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Performance-driven culture has received extensive attention from both academics and practitioners because of its impact on organisations’ performance. Employees’ tacit knowledge about performance-driven culture is pivotal to identify, as it contributes to increasing the organisation’s performance. With the aim of enriching ongoing debate in human resources and knowledge management research, this paper proposes a conceptual model for emancipating and investigating the main factors of employees’ tacit knowledge that shape and affect performance-driven culture of a Saudi Arabian organisation.

The validity of the conceptual model is examined through a qualitative study developed using a thematic analysis of 134 employees’ unbridged computerised typewritten comments about organisation’s performance-driven culture.

Findings confirm the utility of conceptual models in explaining and categorising employees’ emancipated tacit knowledge, providing a potential contribution to academics and practitioners interested in developing managerial processes for improving organisation’s performance-driven culture.

Both the conceptual reflections and empirical-based evidence herein enrich ongoing debate in the area of human resources and knowledge management about employees’ tacit knowledge and performance-driven culture.

This paper aims to analyze the synergistic influence of performance appraisal (PA) practices and performance-driven culture (PDC) on the effectiveness of the performance management (PM) system, which is measured by employees' reactions, namely satisfaction and perceived utility. It also analyzes the type of relationship between PA practices and PA satisfaction, specifically whether it is additive or modeled as a latent factor.

This is a cross-sectional study. Data were collected from 513 managers and employees working in 135 public and private organizations. The research model and hypotheses were tested using structured equation modeling.

The results support the positive impact of a set of four PA best practices on PA satisfaction. It shows that PDC is an enabler for the effective deployment of PA practices. It also demonstrates that the perceived utility of the PM system plays a role as a mediator in the relationship between PA practices and PA satisfaction.

Data were collected using a questionnaire at a single point in time, and thus, cause-and-effect inferences were not possible.

The results provide guidance to organizations that are interested in designing and implementing PM systems and PA practices that contribute toward enhancing employees' managing performance experiences.

This study advances our understanding of the mechanisms by which organizational culture and PA practices influence the effectiveness of the PM system. It suggests that organizations, to benefit the most from a set of PA best practices, need to have a PDC.

The purpose of this study is to explore the role of “overtime norms” as a mediator between performance-driven work climates and employee burnout. This study also examines in-role performance and work engagement as moderators between high-performance climates and burnout.

A snowball sample of 214 full-time working adults from the United States participated via an online survey. Data were analyzed using SmartPLS and conditional process analysis.

Results from conditional process analyses suggest (1) performance-driven climates are positively related to burnout, (2) overtime norms mediate the relationship between performance-driven climates and burnout, and (3) in-role performance and work engagement moderate that relationship such that highly competent and engaged employees are less prone to stress and burnout.

These results highlight the dangers of performance-driven work climates on employee well-being. Trends toward extended work hours which can be exacerbated by technological advancements inevitably come at a cost. Managers and organizations should be careful not to prioritize work life over non-work life.

This study contributes to the literature by identifying overtime norms as a mediator in the performance-driven work climate–burnout relationship. This study also identifies in-role performance and work engagement as resources that can reduce burnout.

Through the human resources (HR) and knowledge management (KM) perspective as human-centric processes, the aim of this study is to explore how companies’ engagement in diversity (DIV), inclusion (INC) and people empowerment (PEMP) policies influences companies’ organizational performance, to support organizations in the shift to the Industry 5.0 framework.

Combining the HR management and the KM-driven organizational culture, a conceptual model is proposed for explaining companies’ higher organizational performance. Proposed hypotheses are tested with reference to a set of listed international companies traced by Refinitiv on a five-year time horizon (2016–2020) through 24,196 firm-year observations.

This research shows that companies engaged in DIV policies, INC practices and PEMP through education have higher profitability and are more valued by capital markets’ investors.

This paper draws attention to the need to overcome the reductionist view of HR and rethink KM architecture to cope with the growing challenge of HR integration according to the Industry 5.0 paradigm.

Despite the increase in experience gained, there is still little known about the factors that influence the everyday use of performance management. Research predominantly focuses on the technicalities of implementing performance management and pays too little attention to behavioural aspects. A recent study identified 20 behavioural factors that contribute to the successful implementation and use of performance management. The research study discussed in this paper continues this line of research, by addressing the question how organisations can determine how they good (or bad) they are performing on the factors that contribute to performance‐driven behaviour. The study consists of four stages: identifying the various aspects of performance‐driven behaviour; developing a practical tool which incorporates these aspects and measures the performance‐orientation of organisations; applying the tool within organisations (including the description of a case study), and evaluating the analysis results; making suggestions for improving performance‐driven behaviour.

Recent research states that both the instrumental and the behavioral dimensions of performance management have equal influence on the performance of an organization. To test this statement, these dimensions have been operationalized in an analysis tool called the performance management analysis (PMA). This paper aims to discuss the results of research into the relation between the instrumental and the behavioral dimensions and organizational performance, using the PMA.

The PMA questionnaire was developed to test the instrumental and behavioral dimensions of performance management. With the PMA an organization can score itself on both dimensions, to evaluate the degree of its result‐orientation. The more attention an organization pays to elements belonging to a certain dimension, the higher it will score on that dimension. In addition the relative competitive performance of the organization is identified. This is done by asking the respondents to compare their organization's performance to that of its competitors or organizations with similar services. During the period January 2002‐March 2006 data were obtained by distributing PMA questionnaires to work‐experienced students of MBA courses taught by the author, participants of seminars conducted by the author, and workshops held by the author and colleagues at companies. In total 577 questionnaires of organizations in The Netherlands and the UK from a broad range of industries (both profit and non‐profit), were collected.

