Most organizations are set up to operate in some form of silos, such as vertical divisions or horizontal functions. At best, silos offer a practical way for organizations to operate efficiently. At worst, they create a silo mentality where departments do not want to exchange knowledge or information, hindering internal collaboration and organizational learning, thus preventing achievement of high performance and organizational sustainability. The silo mentality issue has been recognized for a long time as a real tangible problem that has to be dealt with. On the basis of a questionnaire containing statements on organizational strength, collaboration, and silo-busting techniques applied, which was distributed to a sample of mainly large companies, we found that there are five factors that are important for breaking down silos and increasing the quality of cooperation.

Purpose – Seeks to identify the characteristics of high performance organizations (HPO) so managers can start improving their organizations in such a way that these also become HPOs. Design/methodology/approach – The research is based on a meta-analysis of the results of 91 HPO studies performed in the last and present decade. Findings – The results of the analysis offer a first picture of what a modern HPO looks like and provides the characteristics managers need to focus on in order to turn their companies into HPOs. Research limitations/implications – Despite an extensive literature search, potentially valuable studies might have been missed. Also, the studies look by definition at what organizations have done in the past, therefore not necessarily giving a guarantee that these characteristics will also be valid and of importance for the dynamic future. Further HPO research should focus on validating the characteristics found in this study so that managers can start improving their organizations with confidence. Also, additional research should aim to validate the link between the HPO characteristics and organizational performance, in order to make sure it is worthwhile for companies to improve themselves in the direction indicated in this article. Practical implications – As it is the task of every manager to realize the goals of the organization by achieving outstanding performance in the organizational unit for which he or she is responsible, managers are under great pressure to deal effectively with trends and developments. Therefore, the more that is known about the elements that make up sustainable organizational performance, the easier it becomes for managers to improve their organizations in a focused way. Originality/value – The results of the search for HPO characteristics have been documented mainly in the popular management literature: until now, scientific research into HPOs has not been abundant. Therefore most evidence is anecdotal, consisting of surveys and case studies. The research described in this article forms the start of a thorough investigation of HPO characteristics, which is executed in a scientific way while at the same time yielding practical results with which managers can start improving their organizations.

Many authors on servant leadership (SL) claim that there exists a direct positive relationship between SL and organizational performance, but empirical evidence for this has thus far been lacking. There are indications, however, that introducing SL in an organization has a positive influence on mediating factors of performance, which in turn lead to better organizational performance. There is empirical evidence that applying the high-performance organization (HPO) framework does lead to increased organizational performance. As SL deals with behaviors and attitudes of managers, it is a reasonable assumption that SL has a certain influence on management quality, one of the factors of high performance included in the HPO framework. In this respect, one or more HPO factors might be mediating factors between SL and organizational performance. This article evaluates empirically the relation between SL, organizational performance, and the HPO framework. A theoretical proposition of these relations was made and, based on a sample of 116 managers and employees of Vrije Universiteit medical center, the levels of SL, HPO, and performance in Vrije Universiteit medical center were measured. This case study showed no evidence of a direct positive relation between SL and organizational performance. There was evidence of SL having an influence on the factors in the HPO framework but this influence was different on various organizational levels. It was concluded that the role of SL in the case organization was inconsistent.

Purpose: Happiness at work (HAW) is receiving much attention in the literature, as HAW seems to have a positive effect on organisational performance, such as in increase of productivity, lower turnover of employees and less customer complaints. There is however no research into the relation between HAW and the attractiveness of an organisation. It stands to reason that people who are happier at work are also happier about their organisation and express this to their family and friends. Having an attractive organisation is becoming increasingly important as the world is currently experiencing an economic boom creating shortages of qualified personnel. The paper aims to discuss this issue. Design/methodology/approach: A possible way of creating an attractive organisation is by transforming the workplace into a high-performing organisation (HPO). The study described in this paper is looking in this respect at three hypotheses: H1. Higher HAW will increase the attractiveness of the organisation; H2. Becoming an HPO will increase HAW; and H3. Becoming an HPO will increase the attractiveness of the organisation. A large-scale survey of Dutch managers and employees was undertaken in which the respondents were asked their opinion of the high-performance level and attractiveness of their organisation, and their happiness with their job and organisation. Findings: The study results show that the three hypotheses are basically confirmed. Increasing the happiness of work of employees, in general, raises the feeling of how attractive the organisation is to the employees themselves and to the external world. However, this positive feeling is mainly true for the work itself but not so much for how committed employees feel to the organisation. Practical implications: Organisations now have knowledge at their disposal about ways to promote happiness in their employees, thus raising their attractiveness to current and future employees. Originality/value: The study results indicate that senior management has to make more effort to raise the quality level of the organisation, preferably towards the high performance level, in order for employees to start feeling more committed to their organisation. This is because the study results show that transforming an organisation into a high-performance entity increases happiness of employees at work significantly, especially about their work and in a lesser degree with the commitment they feel towards the organisation itself. This result has not been found before, so this research provides managers for the first time with a validated way to help their staff to become happier and more productive.

The coming decades are expected to be extremely challenging for organizations. On the one hand, there are the United Nations Sustainable Development goals to end poverty, protect the planet and improve the lives and prospects of everyone. On the other hand, organizations are expected to have to deal with an increasing number of megatrends and disruptors, many of which are already having an impact. To help organizations in their priority setting and decision-making so they can contribute to the development goals (specifically Goal 8: decent work and economic growth), a descriptive literature review was undertaken to identify which megatrends and disruptors will impact the future of organizations and in what ways they are expected do this. From the literature, thirteen megatrends and one disruptor emerged, and for each of these their postulated impact and consequences for organizations as described in the literature were gathered. The study reveals that there is ample attention given to megatrends in the academic literature but that not much can be found about dealing with disruptors. As a consequence, academic literature currently falls short in suggesting ways in which organizations can deal with disruptors. Managerial literature offers more suggestions in this respect.

Purpose: An important question in contemporary research is: do certain management practices cause better performance or do better performing organizations find it easier to adopt certain management practices? This question is also of importance when applying the high performance organization (HPO) framework, which is a scientifically validated technique designed to achieve and sustain a high level of performance. Many research studies correlate the HPO framework with improved organizational performance. There are, however, no studies which explicitly look at the causal relationship. This paper aims to provide empirical evidence of causality.Design/methodology/approach: Longitudinal research was conducted at two companies. An HPO diagnosis was conducted at each company, after which management implemented the HPO framework. Two units at each company were selected as case studies. Data were collected, using a questionnaire and interviews, at the beginning and after 18 months, when the diagnoses were repeated. A linear regression analysis was performed to interpret the data.Findings: Despite exposure to the same HPO framework techniques, organizational units achieved significantly different outcomes. In each company, one unit achieved a higher HPO score and higher organizational results, while the other unit had no change, or a lower HPO score and lower organizational results. The key factor was the manner in which unit managers applied the HPO framework.Practical implications: Optimal effectiveness for the HPO framework occurs when management incorporates the HPO factors into the workplace and strives diligently to improve performance.Originality/value: This research responds to the question “Do certain management practices cause better performance or do better performing organizations find it easier to adopt certain management practices?”