High Performance Organization Research Articles

MODEL OF CHARACTERISTICS OF HIGH-PERFORMANCE ORGANIZATIONS INFLUENCING THE PERFORMANCE OF SMALL AND MEDIUM ENTERPRISES IN THE CENTRAL REGION OF THAILAND

Purpose: To develop a model that explores the characteristics of high-performance organizations and their impact on the performance of small and medium enterprises (SMEs) in the central region of Thailand. Theoretical framework: The performance of an organization involves two variables: 1.) Financial results, including metrics such as higher returns on assets (ROA), return on equity (ROE), leverage ratio, earnings growth, and return on investment (ROI) (The Stock Exchange of Thailand, 2022). 2.) Organizational leadership and governance results, emphasizing the pivotal role of senior leaders in organizational leadership and governance, financial accountability, legal compliance, ethical conduct, social responsibility, and community support was assessed using four aspects adopted from Kajornatthapol P. and Surachai U., (2011). Design/methodology/approach: The study analyzed international publications on blended learning in management and business, focusing on authors, journals, and cooperation between countries. It employed a quantitative approach, using a questionnaire to gather data from SME executives in Thailand's central region (3,283 cases). Sampling used nonprobability and purposive methods, with a sample size suitable for structural equation modeling (SEM). The questionnaire comprised four parts assessing organizational characteristics, performance, respondent information, and opinions. Financial results were evaluated on a 5-level scale. Content validity was ensured through expert evaluations, and reliability was confirmed via Cronbach's alpha (0.86) and item-total correlation (>0.30). Data were analyzed using descriptive statistics, confirmatory factor analysis, and various evaluation indices. The research aims to enhance understanding of high-performance SMEs in Thailand's central region. Findings: The research findings indicate a growing volume of studies on high-performance organizations in the context of SMEs in Thailand's central region, with a limited number of influential authors, institutions, and journals. The model developed successfully aligns with empirical data, revealing positive impacts of organizational leadership, strategic planning, customer focus, knowledge management, workforce focus, and operations focus on SME performance. These findings underscore the importance of promoting awareness of these factors within the Thai SME sector to foster more high-performance enterprises, aligning with Thailand's development goals. The research contributes valuable insights applicable not only locally but also globally, emphasizing the significance of sustainable practices aligned with Thailand 4.0 and collaborative efforts between government and private sectors for national sustainability. Research, Practical & Social implications: The research yields significant implications for research, practice, and society. It sets a foundation for future studies on high-performance organizations in SMEs, emphasizing leadership, strategic planning, and customer focus. Moreover, it enhances executive education by offering insights into organizational performance improvement. Practically, it guides SMEs in Thailand and beyond to optimize operations and achieve sustainable growth through the adoption of high-performance characteristics. Policymakers can leverage these findings to design initiatives supporting SME development, aligning with economic goals. Societally, the research underscores the importance of sustainability and responsible practices, advocating for knowledge management and strategic alignment with national plans. Collaboration between government, private sectors, and civil society is vital to promoting sustainable business practices and fostering inclusive growth. Originality/value: The research demonstrates a growing number of publications in the field of management and business, particularly in co-authorship with leading countries. It highlights the significance of the Model of Characteristics of High-Performance Organizations in understanding and enhancing SME performance in Thailand's central region, contributing to the existing body of knowledge.

The Effect of Organizational Capacity For Change To Achieve High Performance Organization in Public Research Institutions: Evidence From BRIN Indonesia

<p>Strong organizational capacity is necessary to ensure a sustainable or enhanced performance during any form of change. In this regard, changing for achieving a high performance is a must for an institution. This study, through a case study at National Research and Innovation Agency (BRIN), aims to investigate the effect of organizational capacity of a public research institution for changes to achieve high R&D performance. Eight dimensions in Organizational Capacity for Change (OCC) and five dimensions in High Performance Organization (HPO) were examined. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) method. The results reveal that OCC significantly affected HPO at the 5% level, as the value of t-statistics > t-table (1.96). The influence of OCC was 0.875, meaning that an increase in the OCC resulted in a rise in HPO. Furthermore, the structural model of HPO produced an R-square value of 76.6%, reflecting the extent of the diversity of HPO that were able to be explained by the model used in this study, while the remaining (23.4%) were explained by factors outside the model. System Thinking (ST) was revealed as the most dominant dimension in OCC, indicating that BRIN’s capacity for change emphasizes the importance of aligning structures, processes, people, and policy to foster adaptability and resilience. Meanwhile, Management Quality (MQ) was revealed as the most dominant dimension in HPO, indicating that it facilitates smoother transitions in BRIN during the period of organizational change to achieve better R&D performance.</p>

