Honyenuga and Tuninga High Performance Organizations in Ghana 665083- 1 TOWARDS A MODEL OF HIGH PERFORMANCE ORGANIZATIONS IN GHANA Ben Q. Honyenuga Open Universiteit, Heerlen, The Netherlands Ho Polytechnic, Ghana benhony@yahoo.com 00233244515420 Ronald S.J. Tuninga Open Universiteit, Heerlen, The Netherlands ron.tuninga@ou.nl 0031455762503 ABSTRACT The challenges of the Global Economy have set academics and practitioners thinking of new ways to ensure high performance. Whilst there are several concepts that have been put forward as having a panacea to Organizational Performance, most of these have been applied in developed country environments, which differ in terms size and the complexities from the economies of developing countries. Through literature review and the development of conceptual model, the study argues that using Knowledge Management and Management Innovation as independent variables and HPO framework and Competitive Advantage to mediate and moderate the relationships, High Organizational Performance can be predicted. Keywords: Competitive Advantage; High Performance Organizations; Knowledge Management; Management Innovation. INTRODUCTION The focus of performance management traditionally had been on reporting profits and losses at the expense of strategies (Nilsson, & Kald, 2002) and did not really provide a holistic view of organizations. Meanwhile there is a fundamental transformation of the business landscape powered by globalization, and ICT, (Prahalad, & Krishnan, 2008) which among other things provides increasing opportunities for the creation of new products and services leading to intense competition generated by non- traditional competitors (Prahalad, & Ramaswamy, 2004), the emergence of China as a strong economic power (De Waal, 2009), the emergence of the Euro- zone and its financial challenges, and the determination of African countries like Ghana to reduce poverty using the private sector as the engine of growth. These transformations require new management methods and processes (De Waal, 2009) because the existing ways of the firm and how it creates value has been altered (Prahalad, & Krishnan, 2008). The question, which bothers academics and practitioners, is how to measure