This book presents the Cube One framework, which provides a basis for understanding, diagnosing, and improving organizational performance. It is based on the premise that successful organizations enact practices that satisfy three key constituents: the enterprise itself, customers, and employees. This book offers a uniquely empirical approach by examining enterprise-, customer-, and employee-directed practices. Validity evidence is provided by survey research, studies of financial metrics, and the analysis of cases involving well-known organizations (such as Google, Four Seasons, and Mayo Clinic). The Cube One framework is equally applicable to organizations in the for-profit, nonprofit, and government sectors. After reading this book, students and scholars, as well as organizational practitioners in the fields of organizational behavior and management, will find a practical approach to improving organizational performance.
Table of Contents
- The Cube One Framework
- Enterprise-Directed Practices
- Employee-Directed Practices
- Customer-Directed Practices
- Validity Evidence: Survey Research
- Validity Evidence: Financial Metrics
- The Remarkable Turnaround at Continental Airlines as Examined through the Lens of the Cube One Framework
- Google and AltaVista: Two Pioneers in Internet Searches
- Three Remarkably Successful Customer-Centric Companies: Zappos.com, Four Seasons, and Nordstrom
- The Mayo Clinic and Excellent Hospitals
- Toward an Organizational Diagnosis
- Toward Implementation
Richard E. Kopelman is Professor of Management at the Zicklin School of Business, Baruch College, USA. His research focuses on improving work motivation, productivity, and organizational performance. He has published in several key journals, including the Academy of Management Journal, Decision Sciences, Organizational Behavior and Human Performance, and the Journal of Applied Psychology.