Good practice in sport science and medicine: perceptions of leaders on support and management of practitioners and teams

ABSTRACT The evaluation and delivery of good practice in the provision of Sport Science and Medicine (SSM) is clearly of interest and importance – with applied research, both anecdotal and empirical, that is burgeoning. However, no literature to date explores the role of the organisation and leader in supporting those striving to deliver good practice. The primary aim of this investigation is to explore the perceptions of experienced high-level leaders in the leadership, direction and operation of SSM practitioners and teams. A mixed methods modified Delphi technique, with three stages of investigation – a quantitative survey, individual interviews, and focus group discussions, was undertaken with 13 leaders of high-performance sport organisations in Europe and Australasia. This approach allowed expert consensus to be arrived at on a set of theoretically underpinned principles applicable to the pan regional support of good practice. A plethora of principles are offered relating to three core areas of support: organisational requirements; leadership; and practitioners´ skills and development. Importantly, a number of operational considerations for application are captured, including the impact of situational context in determining the focus and core elements of support required. Findings are particularly relevant for those leading SSM delivery – with a well led, organised and supported approach seemingly enabling good practice. In addition, results offer further empirical support to the importance of interdisciplinary teamwork, non-technical skill sets and relevant development opportunities for the practitioner. Overall, we hope the principles derived offer a practical starting point for those engaged in SSM provision.

Transforming health care systems towards high-performance organizations: qualitative study based on learning from COVID-19 pandemic in the Basque Country (Spain)

BackgroundThe COVID-19 pandemic is one of the worst health catastrophes of the last century, which caused severe economic, political, and social consequences worldwide. Despite these devastating consequences, lessons learned provide a great opportunity that can drive the reform of health systems to become high-performing, effective, equitable, accessible, and sustainable organisations. This work identifies areas in which changes must be encouraged that will enable health systems to deal effectively with current and future challenges, beyond COVID-19.MethodsA realist design was chosen, based on qualitative data collection techniques, content analysis and triangulation to identify key domains of organizational interventions behind the changes implemented to react to the COVID-19 pandemic in the Basque Country. Twenty key informants were used as an expert source of information. Thematic analysis was done using the Framework Method.ResultsThe analysis of the interviews resulted in the identification of 116 codes, which were reviewed and agreed upon by the researchers. Following the process of methodological analysis, these codes were grouped into domains: seven themes and 23 sub-themes. Specifically, the themes are: responsiveness, telehealth, integration, knowledge management, professional roles, digitisation, and organisational communication. The detailed description of each theme and subtheme is presented.ConclusionsThe findings of this work pretend to guide the transformation of health systems into organisations that can improve the health of their populations and provide high quality care. Such a multidimensional and comprehensive reform encompasses both strategic and operational actions in diverse areas and requires a broad and sustained political, technical, and financial commitment.

From Theory to Practice: HRM Practices and Intellectual Capital in Fostering Innovation

In a rapidly changing business environment, organizational innovation and employee innovative work behavior are the basis for high organizational performance and long-term success. Against this background, the purpose of this study is to propose a conceptual model that links knowledge-based human resource management and intellectual capital and collaborative human resource management practices to innovative behavior at the level of the employee in the organizational context. Drawing on the existing literature and conceptual argument, the present study will argue for this strategic importance of workers’ innovative performance in promoting organizational success. Specifically, the study argues that adopting KHRM and CHRM practices are effective strategies that foster innovation within the organization. Furthermore, the research also reports the critical importance of intellectual capital in driving innovative work behavior. Intellectual capital acts as a mediator between HRM practices and innovative work behavior. The study's theoretical framework and conceptual propositions provide valuable insights into understanding and promoting innovation inside organizations. Additional investigation into these connections would provide pragmatic advice for HRM experts and organizational leaders who want to cultivate creativity and drive achievement within their organizations.

