| The multiple-site, comparative case study examined the performance excellence transformation processes in three organizations. Organizational learning theory was used as a central lens for exploring the influence of external factors and pressures, organizational inertia, alignment, and performance excellence models on strategy in organizations pursuing holistic transformation under the Baldrige Excellence Framework. The Baldrige Criteria for Performance Excellence provides a sound and valid instrument for assessing and further developing organizational systems, though transformation and strategic renewal are notoriously difficult for executive leaders to achieve. The research explored the relationship between learning flows, identified forces and facilitators of transformational change, and strategy in organizations recognized by a state-level organization in The Alliance for Performance Excellence for achieving performance excellence. Emergent themes and sub-themes were identified for each of the three cases, and compared in a cross-case analysis to establish common themes and well-grounded interpretations of the data. The findings resulted in a process framework positing strategy as the central activity for driving change and accelerating transformational momentum, integrating external factors and pressures, refined performance measures, and performance excellence models. Feed-forward processes serve to cascade strategic priorities and performance expectations throughout the organization. Alignment, accountability, and organizational inertia advance transformational momentum and provide essential feedback to leaders for evaluation in cycles of strategy and communication. The study extends previous research on executives' perspectives on leading the transformation to performance excellence, and considers the relationship between what is known of organizational learning and necessary advances in our understanding of strategy as an iterative activity. |
