Critical Review on Factors Determining High Performance Organizations within Small-Scale Plastic Components Manufacturing Industry in India
DOI:
https://doi.org/10.61841/t0wbfz03Keywords:
Components Manufacturing, Critical Review, Determining High PerformanceAbstract
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
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
Issue
Section
License
Copyright (c) 2020 AUTHOR

This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.