Abstract
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.
Highlights
As was the case in previous decades, organizations in the current era have to deal with disruptions in their environments
The high-performance organizations (HPOs) literature is mainly backward-looking, i.e., it looks at what organizations have done to deal with current changing circumstances to become high-performing but does not discuss how they can deal with megatrends and disruptors [7]
To address this gap in the literature and help HPOs prepare for future developments, we started a study with the goal of identifying how HPOs should adapt to megatrends and disruptors in such a way that they will remain high-performing
Summary
As was the case in previous decades, organizations in the current era have to deal with disruptions in their environments. The HPO literature is mainly backward-looking, i.e., it looks at what organizations have done (past tense) to deal with current changing circumstances to become high-performing but does not discuss how they can deal with megatrends and disruptors [7] To address this gap in the literature and help HPOs prepare for future developments, we started a study with the goal of identifying how HPOs should adapt to megatrends and disruptors in such a way that they will remain high-performing. Ways to deal with these effects were searched for in the extant literature to be able to propose courses of action for HPOs so they can stay high performing In this second study phase, we were initially guided by the following research question: How should HPOs address megatrends and disruptors in such a way that they can secure sustainable performance? The article ends with a conclusion, research limitations, and opportunities for future research
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