Critical Review on Factors Determining High Performance Organizations within Small-Scale Plastic Components Manufacturing Industry in India

Authors

  • Balaji Jayaraj Lincoln University College, Malaysia Author
  • Dr. Osama Isaac Lincoln University College, Malaysia Author
  • Dr. Amiya Bhaumik Lincoln University College, Malaysia Author

DOI:

https://doi.org/10.61841/t0wbfz03

Keywords:

Components Manufacturing, Critical Review, Determining High Performance

Abstract

In recent years, organisations seem to be focus mainly on achieving a sustainable growth and also a long-term success through delivery high quality products and services. It is important for the organizations to achieve organizational excellence and competence in the industry in order to survive in the highly competitive business environment. This paper focuses on conducting an extensive literature review on identifying and addressing the factors associated with the high-performance organizations (HPO) in the small-scale plastic components manufacturing industry in India. An HPO model has been provided at the end of the literature review addressing the linkages between the dependent and independent variables.

Downloads

Download data is not yet available.

References

[1] Bhalla, V., Caye, J., Dyer, A., Dymond, L., Morieux, Y. & Orlander, P. (2011). High Performance

Organizations—The Secrets of their success [Online] Available from

https://www.bcg.com/publications/2011/high-performance-organizations-secrets-of-success.aspx Accessed

23rd August 2019

[2] Singh, S. & Gupta, V. (2016). Organizational Performance Research in India: A Review and Future

Research Agenda [Online] Available from

https://www.researchgate.net/publication/292975768_Organizational_Performance_Research_in_India_A_

Review_and_Future_Research_Agenda Accessed 23rd August 2019

[3] Adzic, S., Lazic, J. & Cvijanovic, J.M. (2005). High-performance organisation model [Online] Available

from

https://www.researchgate.net/profile/Slobodan_Adzic2/publication/277070826_High_performance_organiz

ation_model/links/5cac6d8992851caf2c701181/High-performance-organizationmodel.pdf?origin=publication_detail Accessed 23rd August 2019

[4] Spear, S.J. (2009). Chasing the rabbit, how market leaders outdistance the competition and how great

Companies can catch up and win. McGraw-Hill, London

[5] Tappin, S., & A. Cave (2008). The secrets of CEOs. Nicholas Brealey Publishing, London

[6] Lockett, A., S. Thompson & U. Morgenstern (2009). The development of the resource-based view of the

firm: a critical appraisal. International Journal of Management Reviews, 11, 1: 9-28

[7] Teece, D.J. (2009). Dynamic capabilities & strategic management, organizing for innovation and growth.

Oxford University Press, Oxford.

[8] Easterby-Smith, M., M.A. Lyles & M.A. Peteraf (2009). Dynamic capabilities: current debates and future

directions. British Journal of Management, 20: S1-S8

[9] Pearson, A.W., J.C. Carr & J.C. Shaw (2008). Toward a theory of familiness: a social capital perspective.

Entrepreneurship Theory and Practice, 32, 6: 949-969.

[10] Epstein, M.J. (2004), The drivers and measures of success in high-performance organizations. In: Epstein,

M.J. and J.F. Manzoni (eds). Performance measurement and management control: superior organizational

performance. Studies in managerial and financial accounting, volume 14. Elsevier, Amsterdam

[11] Waal, A. (2012). Employee quality: A requisite for becoming a high‐performance organization. Wiley

Online Library

[12] Owen, K., Mundy, R., Guild, W. & Guild, R. (2001). Creating and Sustaining the High Performance

Organization. 11 (1), pp. 10–21.

[13] Gottfredson, M., & S. Schaubert (2008). The breakthrough imperative, how the best managers get

outstanding results. HarperCollins, New York

[14] Whiteoak, J. & Manning, R. (2012). Emotional intelligence and its implications on individual and group

performance: a study investigating employee perceptions in the United Arab Emirates, The International

Journal of Human Resource Management. 23 (8) pp. 1660-1687

[15] Suliman, A. and Al Harethi, B. (2013), “Perceived work climate and employee performance in public

security organizations in the UAE”, Transforming Government: People, Process and Policy, Vol. 7 No. 3,

pp. 410-424.

