All Stories

  1. Mediating effect of KM in the relationship between the HPO framework and performanc
  2. Achieving High Performance in the Construction Industry: the Case of BAM DLP the Netherlands
  3. CREATING SOCIAL VALUE USING THE HIGH-PERFORMANCE ORGANISATION FRAMEWORK
  4. Can A Small Business Enterprise Become A High Performance Organisation: A South-African Case
  5. Learnings from a successful transformation to a high‑performance organization: a longitudinal case
  6. Measuring Organizational Attractiveness
  7. Increasing competitive performance through effective use of performance management systems
  8. How to stay high-performing: developing organizational grit
  9. Impact of structure and culture on organizational performance: the case of Uganda’s High Court
  10. Obtaining Resources for Improving the Finance Function: Ideas from Practice
  11. Future-Proofing the Finance Function: An Empirical Approach
  12. Lessons Learned by Organisations during the COVID-19 Pandemic
  13. Suitability of the HPO framework for Egyptian ICT companies: a replication study
  14. The high performance organization: proposed definition and measurement of its performance
  15. Diagnosing Maltese Organisations Using the High Performance Organisation Framework
  16. A Competitive Analysis of East African Cement Companies using the HPO Framework
  17. Megatrends and Disruptors and Their Postulated Impact on Organizations
  18. Future-Proofing the High-Performance Organization
  19. The relation between manager type and high-performance achievement
  20. Analyzing An Organizational Change Process Using the HPO Framework: the Case of A Rwandese Bank
  21. Creating High-Performance Organizations in Asia: Issues to Consider
  22. Measuring happiness at work in a Takaful organization
  23. Comparison of Indian with Asian organizations using the HPO framework: an empirical approach
  24. High performance stakeholder management: what is needed?
  25. Removing the barriers on the way to European high-performance finance functions
  26. Silo-Busting: Overcoming the Greatest Threat to Organizational Performance
  27. Dealing with non-performers
  28. Factors of high performance in Portugal
  29. Identifying the characteristics of a high-performance finance function
  30. Creating high performance partnerships in Asia: the case of NEH the Philippines
  31. Analyzing the effectiveness of a Kenyan NGO with the HPO Framework
  32. Success factors of high performance organization transformations
  33. Longitudinal research into the effects of the high performance organisation framework
  34. Dutch Managerial Leadership Strategies: A Polder Framework
  35. Assessing high performance: A South African case study
  36. Achieving high performance at Zambia’s Competition and Consumer Protection Commission
  37. Increasing organisational attractiveness: The role of the HPO and happiness at work frameworks
  38. Is the high performance organization framework applicable to Takaful insurance companies?
  39. Analyzing organizational performance of family and non-family businesses using the HPO framework
  40. Evaluating High Performance the Evidence-Based Way: The Case of the Swagelok Transformers
  41. Formulating a partnership framework for Egyptian ICT companies
  42. A longitudinal study into the effectiveness of the HPO Framework
  43. Applicability of the HPO framework in non-profit organizations
  44. A Comparative Analysis of Zambian Governmental Institutions Using the HPO Framework
  45. Project management control within a multicultural setting
  46. Developing a change approach for the transition to a high performance organization
  47. Applying the high performance organisation framework in the horticulture and greenhouse sector
  48. Applicability of the high performance organization (HPO) framework in the Chinese context
  49. Investigating the causal link between the HPO framework and organizational performance
  50. Do different generations look differently at high performance organizations?
  51. Analysing supermarket performance with the high-performance organisation framework
  52. Increasing customer loyalty and customer intimacy by improving the behavior of employees
  53. Suitability of the high performance organization framework to Egyptian ICT companies
  54. Searching for effective change interventions
  55. Does Investors in People affect organisational performance: a relevant question?
  56. The influence of the UAE context on management practice in UAE business
  57. Two profiles of the Dutch high performing employee
  58. Influence of culture on priority-setting of high performance activities
  59. Developing a scale for measuring high performance partnerships
  60. Applying evidence-based HRM: the case of bonuses in the home furnishing industry
  61. The employee survey: benefits, problems in practice, and the relation with the HPO
  62. Key Determinants of Effective Partnerships: The Case of Partnerships Between Lead Firms and Farmers in Pineapple Value Chains in Uganda and Kenya
  63. Adapting the high performance organization framework to the Thai context
  64. Applicability of the high-performance organization framework in the diamond industry value chain
  65. Is the high performance organization framework suitable for Thai organizations?
  66. Performance measurement and management in practice
  67. Working on High Performance in the Philippines: The Case of NEH
  68. The bonus as hygiene factor: the role of reward systems in the high performance organization
  69. Evergreens of excellence
  70. Leveraging the unique role of HR to excel as an HPO
  71. Strategic Performance Management
  72. Applying the high‐performance organization framework to a multinational retailer
  73. Applicability of the high performance organization framework in the Middle East
  74. Characteristics of high performing managers in The Netherlands
  75. The evolutionary adoption framework: explaining the budgeting paradox
  76. The impact of performance management on the results of a non‐profit organization
  77. Characteristics of high performance organisations
  78. Applicability of the high‐performance organisation framework at an East African university
  79. Longitudinal research into factors of high performance: the follow‐up case of Nabil Bank
  80. Strategy Only Matters A Bit: The role of Strategy in the High Performance Organization
  81. Six courses of action to survive and thrive in a crisis
  82. Achieving High Performance in the Public Sector
  83. Studying Performance Management in Iran Using an Adapted Performance Management Analysis
  84. A performance management readiness review framework for governmental service providers
  85. Performance‐driven behavior as the key to improved organizational performance
  86. The relationship between the level of completeness of a strategic performance management system and perceived advantages and disadvantages
  87. Working on high performance in Asia: the case of Nabil Bank
  88. High Performance in Vietnam: The Case of the Vietnamese Banking Industry
  89. Lessons learned from performance management systems implementations
  90. Strategic Performance Management and creative industry
  91. The end of shareholder value thinking
  92. The effect of performance management on the organizational results of a bank
  93. Successful performance management? Apply the strategic performance management development cycle!
  94. The characteristics of a high performance organization
  95. Is performance management applicable in developing countries?
  96. The Role of Behavioral Factors and National Cultures in Creating Effective Performance Management Systems
  97. Is your organisation ready for beyond budgeting?
  98. Forget value‐based management and the balanced scorecard! An interview with Professor Ken Merchant
  99. VAN BUDGETTEREN NAAR STUREN
  100. Stimulating performance‐driven behaviour to obtain better results
  101. Behavioral factors important for the successful implementation and use of performance management systems
  102. The future of the Balanced Scorecard: an interview with Professor Dr Robert S. Kaplan
  103. The power of world‐class performance management: use it!