From HPO diagnosis to process-based high performance: a CAMO synthesis of operating and transformation-design principles

Purpose This article derives process-oriented design principles for translating the attention points produced by a High Performance Organization (HPO) Diagnosis into embedded operating routines and for organizing the transformation through which those routines are built, integrated and sustained. Design/methodology/approach A nested cross-case synthesis covered 38 organizational cases from 29 independent source families. The analysis was structured by context, action, mechanism, outcome (CAMO). Operating principles were assessed in 27 enactment-rich cases and transformation-design principles in 22 transformation-rich cases. Findings The synthesis retained five operating and five transformation-design principles. Full-pattern support ranged from 70.4% to 77.8% for the operating principles and from 36.4% to 72.7% for the transformation-design principles. The cases also identified the concrete roles, routines and systems through which the principles were put into practice. Originality/value The study contributes an HPO-specific configuration of established BPM requirements. It links a standardized High Performance Organization Diagnosis to a two-level architecture that separates transformation arrangements from permanent operating governance and connects the ten principles to reported mechanisms, process carriers and breakdowns.