Building cooperative and high-performance organizations with high-performance work systems: the role of firm age and industry dynamism

Although numerous empirical studies have linked human resource (HR) management systems, including systematic HR practices, such as high-performance work systems (HPWS), to superior organizational performance, our understanding of how these benefits vary among firms operating under different levels of environmental uncertainty is limited. By integrating insights from organizational theory, strategy, and strategic human resource management (SHRM), I theorize that an organization’s internal and external environments—specifically firm age and industry dynamism—modulate the benefits derived from HPWS. Utilizing longitudinal data encompassing 1,585 firm-year observations across five waves from 2009 to 2017, I demonstrate that the positive impact of HPWS on organizational performance is most pronounced for younger firms in highly dynamic industries. Conversely, for older firms, this positive effect weakens as industry dynamism increases. Additionally, I discovered that cooperative norms serve as a crucial mediating mechanism. My findings mark a significant advance in our understanding of when and how firms, amidst varying degrees of environmental uncertainty, reap differential benefits from HPWS—especially through the mediation of cooperative norms.

A study on high performance organization framework and organization performance: lens of dynamic capability theory

A study on high performance organization framework and organization performance: lens of dynamic capability theory

Entrepreneurial orientation and digital transformation as drivers of high organizational performance: Evidence from Iraqi private banks

This research investigated how digital transformation affects the relationship between entrepreneurial orientation and organizational performance among private banks in Baghdad, Iraq. The study population consisted of 5,000 individuals holding various positions, including general manager, deputy general manager, department head, section head, and employee. To obtain a representative sample, the researchers employed the stratified equal random sampling method and randomly selected participants. As a result, a total of 406 questionnaires were distributed. However, only 197 questionnaires were valid and suitable for analysis, representing a percentage of 49% of the distributed questionnaires. The primary means of gathering information was through a questionnaire, and the data obtained were analyzed using inferential statistical techniques. The research findings indicated that the different aspects of entrepreneurial orientation, such as being proactive, taking risks, and flexibility, had a significant and beneficial influence on the organization's overall performance and its ability to operate effectively and engage socially. Nonetheless, the innovation aspect did not have a notable impact on the performance of the organization and its related dimensions. In addition, the research indicated that digitalization has a beneficial impact on the relationship between entrepreneurial orientation and the performance of an organization, making it more powerful. The research suggested that private banks operating in Baghdad province ought to promote innovation, foster productive social interactions, enhance their operational efficiency, facilitate digital transformation, and leverage their moderating influence to improve the performance of the organization by boosting entrepreneurial orientation.

“High performance work system”: challenges and good practices of organizations around the world

The desire to ensure high productivity of each employee in each organization is characteristic of the entire modern world. However, there is no single term used for this, even within an English-speaking (or Russian-speaking) environment, just as there is no common understanding of the factors that can lead to high productivity of each employee. In Russia statistics are collected and programs are being developed that contribute to the growth in the number “High Productivity Jobs” (at the state level). In English-speaking practice, similar approaches are indicated by the abbreviations HPO, HPHRP, HPWP and HPWS. However, similar to the difficulties encountered in the implementation of the concept of “Decent Work” in the world, problems are also experienced by companies trying to apply “high-performance work organization practices”. The published results of the analysis of world publications over the past 30 years show the connection of “high-performance work systems” a) with a variety of personnel management practices (slightly less than in half of the publications); b) with an intermediary factor in the form of staff satisfaction and their sense of subjective well-being (according to some data, most discussed in publications on “high-performance systems”); c) with the effectiveness and productivity of the organization as a whole, and d) with different, not always explicit, attitudes and expectations of employees (allocated to a separate group). Nevertheless, studies periodically show not only successes, but also unpredictable deterioration of indicators that are significant for organizations. The “emotional burnout” of employees and the “imbalance of work and the rest of life” increase attention to the “psychological contract” as ensuring compliance with the complex of mutual expectations of employers and employees. Part of these expectations is related to the currently developing format of hybrid work for some categories of specialists.

