Guided by dynamic capability theory, this study investigates the applicability of the High-Performance Organization (HPO) framework in relation to organizational performance within Pakistan’s public sector. An explanatory sequential mixed-methods approach was employed, where partial least squares structural equation modeling (PLS-SEM) assessed the direct influence of the HPO framework on organizational performance, and qualitative analysis explored the underlying reasons for weak or underperforming factors identified in the quantitative phase. Findings indicate that while the HPO framework is applicable to public sector organizations, its predictive relevance and effect size are relatively limited in this context. Key factors contributing to these limitations include rigid mechanistic structures, insufficient commitment and resources, and a lack of ethical and visionary leadership. This study makes several contributions: it assesses the validity of applying the HPO framework in public organizations, examines how the five HPO dimensions impact performance, and demonstrates how ethical and visionary leadership can facilitate the transition from low to high organizational performance. The insights offer guidance for public managers in developing countries seeking to implement high-performance models, fostering sustainable organizational outcomes that benefit employees, institutions, and society.
