Measuring Business Excellence

Purpose – The energy of employees is recognised as an important factor in their performance and in maximising their overall contribution to the organisation. Organisational energy is dynamic in nature; it is more than just the sum of the energy of its employees. It also includes the interaction and dynamics of teams and the organisation as a whole. This paper aims to provide an investigation of the role and relevance of energy in driving business performance.

Design/methodology/approach – This paper explores the relevance of assessing energy within an organisation in order to drive business performance. It examines the sources and dynamics of energy, in order to provide insights into the nature of energetic organisations, and how they can leverage the concept of energy to improve business performance.

Findings – Adopting a deductive approach, on the basis of a literature review, the paper proposes an explanatory framework for understanding the relationship between energy and performance – The Energy Performance Chain.

Research limitations/implications – The paper proposes a novel framework and approach for understanding the link between energy and organisational performance that can form the basis for further empirical research.

Practical implications – The paper provides a framework for practicing managers to understand the concept of energy at work and how they can leverage organisational energy to improve their organisational performance.

Originality/value – The paper provides a novel investigation of energy as a driver or organisational performance, providing a framework and approach to leveraging energy in organisations.