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.

scholarly journals Stakeholders’ perceptions and reputational antecedents

2015 ◽  
Vol 12 (3) ◽  
pp. 314-329 ◽  
Author(s):  
S. M. Riad Shams
Keyword(s):  
Relationship Marketing ◽  
Design Methodology ◽  
Target Market ◽  
Brand Positioning ◽  
Case Study Approach ◽  
Content Type ◽  
Stakeholder Relationships ◽  
Study Approach ◽  
The Impact

Purpose – It is recognised that reputation is a relational construct; however the impact of stakeholders’ various relational dimensions on their perceptions to influence reputation is not widely understood. The purpose of this paper is to add to the current understanding of stakeholders’ relationships, interactions, their subsequent relational dimensions and its impact on stakeholders’ perceptions to further influence relational reputation. Design/methodology/approach – This paper takes a case study approach. Findings – The findings of this study recognise the impact of relationship marketing (RM) on the influence of stakeholders’ perceptions. It discusses how RM substantiate the pertinent authenticity (symbolises reputation), relevance and differentiation (represent brand positioning) of an organisation’s profile and/or their market offerings, in relation to the interest of the target market through the cause and consequence of stakeholder relationships and interactions to influence their perceptions. The findings acknowledge 11 RM dimensions that have relational implications to nurture stakeholders’ perceptions and subsequent relational reputation, which appear viable across industries and markets. Originality/value – Underlying the cause and consequence of stakeholder relationships and interactions; these 11 RM dimensions emerge as antecedents to form/reform relational reputation. Further academic and professional implications of the findings are briefly discussed.

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.

scholarly journals Developing high performance working through case study evidence

2018 ◽  
Vol 32 (2) ◽  
pp. 5-8
Author(s):  
Kirsteen Grant ◽  
Gillian A. Maxwell
Keyword(s):  
Focus Groups ◽  
Human Resource ◽  
Empirical Research ◽  
High Performance ◽  
Design Methodology ◽  
Content Type ◽  
Qualitative Case Studies ◽  
Human Resource Interventions ◽  
Depth Interviews

Purpose This paper aims to theoretically proffer and empirically evidence five inter-related high performance working (HPW) groupings of value to practitioners interested in developing HPW in their organizations. Design/methodology/approach The empirical research is based on three UK-based qualitative case studies. Data are drawn from nine in-depth interviews with managers (three from each case) and three subsequent focus groups (one in each case). Focus groups comprised six, eight, and four employee (non-manager) interviewees. Findings The empirical findings validate the theoretical importance of the five identified HPW groupings. More, they imply a number of relationships within and between the five groupings, confirming the need to view the groupings collectively and dynamically. Originality/value The five HPW groupings provide a foundation for further research to closely evaluate the dynamism within and across the groupings. They also offer practical types of human resource interventions and actions for practitioners to evaluate the strengths and weaknesses of HPW in their organizations.

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.

From applicant to designated European Capital of Culture

2015 ◽  
Vol 8 (4) ◽  
pp. 715-731 ◽  
Author(s):  
Louise Ejgod Hansen ◽  
Markus Laursen
Keyword(s):  
Design Methodology ◽  
Stakeholder Management ◽  
Content Type ◽  
European Capital Of Culture ◽  
Critical Phase ◽  
Research Interviews ◽  
High Level ◽  
Practical Implications ◽  
The Way

Purpose – The purpose of this paper is to investigate the management challenges related to the transition from the application phase to the delivery phase of the project of being a European Capital of Culture (ECoC). Design/methodology/approach – Case study based on qualitative research interviews with the management team, combined with existing research on ECoC and documents on the Aarhus 2017 project. Findings – The first main finding is that the challenges are caused by the way in which the transition from applicant to designated ECoC includes a change in management, shifting from a project to a programme structure and change in organisation. The second main finding is that stakeholder management in relation to politicians and cultural agents is challenged by a high level of ownership and expectation. Research limitations/implications – The study focuses on just one case and one phase of the project. Practical implications – Consequences for the way ECoC are managed and the programme organised could be drawn from this. Originality/value – The originality of the work is in that it studies this very critical phase in the project’s life-cycle in great detail, and focuses specifically on the management of ECoC.

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.

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.

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.

Towards a taxonomy of intergenerational knowledge transfer practices

2018 ◽  
Vol 25 (2) ◽  
pp. 81-91
Author(s):  
Kerstin Kuyken ◽  
Mehran Ebrahimi ◽  
Anne-Laure Saives
Keyword(s):  
Knowledge Transfer ◽  
Comparative Study ◽  
Design Methodology ◽  
Qualitative Case Study ◽  
High Tech ◽  
Content Type ◽  
Case Study Design ◽  
Younger Workers ◽  
Intergenerational Knowledge

Purpose This paper aims to develop a better understanding of intergenerational knowledge transfer (IKT) practices by adopting a context-related and comparative perspective. Design/methodology/approach A qualitative case study design involving 83 interviews and non-participative observation in German and Quebec organizations has been chosen. Findings Two distinctive archetypes of IKT emerge from both national contexts: “we-individualizing” (Germany) and “I-connecting” (Quebec), leading to an eightfold taxonomy of IKT practices. Research limitations/implications This research is limited to young and senior workers and to high-tech sectors. Originality/value Comparative and inductive study of IKT, adaptation of IKT practices to national contexts, retaining younger workers. This inductive and comparative study allows a better adaptation of IKT practices to national contexts and therefore a better retention of younger workers.

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