Achieving High Performance in the United Arab Emirates: The Case of biz‐group

Waal, André de; Frijns, Miriam; Mroueh, Mirna

doi:10.1002/joe.21561

Cited by 7 publications

(9 citation statements)

References 9 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…First of all, there is a rather strong and statistically significant direct impact of high performance indicators on actual organizational performance. That confirms previous results (e.g., De Waal, 2012;De Waal & Meingast, 2017;De Waal, Mroueh, & Schiavo, 2017) that indicate a strong relationship in that regard.…”

Section: Discussionsupporting

confidence: 93%

See 1 more Smart Citation

The mystery of high performance – mediation by entrepreneurial orientation and organizational citizenship behavior

Zbierowski¹

2020

JEMI

View full text Add to dashboard Cite

The search for high performance is one of the leading themes in management science with a number of frameworks developed over the decades. The purpose of the paper is to investigate if the effect of high performance organization (HPO) characteristics has a direct effect on actual organizational performance or if the effect is mediated by organizational citizenship behavior (OCB) and entrepreneurial orientation (EO). Previous research states that the framework of HPO characteristics answers the question of 'what' high performers do, but does not answer the question of 'how' they do it, suggesting a mediating effect. The study attempts to establish which of the pair of OCB and EO (if any) has a stronger mediating effect. The hypotheses were tested using a cross-sectional research design with a random and representative sample of 406 enterprises. The research was carried out using the technique of personal interview (CAPI). Established scales were used to measure high performance indicators, organizational citizenship behavior, entrepreneurial orientation, and organizational performance. The conceptual framework with mediated effects was tested using a structural equations modeling approach. Research results indicate that there is a strong direct positive relationship between high performance indicators and organizational effectiveness. Moreover, there is a strong positive effect of high performance indicators on entrepreneurial orientation and organizational citizenship behavior. However, the effect of those two constructs on organizational effectiveness is rather weak, and, in the case of OCB, negative. That leads to the conclusion that the direct effect of high performance indicators is stronger, although the positive mediation by entrepreneurial orientation is statistically significant. The study contributes to the scientific debate in at least three ways. First, it confirms that high performance characteristics have a strong effect on actual performance. Second, it points to entrepreneurial orientation

show abstract

Section: Discussionsupporting

confidence: 93%

“…They are aimed at servicing their customers as effectively as possible. The organization grows through partnerships with suppliers and customers (De Waal, Mroueh, & Schiavo, 2017). Long-term orientation is also achieved by a specific approach to human resource management.…”

Section: High Performance Organizationmentioning

confidence: 99%

The mystery of high performance – mediation by entrepreneurial orientation and organizational citizenship behavior

Zbierowski¹

2020

JEMI

View full text Add to dashboard Cite

show abstract

Section: Discussionsupporting

confidence: 93%

“…He proves that the framework is independent of a national context. More recently, the framework was tested in many other countries, for instance, in the Arab world (De Waal, Mroueh, & Schiavo, 2017). Moreover, the construct has also been tested in many industries, for instance, farming (De Waal & Meingast, 2018).…”

Section: High Performance Organizationmentioning

confidence: 99%

Untitled

2020

JEMI

View full text Add to dashboard Cite

The JOURNAL OF ENTREPRENEURSHIP, MANAGEMENT AND INNOVATION is an interdisciplinary, double blind-reviewed journal, emphasizing theoretical and empirical articles in entrepreneurship, management, innovation and related fields. The journal is published both in printed form and on-line at www.jemi.edu.pl. THE ENTREPRENEURSHIP AREA OF THE JOURNALThe entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNALManagement, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas, such as: strategic management, operation or production management, human resource management, information and management, contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. THE INNOVATION AREA OF THE JOURNALThe innovation area of the Journal's focus will emphasize a broad range of topics and approaches, including (but not limited to): 1) role of private and public sector in development and diffusion of innovations, 2) product, process and business model innovations, 3) profiles of innovative products, structures and processes, aimed at improving management practice and providing inspiration for entrepreneurs, 4) comparative analyses of national, regional policy or sector issues, such as R&D trends, patents, citations etc., 5) theoretical work on economic, organizational and scientific aspects of innovation, encouraging the search for inspirations from various disciplines, including natural sciences, arts and humanities. THE ENTREPRENEURIAL FINANCE AREA OF THE JOURNALThe entrepreneur or entrepreneurial firm, the institutions providing finance to the entrepreneurs, and the different types of financial sources used by the entrepreneurial firms or investors. Among the areas of our special interests might be enumerated: accounting and corporate finance, financial market as a background for SME development, entrepreneurial finance, regulatory and supervisory aspects related to corporate finance.

