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

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

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.

Organizational culture transformation model: Towards a high performance organization

Purpose: The main objective of this research is to design an Organizational Culture Transformation Model (OCTM) prototype, in order to enable a High Performance Organization (HPO).Design/methodology/approach: There are three main processes involved in the methodology. Two of them, the definition of the main OCTM work elements as an initial hypothesis based on a work environment approach and the scientific visualization of the key Organizational Culture research hubs through the analysis of the main topics in research publications, flow in parallel. Subsequently, at a certain point, both of these merge in a third process, the OCTM prototype definition. This last process, will deliver the Organizational Culture Transformation Model prototype, which essentially constitutes the main objective of the study.Findings: As result of the methodology, an Organizational Culture Transformation Model prototype has been developed.Originality/value: The resulting model will serve as a reference framework for those companies that wish to conduct an in-depth re-structuring of their operations, focusing it on their human capital.

Future-Proofing the High-Performance Organization

The future of work is one of the most crucial platforms currently for business leaders as organizations have to prepare themselves to adequately deal with megatrends and disruptors in their technical and physical environments. At the same time, megatrends and disruptors can present both business opportunities and threats. The research question this study dealt with was: How should high-performance organizations (HPOs) address megatrends and disruptors in such a way that they can secure sustainable performance? Thirteen megatrends and one disruptor were matched with the characteristics of HPOs, making use of the HPO Framework, which distinguishes five characteristics (management quality, openness and action orientation, long-term orientation, continuous improvement and renewal, employee quality), for mapping the predicted impact the megatrends and disruptor will have on HPOs. From this mapping exercise, clear opportunities and threats emerged for which solutions, i.e., courses of action to deal with the threats or take advantage of the opportunities, were identified from the literature. These courses of action will help leaders of HPOs in priority-setting and decision-making when making strategic plans and choosing solutions for their own organizations. Unfortunately, this study revealed that academic literature currently falls short at suggesting courses of action that organizations can use to deal with many of the megatrends and disruptors. This result creates an urgent call for in-depth academic research into ways that organizations, and specifically HPOs, should deal with the future of work changes as these courses of action have to be incorporated in future strategies such that they stay relevant for the daily practice of organizations.

A systematic review on high performance organization

Purpose This paper aims to synthesize existing knowledge on high performance organization (HPO) in terms of definitions, contemporary trends and findings from empirical studies; from which areas for future research can be proposed. Design/methodology/approach This systematic literature review applies the matrix method to analyze major HPO literature in peer-reviewed English articles. A total of 73 articles have been found in 59 journals. Findings There are three key findings that emerged from this study. First, the research on HPO has been burgeoned in the past decades, generating several compelling studies in different contexts. The trend of HPO research is now shifting from theory development to theory validation. Second, HPO has been defined in various ways in the extant literature. However, they all address the importance of aligning the firms’ resources with the market demand and integrating various types of performance to measure HPO relative to competitors for a prolonged period. Third, an assessment of empirical HPO studies revealed gaps in terms of the research context, research design and the HPO’s nomological network. Research limitations/implications The literature search in this review targeted at only articles published in the English language; therefore, publications in other languages were not included. Originality/value The strength of this study is that it provided an updated systematic review of HPO literature, is therefore, valuable in providing an overall picture of the current state of HPO research and providing potential directions for future studies.

Framework Based Analysis of Corporate Leadership, Emotional Intelligence (EI) Competencies and Organizational Performance – A Developmental Perspective

The study focuses on the issues of organizational performance, particularly related to developing corporate leadership to the level of effectiveness and the extended result as an outcome on organizational performance. We propose a model by plausibly linking the competencies related to emotional intelligence with effectiveness of corporate leadership, eventually fashioning out a high performance organization. In order to develop a framework, it includes conceptions grounded on EI as exogenous variable (ξ), Effective corporate leadership (ECL) as endogenous (η) variable and high performance organisation as outcome variable. The feedback composed was collected from 1171 corporate leaders serving in large business organizations across Pakistan. For analysis purpose, after data cleansing, SEM is employed to obtain results related to model fit and testing of hypotheses. Measurement and Structural Models approve the propositions of the study. After analysis, it is pertinent to mention that findings show great role of the competencies of EI with corporate leadership, and as a trickled down effect on overall organizational performance. The results also show how leadership can be developed to the level of effectiveness and thus can lead to achieve corporate reputation, employee commitment, market performance and financial performance of an organization. It is seen that the influence of EI competencies has not only the impact on the effectiveness of corporate leadership but also on overall organisational performance.

Analyzing An Organizational Change Process Using the HPO Framework: the Case of A Rwandese Bank

Over the past decades, the financial industry has been affected by sustained liberalization and synchronization of the financial markets as well as new developments in information technology. This caused the banking industry in emerging markets to become more competitive due to increased bank sizes caused by acquisitions and mergers while they did not necessarily become more profitable. In this article the organizational restructuring process of a bank in Rwanda is investigated on its effectiveness. The high performance organization (HPO) diagnosis was applied, consisting of a questionnaire containing questions on the quality of the organization and interviews with top management. This diagnosis established the HPO status of the bank. The questionnaire was also applied at three other banks in Rwanda for comparison purposes. The HPO Diagnosis clearly indicated the reasons why the restructuring efforts of the case company had not resulted in better organizational results and in fact had led to under-par performance compared to the other three banks. The diagnosis also yielded multiple improvement possibilities for the bank to make its restructuring efforts successful after all. The research findings will make it possible for Rwanda Bank to improve its performance to the benefit both of its clients and stakeholders. The findings will also benefit other Rwandan banks in their efforts to achieve higher organizational performance.