Applicability of the HPO framework in non-profit organizations: The case of the Emirates Insurance Association

Abstract

Purpose

Associations perform an important role in developing a profession, by organizing professionals into a community in which relevant information and knowledge are shared, ideas expanded, contacts with other like-minded professionals made, a code of ethics established and appropriate practices for members identified. For an association to be effective, it has to perform at the highest quality level. However, no studies can be found in the academic literature on how to create high-performing associations. This paper aims to apply the high-performance organization (HPO) Framework within the Emirates Insurance Association (EIA) to evaluate its current strength and identify possible improvements that need to be implemented for EIA to achieve high performance.

Design/methodology/approach

In this article, the HPO Framework – which has been used and validated in many contexts, including non-profit organizations (NPOs) – is applied within the EIA to evaluate its current strength and, thereby, identify possible improvements that need to be implemented for EIA to achieve high performance.

Findings

The research results showed that the HPO Framework – when adapted to the circumstances of an association – is able to accurately evaluate the situation within that association and yield targeted recommendations to improve its performance.

Originality/value

This research fills a lacuna in the current literature on how to improve the performance of associations; it can, therefore, function as a foundation for further academic research into high performance in associations and possibly other types of NPOs. Moreover, the research results help managers of associations and NPOs in their quest for high performance by offering tangible improvement suggestions.

Citation

Mroueh, M. and de Waal, A. (2017), "Applicability of the HPO framework in non-profit organizations: The case of the Emirates Insurance Association", International Journal of Organizational Analysis, Vol. 25 No. 3, pp. 468-484. https://doi.org/10.1108/IJOA-12-2015-0958