The essentiality of high-performance in an organization in itscompetitiveness cannot be underestimated. There is a considerablecorrelation between organizational performance and competitiveness.In most (if not all) cases, high-performing organizations are morecompetitive than low-performing organizations. Performance impliesthe rate of organization’s productivity hence profitability.Organizational performance defines the extent to which anorganization is capable of providing value to its customers while, atthe same time, making profits (Kornelakis et al., 2016).
The concept of high-performing organization is considerably importantin terms of organizational competitiveness because gainingcompetitive advantage is, to a large extent, based on performingbetter than competitors (Andreeva & Kiato, 2012). As such, anorganization must perform in a better way than its competitors ifcompetitive advantage is to be attained. Arguably, high-performanceis the most important tool in gaining competitive advantage overother firms in the market that offer similar products. Anorganization may be having all other factors that are geared towardsattaining competitiveness but still fail to attain it due to lackhigh-performance.
The concept of high-performing organizations is applied to continuouscompetitive improvement by ensuring that an organization’shigh-performance is not geared towards anything else other than theattainment of competitive advantage. In this case, the organizationpurposes to perform highly (through increased productivity andprofitability) in a bid to acquire a competitive edge over itscompetitors. High-performance becomes the distinguishing factor thatdifferentiates the firm from its stiff competitors (Pater et al.,2013). On the contrary, when a firm does not apply this concept incontinuous competitive improvement, performance does not count as afactor in attaining a competitive edge of the competitors. Thespecific organization uses other factors to acquire a competitiveedge.
To sum up, as pointed out earlier, performance is a major factor inas far as acquisition of a competitive edge over a stiff competitorsis concerned. It is, therefore, important in terms of organizationalcompetitiveness. Its application in continuous competitiveimprovement is more evident when it is solely considered than whenincorporated in a group of other factors. Even so, its role incontinuous competitive improvement cannot be underestimated.
Andreeva, T., & Kianto, A. (2012). Does knowledge managementreally matter? Linking knowledge management practices,competitiveness and economic performance. Journal of KnowledgeManagement, 16(4), 617-636.
Kornelakis, A., Veliziotis, M., & Voskeritsian, H. (2016). Howcan competitiveness be achieved in post-crisis Europe: deregulatingemployment relations or enhancing high performance work practices?.The International Journal of Human Resource Management, 1-20.
Patel, P. C., Messersmith, J. G., & Lepak, D. P. (2013). Walkingthe tightrope: An assessment of the relationship betweenhigh-performance work systems and organizational ambidexterity.Academy of Management Journal, 56(5), 1420-1442.