show abstract

“…We therefore turn to a holistic 60 IJRDM 45,1 evaluation framework which has been developed on the basis of data from other industries than the supermarkets, the so-called HPO Framework (de Waal, 2012a) to evaluate the quality and performance of supermarkets. This concept is thus new to the supermarket industry, but it has been around for several years and has been applied in various industries, including the manufacturing (de Waal, 2016), diamond (de Waal et al, 2014c), education (de Waal and Sultan, 2012), banking (de Waal and Frijns, 2011), food (de Waal and de Haas, 2013), governmental (de Waal et al, 2014b), insurance (Honyenuga et al, 2014), media (de Waal et al, 2015), training (de Waal et al, 2014a) and transport (de Waal and Frijns, 2014) industries. The HPO Framework can be used to analyse an organisation on the areas it needs to pay attention to in order to become an HPO, and it can be used to analyse an HPO on its strong areas in order to identify best ideas that potentially could be used by other organisations in their transformation to HPO.…”

mentioning

confidence: 99%

Analysing supermarket performance with the high-performance organisation framework

Waal

Nierop²,

Sloot³

2017

IJRDM

Self Cite

View full text Add to dashboard Cite

Purpose The Dutch supermarket industry is dominated by a small number of powerful companies which capture the majority of sales and which compete fiercely with each other. This competition is mainly quality based, in the sense of offering increasingly more products of higher quality and striving for better distribution mechanisms. Interestingly there does not seem to be much attention for the quality of the internal supermarket organisation, i.e. quality of people, internal processes, and performance reporting. Thus there seems to be a gap in both current literature and the quality improvement attention of supermarkets which needs to be addressed, to uncover new sources of improvement. The paper aims to discuss these issues. Design/methodology/approach In this paper, the authors introduce the high-performance organisation (HPO) framework, a validated technique for evaluating the strength of the internal organisation of companies and for proposing quality improvements. The aim of the research is to test whether the HPO Framework can be used to analyse the strength and performance of supermarkets and to come up with recommendations for improvement. A questionnaire into the drivers of success of supermarkets was constructed which was send to 400 supermarket franchisers, and the received data were subsequently analysed. Findings On average the participating supermarkets are well-performing but they cannot yet be classified as high performing according to the HPO Framework. The supermarkets with the highest HPO scores indeed achieve better financial results (both in terms of revenue and margin achieved) than those of supermarkets with lower HPO scores. Finally, the authors find that larger supermarkets (in square metres floor area) outperform smaller supermarkets on all HPO factors. Research limitations/implications As the HPO Framework is shown to be useful for not only analysing the performance of the supermarkets but also to generate recommendations for improvement of those supermarkets, individual supermarkets should evaluate their performance and operations using the HPO Framework to come up with improvement recommendations tailored to their own situation. Originality/value The HPO Framework has been applied during the past years in many sectors but not yet in the supermarket industry. Thus this research provides a unique insight in this industry. In addition academic researchers can use the HPO Framework to further investigate specific areas and factors of the supermarkets, in order to add to the literature on the quality of supermarkets.

show abstract

Achieving High Performance in the United Arab Emirates: The Case of biz‐group

Cited by 7 publications

References 9 publications

The mystery of high performance – mediation by entrepreneurial orientation and organizational citizenship behavior

The mystery of high performance – mediation by entrepreneurial orientation and organizational citizenship behavior

Untitled

Analysing supermarket performance with the high-performance organisation framework

Contact Info

Product

Resources

About