Management innovation and organisational performance: the mediating role of high performance organisation framework

Ben Q Honyenuga*, Ronald S.J. Tuninga, Paul W.Th. Ghijsen

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

Abstract

This study investigates the relationship between management innovation and organisational performance with the high performance organisation (HPO) factors of continuous improvement and renewal, workforce quality and long-term orientation as mediators. From a survey among 186 managers of the insurance industry in Ghana and with the use of PLS-SEM, the results show that management innovation appears to have a direct influence on organisational performance but when management innovation is combined with the HPO factors, it generates a synergy to increase organisations to become HPOs in an emerging market context.
Original languageEnglish
Pages (from-to)295-315
JournalInternational Journal of Business and Globalisation
Volume22
Issue number3
Early online date17 Apr 2019
DOIs
Publication statusPublished - 2019

Fingerprint

High performance
Organizational performance
Innovation performance
Management innovation
Factors
Long-term orientation
Insurance industry
Mediator
Renewal
Workforce
Emerging markets
Relationship management
Managers
Ghana
Continuous improvement
Synergy

Keywords

  • high performance organisations
  • HPO framework
  • management innovation
  • organisational performance

Cite this

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Management innovation and organisational performance : the mediating role of high performance organisation framework. / Honyenuga, Ben Q; Tuninga, Ronald S.J.; Ghijsen, Paul W.Th.

In: International Journal of Business and Globalisation, Vol. 22, No. 3, 2019, p. 295-315.

Research output: Contribution to journalArticleAcademicpeer-review

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