FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W2924754499> ?p ?o ?g. }

• W2924754499 endingPage "93" @default.
• W2924754499 startingPage "78" @default.
• W2924754499 abstract "Purpose Building on high-performance organizations (HPO) framework, the purpose of this paper is to hypothesize the direct impact of five factors of HPO framework on public organizations’ performance in Pakistan. This is first research to employ the partial least squares (PLS) method to provide empirical evidence of the predictive power of the framework in public organizations. Design/methodology/approach This is a cross-sectional study conducted in non-contrived settings thereby keeping researcher interference to a minimum. Data collection was carried out by distributing online questionnaires to 513 employees from three different service-based public organizations in Pakistan. PLS is used to examine the statistical and substantive significance of five factors by employing SmartPLS 3.2.6. Findings This study concludes that the HPO framework has predictive relevance for public organizations’ performance surveyed in this study. Furthermore, three out of the five factors of HPO framework, namely, management quality, workforce quality and long-term orientation have positive relationships, while openness and action orientation (OAO), and continuous improvement process and renewal have a negative relationship with the performance of public sector organizations (PSOs) surveyed in Pakistan. Research limitations/implications The study’s small sample size limits this research, and only quantitative methodology is applied. A significant limitation of this research is that this study relied on a subset of respondents of surveyed organizations and may not representative of the population. Therefore, result should be carefully interpreted as some degree of biasness may be present. Furthermore, findings of the study cannot be generalized to all PSOs of Pakistan. Practical implications The implication for public managers is that the HPO framework has predictive relevance and substantive significance. However, the ideal value of HPO framework will occur when leadership considers HPO factors and struggles persistently to improve performance. The useful implication is that public managers should focus on continuous improvement process and renewal and OAO to meet stakeholders’ satisfaction. Originality/value This study answer two questions, first “is there any significant relationship of five factors of HPO framework with public organizations’ Performance in Pakistan?” and second “what is the predictive relevance level of HPO framework in the Public organizations in Pakistan?” The answers to these research questions will fill the gaps in the literature by providing empirical evidence to the existing knowledge on improvement methods, especially the public sector (PS), and contributing insights on the real world working of the five factors of HPO framework in a PS." @default.
• W2924754499 created "2019-04-01" @default.
• W2924754499 creator A5005384492 @default.
• W2924754499 creator A5020527787 @default.
• W2924754499 creator A5023321081 @default.
• W2924754499 creator A5037421026 @default.
• W2924754499 date "2019-05-13" @default.
• W2924754499 modified "2023-10-17" @default.
• W2924754499 title "Empirical analysis of HPO framework in public sector organizations of Pakistan" @default.
• W2924754499 cites W1458042520 @default.
• W2924754499 cites W1573934207 @default.
• W2924754499 cites W1591013228 @default.
• W2924754499 cites W1966116049 @default.
• W2924754499 cites W1977153220 @default.
• W2924754499 cites W1983552502 @default.
• W2924754499 cites W1990703863 @default.
• W2924754499 cites W1996291183 @default.
• W2924754499 cites W1999964409 @default.
• W2924754499 cites W2000676181 @default.
• W2924754499 cites W2005092827 @default.
• W2924754499 cites W2011301954 @default.
• W2924754499 cites W2036101233 @default.
• W2924754499 cites W2040498445 @default.
• W2924754499 cites W2052194544 @default.
• W2924754499 cites W2059574175 @default.
• W2924754499 cites W2070736335 @default.
• W2924754499 cites W2073038590 @default.
• W2924754499 cites W2083308389 @default.
• W2924754499 cites W2084651837 @default.
• W2924754499 cites W2091452366 @default.
• W2924754499 cites W2101706436 @default.
• W2924754499 cites W2105846236 @default.
• W2924754499 cites W2106096361 @default.
• W2924754499 cites W2107026277 @default.
• W2924754499 cites W2118571375 @default.
• W2924754499 cites W2127607492 @default.
• W2924754499 cites W2131489691 @default.
• W2924754499 cites W2162002276 @default.
• W2924754499 cites W2207270467 @default.
• W2924754499 cites W2339745700 @default.
• W2924754499 cites W2574651673 @default.
• W2924754499 cites W2588309384 @default.
• W2924754499 cites W2768239998 @default.
• W2924754499 cites W4230754495 @default.
• W2924754499 cites W4231976549 @default.
• W2924754499 doi "https://doi.org/10.1108/ijpl-06-2018-0030" @default.
• W2924754499 hasPublicationYear "2019" @default.
• W2924754499 type Work @default.
• W2924754499 sameAs 2924754499 @default.
• W2924754499 citedByCount "3" @default.
• W2924754499 countsByYear W29247544992020 @default.
• W2924754499 countsByYear W29247544992021 @default.
• W2924754499 crossrefType "journal-article" @default.
• W2924754499 hasAuthorship W2924754499A5005384492 @default.
• W2924754499 hasAuthorship W2924754499A5020527787 @default.
• W2924754499 hasAuthorship W2924754499A5023321081 @default.
• W2924754499 hasAuthorship W2924754499A5037421026 @default.
• W2924754499 hasConcept C105795698 @default.
• W2924754499 hasConcept C111472728 @default.
• W2924754499 hasConcept C120936955 @default.
• W2924754499 hasConcept C129848803 @default.
• W2924754499 hasConcept C133462117 @default.
• W2924754499 hasConcept C138885662 @default.
• W2924754499 hasConcept C144024400 @default.
• W2924754499 hasConcept C144133560 @default.
• W2924754499 hasConcept C147859227 @default.
• W2924754499 hasConcept C149923435 @default.
• W2924754499 hasConcept C15744967 @default.
• W2924754499 hasConcept C162324750 @default.
• W2924754499 hasConcept C162853370 @default.
• W2924754499 hasConcept C17744445 @default.
• W2924754499 hasConcept C185592680 @default.
• W2924754499 hasConcept C198531522 @default.
• W2924754499 hasConcept C199539241 @default.
• W2924754499 hasConcept C2778136018 @default.
• W2924754499 hasConcept C2778139618 @default.
• W2924754499 hasConcept C2779318504 @default.
• W2924754499 hasConcept C2779530757 @default.
• W2924754499 hasConcept C2908647359 @default.
• W2924754499 hasConcept C33923547 @default.
• W2924754499 hasConcept C41008148 @default.
• W2924754499 hasConcept C43617362 @default.
• W2924754499 hasConcept C50522688 @default.
• W2924754499 hasConcept C56739046 @default.
• W2924754499 hasConcept C77805123 @default.
• W2924754499 hasConcept C84976871 @default.
• W2924754499 hasConceptScore W2924754499C105795698 @default.
• W2924754499 hasConceptScore W2924754499C111472728 @default.
• W2924754499 hasConceptScore W2924754499C120936955 @default.
• W2924754499 hasConceptScore W2924754499C129848803 @default.
• W2924754499 hasConceptScore W2924754499C133462117 @default.
• W2924754499 hasConceptScore W2924754499C138885662 @default.
• W2924754499 hasConceptScore W2924754499C144024400 @default.
• W2924754499 hasConceptScore W2924754499C144133560 @default.
• W2924754499 hasConceptScore W2924754499C147859227 @default.
• W2924754499 hasConceptScore W2924754499C149923435 @default.
• W2924754499 hasConceptScore W2924754499C15744967 @default.
• W2924754499 hasConceptScore W2924754499C162324750 @default.

• next