High-Performance Work Organizations: Definitions, Practices and An Annotated Bibliography

118 Pages·2001·0.59 MB·English

Bradley L. Kirkman
Kevin B. Lowe
Dianne P. Young
H -P
IGH ERFORMANCE
W O
ORK RGANIZATIONS
D , P ,
EFINITIONS RACTICES AND
A A B
N NNOTATED IBLIOGRAPHY
CENTER FOR CREATIVE LEADERSHIP
H -P
IGH ERFORMANCE
W O
ORK RGANIZATIONS
D , P ,
EFINITIONS RACTICES AND
A A B
N NNOTATED IBLIOGRAPHY

H -P
IGH ERFORMANCE
W O
ORK RGANIZATIONS
D , P ,
EFINITIONS RACTICES AND
A A B
N NNOTATED IBLIOGRAPHY
Bradley L. Kirkman
Kevin B. Lowe
Dianne P. Young
Center for Creative Leadership
Greensboro, North Carolina
The Center for Creative Leadership is an international, nonprofit educational institution
founded in 1970 to advance the understanding, practice, and development of leadership
for the benefit of society worldwide. As a part of this mission, it publishes books and
reports that aim to contribute to a general process of inquiry and understanding in which
ideas related to leadership are raised, exchanged, and evaluated. The ideas presented in its
publications are those of the author or authors.
The Center thanks you for supporting its work through the purchase of this volume. If
you have comments, suggestions, or questions about any CCL Press publication, please
contact the Director of Publications at the address given below.
Center for Creative Leadership
Post Office Box 26300
Greensboro, North Carolina 27438-6300
336-288-7210 • www.ccl.org
©1999 Center for Creative Leadership
All rights reserved. No part of this publication may be reproduced, stored in a retrieval
system, or transmitted, in any form or by any means, electronic, mechanical, photocopy-
ing, recording, or otherwise, without the prior written permission of the publisher. Printed
in the United States of America.
CCL No. 342
Library of Congress Cataloging-in-Publication Data
Kirkman, Bradley Lane.
High-performance work organizations : definitions, practices, and an annotated
bibliography / Bradley L. Kirkman, Kevin B. Lowe, Dianne P. Young.
p. cm.
ISBN 1-882197-46-1
1. Organizational effectiveness—Bibliography. I. Lowe, Kevin B. II. Young,
Dianne P. III. Title.
Z7164.O7K48 1999
[HD58.9]
016.658—dc21 99-17230
CIP
v
Table of Contents
Preface......................................................................................................................vii
Introduction ...............................................................................................................1
Defining and Considering HIPOs ............................................................................2
Existing Definitions of the HIPO .........................................................................2
A Review of the Components of the HIPO.......................................................... 3
Self-managing work teams/sociotechnical systems.......................................3
Employee involvement/participation/empowerment.....................................4
Total quality management .............................................................................5
Integrated production technologies................................................................5
The learning organization..............................................................................6
Toward Common Ground: A Process Definition of the HIPO.............................7
The Future of the HIPO........................................................................................9
Annotated Bibliography..........................................................................................11
High-performance Work Organizations (26)......................................................12
Self-managing Work Teams/Sociotechnical Systems (23) ................................26
Employee Involvement/Participation/Empowerment (32).................................37
Total Quality Management (25) .........................................................................55
Integrated Production Technologies (17) ...........................................................70
The Learning Organization (45).........................................................................79
Author Index.......................................................................................................... 103
Title Index .............................................................................................................. 105

vii
Preface
This report was originally written for the staff of the Center for Creative
Leadership in response to a request to obtain the latest thinking on what has
been written about high-performance work organizations (HIPOs). We further
developed this report to benefit a much wider audience.
When we first contemplated taking on a review of the HIPO literature,
we believed that our search would turn up a small number of articles and
books on the subject. Contrary to this view, our colleague Barry Macy, at the
Center for Productivity and Quality of Work Life at Texas Tech University,
informed us that his center’s library contained over 300,000 pages of books,
articles, and cases that have been written on HIPOs over the years. Professor
Macy also stated that over eighty percent of what has been written and
documented about HIPOs has not been published.
Upon proceeding with the review, we discovered patterns emerging
around the components of HIPOs that helped us formulate ideas about a
definition for the overall concept. So this report has two parts: the first
contains the various definitions of the high-performance work organization
found in the literature, a description of the dimensions that make up the
definitions, a new definition that synthesizes the existing literature, and a
word about the future of HIPOs; the second part of the report is the annotated
bibliography.
We are grateful to several individuals both inside and outside CCL who
made this report possible. We thank Elizabeth Janak (Xerox Corporation),
Fred Luthans (University of Nebraska), Barry Macy (Center for Productivity
and Quality of Work Life, Texas Tech University), Susan Mohrman (Center
for Effective Organizations, University of Southern California), and William
Pasmore (Case Western Reserve University) for their helpful comments and
assistance. We also thank our CCL colleagues Robert Ginnett, Gina Hernez-
Broome, Richard Hughes, and Patricia O’Connor Wilson for their input. In
addition, we thank Marcia Horowitz and Martin Wilcox for invaluable
editorial guidance.

1
Introduction
High-performance work organizations (HIPOs) are many things to
many people. Because of this, rigorous research has been hampered by the
lack of a comprehensive understanding of the construct. Further, in practice,
managers cannot begin to identify whether their organizations are truly
HIPOs when there is no generally accepted definition.
Written in response to a growing call for a common definition, this
report contributes to the literature on HIPOs in three ways: (1) It aggregates
existing research and organizes it into five component groups; (2) it provides
a definition that integrates the diverse literature; and (3) it presents annota-
tions of the 168 most current and important works. The first part of this book
contains the current definitions of HIPOs, our integrated definition, a review
of the components of HIPOs, and a word about the future. The second part
contains the annotated bibliography, organized by the five components.
The five components—self-managing work teams; employee involve-
ment, participation, and empowerment; total quality management; integrated
production technologies; and the learning organization—mentioned above
were identified in the course of our research. Thus, the annotated bibliogra-
phy not only reflects the available literature on the HIPO as an aggregation of
techniques but also covers work that focuses more narrowly on all five of
these component areas. As a consequence, the review of the components
makes up a large part of this report. We discovered that the literature devoted
exclusively to the overall concept of the HIPO is much less developed.
This book is intended for those who want to identify and track the
components of high performance. Practicing managers, scholars and research-
ers, and human resources professionals should find it useful, as will senior-
level executives who are in charge of strategic planning and decision making.