Extending the Baldrige excellence model for managing community-based social enterprise

Purpose This paper aims to help understand how community-based social entrepreneurs experience world-class “performance excellence” models and to explore the core values that enable social enterprises to become high-performance organizations. Design/methodology/approach Underpinned by Mindsponge processes, the proposed conceptual framework critiques the Baldrige criteria for performance excellence (BCPE) model in a global south context. The mixed-methods study fosters an in-depth analysis. First, it validates the BCPE mechanism in community-based social enterprises (CBSEs) before identifying the significant core values and concepts of BCPE that influence CBSEs to achieve high performance. Findings The BCPE, adapted from global north corporate principles and applied at a community level, can significantly develop global south organization performance excellence. Five core values and concepts from the 11 fundamental beliefs in driving performance excellence were found to support performance excellence in CBSE management. These values and concepts are “customer-focused excellence,” “social responsibility,” “systems perspective,” “visionary leadership” and “focus on success.” Research limitations/implications First, factors influencing performance excellence are not limited to the core values elements discussed. Future research may clarify factors extracted from the “Process” category of BCPE to explore further how CBSEs can enhance their performance in a different formation path. Second, this study only considered the Thai-Phuan community in Pho Tak village, Nong Khai, Thailand, to represent as a single case study. However, different, clustered or contrasting CBSEs in other regions remain open for further exploration to enrich the knowledge of “performance excellence” in a community organization. Finally, a longitudinal study would be a welcome addition. Practical implications The following must be considered. First is setting a clear direction: the organization’s vision and mission, by purposeful design, should ensure that CBSE managers are leading by example and demonstrating the importance of social and environmental value creation. Second is developing institutional culture: fundamental core values focused predominantly on “customer-focused excellence” and “social responsibility” encourage collaboration by “working together to drive success”. Third is developing integrated management system: CBSEs need to ensure that the management systems can collaborate and complement each component to create performance excellence. Fourth is creating a learning organization: CBSEs need to create a culture of continuous learning through data collection, measurement, analysis and modification. Social implications This study clarifies that the implementation of BCPE is crucial to the establishment of performance excellence at both macro- and micro-level organizations. According to the Malcolm Baldrige National Quality Award, the fundamental drivers of BCPE are the same for all types of organizations and in all sectors, whether in the private sector, education, health care or government (Blazey and Grizzell, 2021). By applying the Baldrige excellence model at the community level, this study found that CBSE can similarly strive for excellence and improved performance. This can lead to strengthened services, increased productivity and enhanced quality of life for the community. Originality/value This study provides a novel viewpoint on the Baldrige paradigm. Expressly, BCPE is compatible with global south community-based organizations to enhance performance excellence. Its essential contribution demonstrates that Baldrige model concepts are more widespread within smaller and underdeveloped territories than imagined. The recent (post-study) inclusion of “Community” as an independent sector in the Malcolm Baldrige National Quality Awards validates the research findings and recommendations proposed by this study.

Digital Transformation of Organizations and Their Organizational Cultures: A Case Study in a National Defense Industry

Digital transformation has become vital for organizations in order for them to differentiate from competitors providing a competitive advantage in the fast-changing environment they operate. Digital transformation is considered as a radical transformation affecting organization’s products, services, people and processes while improving performance. It is a risky and tremendous challenge for most organizations. Based on a dissertation with the current paper an approach on digital transformation, in a national defense company is attempted. Products and services provided are characterized through high quality standards and a strong culture. Those characteristics are considered a fruitable ground for providing a framework to transform an organization into a digital one. Taking into consideration the above, literature research on digital transformation of organizations and their benefits are provided. The digitalization process is analyzed in order to show the building blocks of transforming the organization into a digital one. However, in order to start such a process, the organization has to have an adaptive high performance organization culture. This is considered as the base to start the digitalization process. In order for the organization to have such a culture, current situation has to be assessed and certain actions to be taken. An assessment of above-mentioned company is presented and actions proposed. It is obvious that organizational digital transformation is inextricably linked with an organizational culture change. The benefits and barriers from such a transformation are shown and finally proposals presented regarding a digital strategy implementation as well as a vision and mission statement for the company.

