All Stories

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