification SMS after call and above the line (ATL) activities such as posters, leaflets, print, promoters, regional TV, outdoors, etc. The revenue sharing arrangement between Airtel and Golfinch was in the ratio of 75 percent and 25 percent. However, with recent changes in the policies of Telephone Regulatory Authority of India (TRAI), promotional marketing used by telecom operators has been constrained. Declining customer share, decreasing profits (after Bharti Airtel halted promotions) and increasing organization cost per customer have made MD and CEO Mr Newton Bubber think of various options including low-cost marketing initiatives besides digital marketing to promote Guru Ki Bani services. Value communication to its huge potential customer base, i.e. 184.19 million Bharti Airtel subscribers was another challenge facing Mr Newton and his marketing team at Goldfinch. Expected learning outcomes The case enables students to learn the concepts and application of value creation, effective value communication, price waterfall analysis, importance of costing parameters in pricing decisions, low-cost marketing strategies and digital marketing. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

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.

High performance work practices and competitive advantage in the Irish hospitality sector

2007 ◽  
Vol 19 (3) ◽  
pp. 201-210 ◽  
Author(s):  
Pauline Connolly ◽  
Geraldine McGing
Keyword(s):  
High Performance ◽  
Management Practices ◽  
Cost Effective ◽  
Work Practices ◽  
Performance Practices ◽  
Content Type ◽  
High Performing ◽  
Competitive Edge ◽  
Cost Effective Method ◽  
High Performance Work Practices

PurposeFailte Ireland argues that high performance work practices will provide the Irish tourist industry with the necessary competitive edge. The main focus of this study is to explore the extent of these practices in the Irish hospitality industry with particular emphasis on the practices of staff empowerment and participation.Design/methodology/approachA questionnaire was chosen as the most appropriate means of obtaining information from managers because respondents could be targeted in a cost effective method. A total of 71 questionnaires were mailed to managers in all three, four and five‐star hotels in the Dublin and greater Dublin area.FindingsThe data show that Dublin‐based hotels display some of the human resource practices associated with high performing work practices. There are, however, very low levels of employee participation, which many authors argue are the cornerstone of high performance practices.Practical implicationsThe Irish hotel industry is undergoing fundamental change, not least of which is the increasingly demanding and discerning clients. Customers are demanding quality products and services, speed and reliability of service, price competitiveness and innovation. If Irish hotels are to survive and remain competitive, the issue of staff representation, participation and the channels of communication will have to be addressed. Recognising, utilizing and developing their human resources may be the most significant challenge that management faces, and it is posited that those organisations that excel at this will be the industry leaders.Originality/valueThe paper offers insights into the realities of management practices in hotels in an Irish setting.

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.

ASEAN will gain new supply chain role

2016 ◽  
Keyword(s):  
Supply Chains ◽  
Global Economy ◽  
Cost Model ◽  
Low Cost ◽  
Value Added ◽  
Developed Countries ◽  
Content Type ◽  
Automation Technology ◽  
Changing Role

Subject Asia's changing role in global supply chains. Significance Asian supply chains and their role in the global economy are undergoing far-reaching change. They are shifting from a low-cost model based on a set of particular exports to Western developed countries to prioritising high value-added trade and putting stronger emphasis on Asian markets. Handling a wider variety of products and matching rapidly changing demand is becoming a top priority, making the role of technologically advanced suppliers of key inputs, including small and medium companies (SMEs), increasingly important. Impacts Demographic change will catalyse changes in consumption patterns and supply chains. Supply chains' development will drive demand for automation technology. South-east Asian supply chains will be constrained until infrastructure improves.

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