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

Author

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  • André de Waal
  • Robert Goedegebuure

Abstract

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?”

Suggested Citation

  • André de Waal & Robert Goedegebuure, 2017. "Investigating the causal link between a management improvement technique and organizational performance," Management Research Review, Emerald Group Publishing Limited, vol. 40(4), pages 429-450, April.
  • Handle: RePEc:eme:mrrpps:mrr-03-2016-0058
    DOI: 10.1108/MRR-03-2016-0058
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    Citations

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    Cited by:

    1. Kanittha Pattanasing Author-Email: p_kanitt@hotmail.com & Somnuk Aujirapongpan & Suwit Srimai, 2019. "Dynamic capabilities and high performance organization of hotel business: empirical investigation into world class tourism destination," Tourism and Hospitality Management, University of Rijeka, Faculty of Tourism and Hospitality Management, vol. 25(2), pages 377-401, December.
    2. André de Waal, 2017. "Evaluating High Performance the Evidence-Based Way: The Case of the Swagelok Transformers," SAGE Open, , vol. 7(4), pages 21582440177, October.
    3. Julie Linthorst & André de Waal, 2020. "Megatrends and Disruptors and Their Postulated Impact on Organizations," Sustainability, MDPI, vol. 12(20), pages 1-25, October.
    4. André de Waal & Tobias Mulimbika, 2017. "A Comparative Analysis of Zambian Governmental Institutions Using the HPO Framework," SAGE Open, , vol. 7(3), pages 21582440177, July.
    5. Paul Kintu & André Waal, 2021. "Impact of structure and culture on organizational performance: the case of Uganda’s High Court," SN Business & Economics, Springer, vol. 1(10), pages 1-20, October.
    6. André de Waal & Julie Linthorst, 2020. "Future-Proofing the High-Performance Organization," Sustainability, MDPI, vol. 12(20), pages 1-14, October.
    7. André Waal & Enny Kraaijveld, 2022. "Learnings from a successful transformation to a high-performance organization: a longitudinal case study," SN Business & Economics, Springer, vol. 2(11), pages 1-20, November.
    8. André de Waal & Michael Weaver & Tammy Day & Beatrice van der Heijden, 2019. "Silo-Busting: Overcoming the Greatest Threat to Organizational Performance," Sustainability, MDPI, vol. 11(23), pages 1-21, December.

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