Development of Administrative Model for High-Performance Organization of Primary Educational Service Area Office Chankrit Namchaidee, Chaiyuth Sirisuthi & Pha Agsonsua1

The aim of this R&D research was to create an administrative model for developing a primary education office area toward a high-performance organization by assessing the current situation and desirable conditions of primary education service area offices and identifying the need for developing the management model. A management model was then created and developed; and finally, its implementation was evaluated, with recommendations for improvement. The model, a result of mixed-methods research, comprised eight components that could help primary education service area offices become high-performance organizations, with respective priorities as follows: 1) leadership, 2) strategic planning, 3) organization structure and work processes, 4) human resource management for high potential, 5) data and information technology management, 6) stakeholder orientation, 7) learning organization, and 8) productivity and outcome-based orientation. The current situation of office administration in primary education areas was at a high level, while the desirable condition overall was at the highest level. The developed model was assessed and affirmed by experts as feasible, appropriate, and useful at a high level. When considering the utility of the management model after the implementation, the overall level was also high, and satisfaction with the implementation was also very high. The model can be applied in other office areas depending on their unique conditions.

Knowledge management as an asset for operational processes in marginal healthcare centers

PurposeThis research paper aims to explore the added value of knowledge management (KM) and its antecedents for innovation and organizational performance (OP) in marginal healthcare organizations.Design/methodology/approachUsing insights from the resource-based view and knowledge-based theory of the firm, the model explains the effects of technology capabilities (TC) and organizational culture (OC) on the KM process, process innovation (PIN), administrative innovation (AIN) and OP. The authors used partial least squares structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA) to analyze data collected from 168 healthcare practitioners in Cameroon using a survey.FindingsThe authors reveal that TC and OC positively impact some KM components. Knowledge sharing (KS), knowledge acquisition (KA) and responsiveness to knowledge (RK) influence PIN, while only PIN and KA influence OP. FsQCA provided several configurations that lead to high OP within healthcare centers. As a result, the results are adaptable to any healthcare center that wishes to set up one or more KM processes.Research limitations/implicationsGiven that the results will help the health workforce make concerted decisions about medical care, the authors contribute significantly to the definition and optimization of KM in healthcare by implementing various processes and policies to ensure the continued existence of high-quality and outstanding healthcare systems. The KM propositions will enable healthcare centers to: (1) improve the quality of patient care through collegiality in medical practice; (2) optimize processes in the patient care chain; and (3) leverage knowledge gained though knowledge sharing among the medical team. The propositions open up avenues for future research in addition to providing practical implications for healthcare center practitioners.Originality/valueThis study sheds new empirical light on the relationships between KM antecedents and processes, innovation and OP in healthcare centers. This research is one of the few to examine the relationship between TC, OC, KM processes, innovation and OP in developing countries. This paper aims to fill this gap and inform future research concerning KM in the healthcare sector. Further, this study goes beyond testing the PLS-SEM approach's hypotheses by applying fsQCA to provide practical and comprehensive knowledge on how to increase the efficiency of a healthcare center through KM.

Investigating the Relationships among High-Performance Organizations, Knowledge-Management Best Practices, and Innovation: Evidence from the Greek Public Sector

Investigating the Relationships among High-Performance Organizations, Knowledge-Management Best Practices, and Innovation: Evidence from the Greek Public Sector

Corporate Governance and Firm Performance in China: A Comparative Case Study of China National Petroleum Corporation and Other Four Asian Corporations

The study examines the impact of corporate governance on China Petroleum Nation Corporation and compares it with other selected four firms within China and Asia region. The variable identified for measuring corporate performance in this study includes return on Assets, Board size, duality, and interdependence of the board members as of 2022. The impacts of corporate governance on the firms were established through collecting information from the companys annual reports. The data obtained from the reports have been used for descriptive and correlational analysis. From this study, it has been established that firms within Asia tend to use various elements of structure to determine their performance. The variables used in the analysis, such as duality, the board size, and the interdependence of the board members, had a significant positive relationship with the firms performance. The study concluded that company directors should balance critical corporate structure variables to attain high organizational performance. Proper corporate governance has a significant impact on the performance of a company.