The research results show that paying equal attention to the instrumental and behavioral dimensions of performance management systems indeed results in higher competitive performance. Therefore, the research results provide a first indication of the importance of combining instrumental and behavioral dimensions to create a successful performance‐driven organization that achieves sustained better results.

The respondents of the questionnaire may have scored their own company more favorably than an objective outsider would have done. It is also possible that there are other aspects of importance to performance‐driven behavior, which have not been included in the research.

This study identifies which instrumental and behavioral dimensions an organization has to focus on, and the extent of this focus, in order to achieve sustainable performance.

An increasing number of profit and non‐profit organizations are implementing new and alternative performance management systems in order to obtain better organizational results. Despite the increase in experience gained with this approach, there is still a lot to be learned about the factors that influence the everyday use of these systems and of the factors that influence performance‐driven behavior. The research described in this paper provides evidence that paying equal attention to both instrumental and behavioral dimensions is paramount in order to create a successful performance‐driven organization that achieves sustained better results. As these dimensions have until now not been identified as an integral set, this identification is the contribution to the literature.

This chapter discusses key training challenges that organizations need to confront with the objective of building a robust human resource management system. Given the dynamics of the current business environment, training and development has become an indispensable function in global organizations. Building an effective human capital that contributes to continual organizational growth has become the established norm to survive in a competitive business landscape. However, the training and development function is often rendered ineffective, on account of various bottlenecks existing in the organization. Addressing these bottlenecks is quintessential in ensuring the creation of a performance-driven human capital. The goal of this chapter is to draw attention to the training impediments that hinder organizational growth and to diagnose the underlying causes for the same. This chapter concludes with recommendations that organizational decision-makers can leverage in their quest to strengthen the human capital, by utilizing their training and development infrastructure optimally.

Interest in creating high performance organizations (HPOs) has been growing in the Middle East and Middle Eastern managers have been looking into practices that will help them elevate organizational performance. Unfortunately there is a shortage of HPO studies conducted in the Middle East which could help these managers. The purpose of this paper is to examine the applicability of the recently developed HPO Framework in a Middle Eastern context, namely at Palestine Polytechnic University (PPU). The goal of the study was to evaluate whether this framework could be applied in the Middle Eastern context and thus help improve performance of Middle Eastern organizations.

A workshop was conducted with management and staff of the university at PPU's premises in Hebron. During the workshop, management, staff and teachers filled in the HPO questionnaire, which gauges the current HPO status of an organization. The resulting HPO score of PPU, and the comparison with the scores of other Middle‐Eastern organizations in the database of the researchers, were discussed during a workshop with representatives of PPU and initial improvements were established and put down in an action plan.

With an average HPO score of 6.8, PPU was an average scoring organization that performed more or less the same as the other Middle‐East organizations. However, two main issues for PPU emerged that had to be addressed in order to transform the university in an HPO. The first issue was that PPU's performance management process had to be improved, as not everything that mattered to PPU's performance was communicated to everybody adequately enough. The second issue was that the performance‐driven behavior of PPU's people had to be strengthened, as the decision‐making and action‐taking processes took too long and people were nor resilient and flexible enough to deal quickly with changing conditions.

Practically, the research findings could help managers of Middle Eastern organizations to achieve sustainable high performance in their organizations.

The research described in this paper constitutes one of the first studies into the determining factors of sustainable high performance in the Middle East and as such, it adds to the strategic management literature by showing that the HPO concept can be applied in the Middle East to evaluate the high performance status of Middle Eastern organizations.

The purpose of this paper is to demonstrate how key strategic decisions are made in practice at a successful FTSE 100 company.

The paper is based on semi‐structured interview with the Chief Executive of Cadbury, Mr Todd Stitzer. Mr Stitzer has successfully steered the strategic transformation at Cadbury.

The paper sheds light on ingredients of successful transformation, key elements of successful mergers and acquisitions, strategy implementation, and the link between corporate responsibility and strategy.

The paper presents views of a successful chief executive of a FTSE 100 company. It provides an insight on how strategy is made and executed.

The paper bridges the gap between theory and practice. It provides a practical view and demonstrates how a leading chief executive thinks about key strategic issues.

The purpose of this paper is to examine and question aspects of the culture of the modern business school, and to investigate the possibilities for a more student oriented, more responsive, more flexible and performance‐driven culture.

The paper is a critical discourse on the cultural conservatism of contemporary business schools, analysing the impediments to change, and examining the transformation in the business education market and among students, that demand greater responsiveness.

The paper finds that while the traditional culture of business schools is deeply embedded in professional practices and axiomatic disciplines, the seismic changes occurring in technology and social practices beyond the business school are impelling business schools to adapt and become more agile.

While recognising the significance of the changes that are already occurring, it also acknowledged that there is a deeply embedded set of professional and cultural practices in university business schools that are long established and will not be readily changed, with more likely an ongoing tension between modernity and tradition.

The paper provides insights into how a more flexible and responsive business school would operate and engage students.

The paper provides a fresh assessment of where the business schools are, and where they will have to go to continue to engage the changing demands of business and managers.