Synthesizing High-Performance Organization Components for Application in Local Government
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Abstract
This study aims to synthesize the core components of the High-Performance Organization (HPO) concept and to develop a conceptual framework tailored to the context of local government organizations. The study is based on a document analysis of 15 sources and 13 peer-reviewed articles published between 2020 and 2025. A qualitative content analysis approach was employed, alongside a comparative matrix technique, to identify similarities, differences, and conceptual linkages across the selected frameworks.
The findings reveal four key dimensions of HPO that are particularly relevant to local government organizations: (1) quality of management, (2) human resource management, (3) organizational culture, and (4) organizational learning and innovation. Each dimension is further operationalized with clear definitions to support practical application. The study contributes to the literature by proposing an integrated conceptual framework that systematically connects management quality, human resource development, and innovation-driven learning. This framework addresses a critical gap in the application of HPO concepts within the local public sector context. Furthermore, the findings offer policy implications and practical guidelines that can assist local administrators in designing policies, measures, and performance evaluation systems to effectively transform their organizations into high-performance entities in alignment with contextual realities.
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