Alternative Reimbursement Models for Health Providers in High-Performance Sport: Stakeholder Experiences and Perceptions

BackgroundValue-based healthcare provider reimbursement models have been proposed as an alternative to traditional fee-for-service arrangements that can align financial reimbursement more closely to the outcomes of value to patients and society. This study aimed to investigate stakeholder perceptions and experiences of different reimbursement systems for healthcare providers in high-performance sport, with a focus on fee-for-service versus salaried provider models.MethodsThree in-depth semi-structured focus group discussions and one individual interview were conducted with key stakeholders across the Australian high-performance sport system. Participants included healthcare providers, health managers, sports managers and executive personnel. An interview guide was developed using the Exploration, Preparation, Implementation, Sustainment framework, with key themes deductively mapped to the innovation, inner context and outer context domains. A total of 16 stakeholders participated in a focus group discussion or interview.ResultsParticipants identified several key advantages of salaried provider models over fee-for-service arrangements, including: the potential for more proactive and preventive models of care; enhanced inter-disciplinary collaboration; and the ability for providers to have a deeper understanding of context and how their role aligns with a broader set of priorities for an athlete and the organisation. Noted challenges of salaried provider models included the potential for providers to revert to reactive care delivery when not afforded adequate capacity to provide services, and difficulties for providers in demonstrating and quantifying the value of their work.ConclusionsOur findings suggest that high-performance sporting organisations seeking to improve primary prevention and multidisciplinary care should consider salaried provider arrangements. Further research to confirm these findings using prospective, experimental study designs remains a priority.

Will a High-Performance Finance Function Company Become a High Performance Organization?

Each company has a different performance and competitiveness from other companies. This performance determines their resilience to face various economic conditions, including economic contraction due to the Covid-19 pandemic. Various kinds of literature state that High-Performance Organizations (HPO) are related to their financial management performance. This study took a sample of 66 small and medium-sized companies in North Sumatra Province, Indonesia. We conclude that all High-Performance Organizations (HPO) factors strongly correlate with the High-Performance Finance Function (HPFF). Therefore, if a company wants to become an High-Performance Organizations company, it must also become an HPFF company. Therefore, we suggest that the top management of each company pays attention to the interrelated aspects of managing the financial function to improve or maintain the company's competitiveness. Another thing to note is the HPFF characteristics, namely "Personal Development" and "Role Clarity," which can differentiate the performance of the financial function among research respondents

بناء مقياس لإدارة المنظمات الرياضية عالية الأداء باستخدام تقنيات الذكاء الاصطناعي

