Developing a change approach for the transition to a high performance organization

2017 ◽  
Vol 21 (2) ◽  
pp. 101-116 ◽  
Author(s):  
André de Waal ◽  
Ivo Heijtel
Keyword(s):  
High Performance ◽  
Design Methodology ◽  
Peer Group ◽  
Business Environment ◽  
Rate Of Change ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
High Performance Organization ◽  
Better Than

Purpose The purpose of this study is to help managers in their constant quest to create and implement new sources of competitive advantage and ways to achieve sustainable high performance to become a high performance organization (HPO) – defined as an organization that achieves financial and non-financial results that are exceedingly better than those of its peer group over a period of five years or more to by focusing in a disciplined way on issues of genuine importance to the organization. One way to become an HPO is by applying the HPO Framework, which has been validated in multiple countries and shown to indeed help organizations to improve their performance. However, a change approach for implementing the HPO Framework that is valid in different contexts has not been developed to date. Such an approach is important as change initiatives suffer from a high failure rate. Design/methodology/approach The goal of this research was to identify an appropriate change approach for implementing the HPO Framework. A theoretical framework for an HPO change initiative was constructed, which subsequently was tested at an organization undergoing a transformation to become an HPO. Findings The results show that the theoretical approach in practice was indeed useful at the case company. A continuous rate of change is needed to implement a corporate-wide change strategy that will enable the organization to constantly adapt to the demands of its business environment. The scale of the transformation differs for each HPO change initiative, depending on the results of the HPO diagnosis. Directly after the HPO diagnosis and at the beginning of the HPO transformation, a planned approach predominates; conversely, while maintaining the HPO, the emergent approach predominates. Research limitations/implications This study is relevant by enabling managers to learn the essentials of a change approach for creating an HPO in the present-day business environment. Based on these essentials, managers can start to develop a change approach that is appropriate for creating their own HPO. Originality/value The theoretical relevance of this paper is that, although much literature exists concerning approaches for organizational change initiatives, no change approaches specifically designed for creating an HPO can be found in the literature. This paper provides such an approach.

Succeeding with organizational change

2015 ◽  
Vol 29 (5) ◽  
pp. 19-21
Keyword(s):  
Design Methodology ◽  
Business Environment ◽  
Rate Of Change ◽  
Change Initiatives ◽  
Frequent Change ◽  
Content Type ◽  
Effective Performance ◽  
Pertinent Information ◽  
Practical Implications ◽  
Do So

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Rapid developments in technology and the increase in global competition combine to ensure that the business environment is subject to frequent change. Organizations must evolve to succeed and grow. Those which fail to do so are effectively reserving their place among the also-rans. These tough challenges facing companies aren’t going away in a hurry. Being equipped with the ability to adapt is therefore crucial. Indeed, effective performance in both the short and longer term depends on it. The failure rate of change initiatives remains staggeringly high. To say that change management needs to be taken seriously is therefore stating the obvious. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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.

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.

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 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.

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.

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.

Searching for effective change interventions for the transformation into a high performance organization

2016 ◽  
Vol 39 (9) ◽  
pp. 1080-1104 ◽  
Author(s):  
André de Waal ◽  
Ivo Heijtel
Keyword(s):  
Organizational Change ◽  
High Performance ◽  
Design Methodology ◽  
Transformation Process ◽  
Future Research ◽  
Positive Outcomes ◽  
Content Type ◽  
Effective Change ◽  
Country Factors ◽  
High Performance Organization

Purpose In recent years, the concept of the high-performance organization (HPO) has gained interest among organizations seeking to outperform their competitors and ensure business continuance. However, despite an increasing number of studies on high performance, the literature still does not present a clear organizational change approach with change interventions that effectively transform “ordinary organizations” into HPOs. This study aims to fill this gap in the literature by identifying change interventions that have proven themselves in practice, i.e. they actually increase commitment of managers and employees to the HPO transformation process. Design/methodology/approach This study consists of developing a theoretical HPO change approach based on the change model of Whelan-Berry and Somerville (2010), followed by testing and applying the resulting 21 change interventions at a case company going through an HPO transformation. Findings The research results show that 75 per cent of the applied change interventions were either effective or very effective. Also, 25 per cent of the interventions were not very effective; most of these were individual-oriented. Research limitations/implications The change interventions with positive outcomes in this study can be applied by organizations during the HPO transformation. Future research should be performed in multiple industries and countries to investigate whether industry and country factors affect the effectiveness of change interventions. Originality/value Although much has been written about approaches for organizational change interventions, no change interventions specifically for creating an HPO are mentioned in the literature. Thus, the relevance of this study is that it constitutes the first step toward filling the gap in current literature on effective change interventions. This study provides a set of effective change interventions that drive successful HPO transformations.

Current CITE-ings from the popular and trade computing press: telework and telecommuting

2016 ◽  
Vol 33 (1) ◽  
pp. 21-22 ◽  
Author(s):  
Martin Kesselman
Keyword(s):  
Literature Review ◽  
Design Methodology ◽  
Virtual Reference ◽  
Content Type ◽  
Advantages And Disadvantages ◽  
Better Than

Purpose – This article examines Current CITE-ings from the Popular and Trade Computing Press, Telework and Telecommuting Design/methodology/approach – The methodology adopted is a literature review. Findings – Readily available technologies now allow librarians to perform most of their work-offsite. Some traditional building-based services such as reference, have been taken over by virtual reference and now even instruction offers options on par with or even better than classroombased questions such as a webinar that can be viewed and reviewed at any time or by having librarians embedded into various courseware packages. Researchlimitations/implications – Librarians no longer need be limited to a single library; groups of subject librarians can work together in the cloud to provide services to multiple universities. Originality/value – This article collates some articles from the non-library literature that mayprovide some ideas and review advantages and disadvantages for both the library and employee

“It's the work climate that keeps me here”: the interplay between the HRM process and emergent factors in the construction of employee experiences

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maarit Laiho ◽  
Essi Saru ◽  
Hannele Seeck
Keyword(s):  
High Performance ◽  
Design Methodology ◽  
Qualitative Interview ◽  
Employee Perceptions ◽  
Content Type ◽  
Systematic Data ◽  
High Performance Work System ◽  
Employee Experience ◽  
The Relationship ◽  
Shed Light

PurposeThe purpose of this paper is to explore the interplay between human resource management (HRM) and emergent factors in constructing a strong HRM climate. Specifically, the paper aims to shed light on how employee perceptions of the HRM process and emergent factors together construct a strong HRM climate, i.e. employees' shared perceptions of HRM.Design/methodology/approachThe paper uses qualitative interview data (managers and employees) from two organisations operating in Finland. The data are analysed based on a systematic data analysis and gives an illustration of the interplay between high-performance work system and the emergent factors.FindingsThe findings illustrate the three types of interplay between HPWS and emergent factors – supplementation, substitution and suffocation – that construct employee experience.Originality/valueThe paper extends earlier discussions on the relationship between HRM and employee experience by empirically examining how the HRM process – together with emergent factors – constructs a strong HRM climate. The present study contributes to further theorising and increasing our understanding of the creation of employee experience.

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