A study on high performance organization framework and organization performance: lens of dynamic capability theory

Drawing upon dynamic capability theory, this article tested high performance organization (HPO) framework with relation to organizations' performance and explore causes of tested results in public sector of Pakistan. An explanatory sequential mix method was applied whereby the partial least square structural equation modeling method was used to test the direct effect of the HPO framework on organizations' performance while qualitative method was used to explore causes of poor factors resulted from HPO framework. The results show that the HPO Framework is valid for PSOs. However, this study found weak predictive relevance and small effect size of HPO framework in public organizations. The overwhelming and compelling causes identified are mechanistic structure, lack of commitment and resources, and lack of ethical and visionary leadership in qualitative strand of the study. This study has several contributions; firstly, it explains whether HPO framework is valid to be applied in public organizations, secondly, this study answer question: how five factors criteria of HPO framework influence public organization performance? Thirdly, this study explains HPO framework application to improve organization status from low performance to high performance through ethical and visionary leadership under the lens of dynamic capability theory. This study provides a clue for public managers of developing countries to produce models of high performance and to generate new ideas and information to realize the power of high performance. High performance factors and models will promote sustainable performance of organizations which will benefit employees, organizations and society overall.