تناولت الدراسة الحالية واحدة من أهم المشاكل التي تعاني منها المنظمات الرياضية عالية الاداء وهي عدم الاستفادة القصوى من تطبيقات تقنيات الذكاء الاصطناعي، فلقد تمثلت مشكلة البحث الأساسية في معرفة أثر تطبيق تقنيات الذكاء الاصطناعي في ادارة المنظمات الرياضية عالية الأداء وما مدى مساهمة تطبيقات تقنيات الذكاء الاصطناعي في تشخيص ومعالجة المعوقات الادارية والتقنية في اقسام النشاط الرياضي والمدرسي في المديريات العامة للتربية في محافظة بغداد للتوجه نحو الاداء العالي وفي هذا السياق، فلقد تمثل هدف الدراسة الرئيس في بناء مقياس للاطار المفاهيمي لتطبيقات تقنيات الذكاء الاصطناعي في المنظمات الرياضية عالية الاداء -اقسام النشاط الرياضي والمدرسي في المديريات العامة للتربية في محافظة بغداد أنموذجاً. ولغرض تحقيق أهداف الدراسة اتبعت الباحثتان المنهج الوصفي بالأسلوب التحليلي لملامته لطبيعة المشكلة كذلك القيام بدراسة استطلاعيه غير مقننه في اقسام النشاط الرياضي والمدرسي وكانت الاستبانة هي الأداة المستخدمة في ذلك، وتوصلت الدراسة إلى بناء مقياس رصين لتطبيقات تقنيات الذكاء الاصطناعي في المنظمات الرياضية عالية الاداء ومكون من خمس محاور وهي النظم الخبيرة والواقع الافتراضي والوكلاء الاذكياء وتقنيات المعلومات واتمتة العمليات وقد جاء اختيار حجم العينة مساويا للمجتمع لتلام طبيعة البحث، وقد تم اثبات صدق وموثوقية هذا المقياس من خلال الوسائل الإحصائية كمعامل الفا كرو نباخ بمقدار 89,7، لقد احتوت محاور المقياس الخمسة على خمسة وعشرون عبارة، ولقد تراوحت الأهمية النسبية لهذه العبارات ما بين (63-84)%، وكانت اعلى قيمه للأهمية النسبية تبلغ 84% لعباره الثانية من محور النظم الخبيرة وهي (تعمل النظم الخبيرة كخبير استشاري للإدارة العليا في اقسام النشاط الرياضي والمدرسي لتسهم في اتخاذ القرارات الصحيحة)، بينما كانت اقل قيمة للأهمية النسبية لعبارة الأولى من محور الواقع الافتراضي وهي (استخدام الواقع الافتراضي في اقسام النشاط الرياضي والمدرسي يسهم في اكتساب مهارات متنوعة للموظفين ويعمل على تطوير الاداء الاداري والتقني)

The mediating effect of knowledge management in the relationship between the HPO framework and performance

PurposeThe study examines the mediating effect of knowledge management (KM) in the relationship between the high-performance organisation (HPO) framework and high performance in financial institutions (FIs) in Uganda. The paper aims to develop a framework that promotes high performance in the FIs.Design/methodology/approachThe conceptual model was tested on a sample of 28 financial instituitions using structural equation model.FindingsThe findings revealed that the high-performance framework is significantly related to high performance and KM is related high performance. KM mediates the relationship between the high-performance framework and high performance.Research limitations/implicationsThe findings revealed that the high-performance framework is significantly related to high performance and KM is related high performance. KM mediates the relationship between the high-performance framework and high performance.Practical implicationsThe findings revealed that the high-performance framework is significantly related to high performance and KM is related high performance. KM mediates the relationship between the high-performance framework and high performance.Originality/valueThis study makes several empirical and theoretical contributions, addressing the gap in the literature about the role of the HPO framework in strategic management. This study tests the relationship between the HPO and the firm's performance by taking the mediating effects of KM. The designed model highlights a significant organisational performance approach that can influence the finance sector positively.

Digital transformation of organizations and their organizational cultures. A case study in a national defense industry

Digital transformation has become vital for organizations in order for them to differentiate from competitors providing a competitive advantage in the fast-changing environment they operate. Digital transformation is considered as a radical transformation affecting organization’s products, services, people and processes while improving performance. It is a risky and tremendous challenge for most organizations. Based on a dissertation with the current paper an approach on digital transformation, in a national defense company is attempted. Products and services provided are characterized through high quality standards and a strong culture. Those characteristics are considered a fruitable ground for providing a framework to transform an organization into a digital one. Taking into consideration the above, literature research on digital transformation of organizations and their benefits are provided. The digitalization process is analyzed in order to show the building blocks of transforming the organization into a digital one. However, in order to start such a process, the organization has to have an adaptive high performance organization culture. This is considered as the base to start the digitalization process. In order for the organization to have such a culture, current situation has to be assessed and certain actions to be taken. An assessment of above-mentioned company is presented and actions proposed. It is obvious that organizational digital transformation is inextricably linked with an organizational culture change. The benefits and barriers from such a transformation are shown and finally proposals presented regarding a digital strategy implementation as well as a vision and mission statement for the company.
 EL Classifications: M14.
 Key words: Digital transformation, digitalization process, digital strategy, organizational culture change, vision and mission statement