[16] Abdalla Alfaki, I.M. and Ahmed, A. (2013), “Technological readi-ness in the United Arab Emirates

towards global competitiveness,”, World Journal of Entrepreneurship, Management and Sustainable

Development, Vol. 9 No. 1, pp. 4 – 13

[17] Al-Ansaari, Y., Bederr, H. and Chen, C. (2015), “Strategic orienta-tion and business performance, An

empirical study in the UAE context”, Management Decision, Vol. 53 No. 10, pp. 2287-2302

[18] Suliman, A. and Kathairi, M.A. (2013), “Organizational justice, commitment and performance in

developing countries,” The case of the UAE, Employee Relations, Vol. 35 No. 1, pp. 98-115.

[19] Waal, A., Duong, H. & Ton, V. (2014). High-performance organizations in the Vietnamese banking

industry [Online] Available from https://quytrinh.files.wordpress.com/2014/08/hpo-in-vietnamese-bankingindustry.pdf Accessed 26 October 2019

[20] Kikoito, J. N. (2014). IMPACT OF REWARD SYSTEMS ON THE ORGANIZATIONS

PERFORMANCE IN TANZANIAN BANKING INDUSTRY: A CASE OF COMMERCIAL BANKS IN

MWANZA CITY [Online] Available from

https://pdfs.semanticscholar.org/4f83/42c4d1f66726b276e13f9e1b6d817c3c1fdd.pdf Accessed 26 October

2019

[21] Dong, J. (2016). "On the contingent rent-generating potential of firm-specific managerial experience,"

Journal of Business Research, Elsevier, vol. 69(10), pp. 4358-4362.

[22] Hale, D., Ployhart, R. E., and Shepherd, W. (2016). A two-phase longitudinal model of a turnover event:

Disruption, recovery rates, and moderators of collective performance. Academy of Management Journal,

Vol. 59, pp. 906-929.

[23] Siren, C., Patel, P. C., Wincent, J. (2016). How do harmonious passion and obsessive passion moderate the

influence of a CEO’s change-oriented leadership on company performance? Leadership Quarterly, 27, pp.

653-670.

[24] Waal, A. and Frijns, M. (2015). NABIL BANK: LONGITUDINAL RESEARCH INTO FACTORS OF

HIGH PERFORMANCE [Online] Available from https://www.hpocenter.com/scientific-studie/nabil-banklongitudinal-research-into-factors-of-high-performance/ Accessed 26 October 2019

[25] Waal, A. and Chachage, B. (2015). APPLICABILITY OF THE HIGH-PERFORMANCE

ORGANISATION FRAMEWORK AT IRINGA UNIVERSITY COLLEGE [Online] available from

https://www.hpocenter.com/case-studie/applicability-of-the-high-performance-organisation-framework-atan-iringa-university-college/ Accessed 26 October 2019

[26] De Waal, A. (2010). The characteristics of a high-performance organization. Hilversum: Center for

Organizational Performance

[27] De Waal, A. (2012). “Characteristics of High Performance Organizations”, Journal of Management

Research, Vol. 8, No. 3, pp. 39-71.

[28] Stanford, N. (2013). Organization Design: Engaging with Change, 2nd Edition, London: Routledge

Downloads

Published

31.05.2020

How to Cite

Jayaraj, B., Isaac, O., & Bhaumik, A. (2020). Critical Review on Factors Determining High Performance Organizations within Small-Scale Plastic Components Manufacturing Industry in India. International Journal of Psychosocial Rehabilitation, 24(3), 1963-1969. https://doi.org/10.61841/t0wbfz03