Manufacturing network integration and culture: an institution-based view

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maricela C. Arellano ◽  
Cristina Sancha ◽  
Torbjørn Netland ◽  
Cristina Gimenez Thomsen
Keyword(s):  
Organizational Culture ◽  
Cultural Dimensions ◽  
Global Network ◽  
Institutional Environments ◽  
Network Integration ◽  
Content Type ◽  
Study Results ◽  
Manufacturing Network ◽  
The Relationship

PurposeIn pursuit of increased competitiveness, global manufacturers often seek tighter integration among the plants in their production networks. However, this is a challenging task because plants are dispersed across multiple institutional environments. Although the literature provides abundant evidence of how formal institutional environments affect the integration among plants, little is known about the role of the informal institutional environment – such as culture. In this study, the authors investigate the relationship between different dimensions of culture and manufacturing network integration.Design/methodology/approachThe authors combine survey data from the most recent International Manufacturing Strategy Survey with secondary data that capture cultural dimensions. They then analyze the responses from 581 assembly plants in 21 countries obtained from the survey using a multilevel regression model.FindingsThe study results show that plants located in masculine and long-term-oriented national cultures are associated with lower levels of integration with other plants. The results for the other four Hofstede dimensions of national culture were not statistically significant. At the level of organizational culture, the authors found that a collaborative plant environment positively relates to higher levels of network integration. They did not find statistically significant evidence for the relationship between cultural or geographical distance and network integration.Practical implicationsThis research provides managers with practical insights into the types and combinations of cultural environments that affect the integration of plants in a global network. This knowledge is useful for informing effective integration strategies and tactics.OriginalityThe authors provide new, empirical evidence of the relation between the informal institutional environments of a plant and its integration in a manufacturing network. Drawing on an institution-based view, they contribute to the literature on manufacturing networks by discussing and testing empirically the role of national and organizational culture in network integration.

Exploring privacy and trust for employee monitoring

2015 ◽  
Vol 115 (1) ◽  
pp. 88-106 ◽  
Author(s):  
Shuchih Ernest Chang ◽  
Anne Yenching Liu ◽  
Sungmin Lin
Keyword(s):  
Organizational Culture ◽  
Employee Performance ◽  
Full Time ◽  
Negative Effects ◽  
Content Type ◽  
Positive Effects ◽  
Study Results ◽  
Employee Monitoring ◽  
Communication Privacy ◽  
The Relationship

Purpose – The purpose of this paper is to evaluate privacy boundaries and explores employees’ reactions in employee monitoring. Design/methodology/approach – The research used the metaphor of boundary turbulence in the Communication Privacy Management (CPM) theory to demonstrate the psychological effect on employees. The model comprised organizational culture, CPM, trust, and employee performance in employee monitoring to further investigated the influence exerted by organizational culture and how employees viewed their trust within the organization when implementing employee monitoring. Variables were measured empirically by administrating questionnaires to full-time employees in organizations that currently practice employee monitoring. Findings – The findings showed that a control-oriented organizational culture raised communication privacy turbulence in CPM. The communication privacy turbulence in CPM mostly had negative effects on trust in employee monitoring policy, but not on trust in employee monitoring members. Both trust in employee monitoring policy and trust in employee monitoring members had positive effects on employee commitment and compliance to employee monitoring. Research limitations/implications – This research applied the CPM theory in workplace privacy to explore the relationship between employees’ privacy and trust. The results provide insights of why employees feel psychological resistance when they are forced to accept the practice of employee monitoring. In addition, this study explored the relationship between CPM and trust, and offer support and verification to prior studies. Practical implications – For practitioners, the findings help organizations to improve the performance of their employees and to design a more effective environment for employee monitoring. Originality/value – A research model was proposed to study the impacts of CPM on employee monitoring, after a broad survey on related researches. The validated model and its corresponding study results can be referenced by organization managers and decision makers to make favorable tactics for achieving their goals of implementing employee monitoring.

scholarly journals Expatriates’ withdrawal intentions

2017 ◽  
Vol 46 (8) ◽  
pp. 1852-1869 ◽  
Author(s):  
Luisa Helena Pinto ◽  
Carlos Cabral Cardoso ◽  
William B. Werther Jr
Keyword(s):  
Organizational Culture ◽  
Goal Orientation ◽  
Design Methodology ◽  
Negative Influence ◽  
Content Type ◽  
Mediating Role ◽  
Business Goals ◽  
Culture Characteristics ◽  
The Relationship

Purpose The purpose of this paper is to examine the role of perceived home and destination organizational culture characteristics and general satisfaction with the assignment as antecedents of expatriates’ withdrawal intentions. Design/methodology/approach Data were collected through a web survey of an international sample of expatriates with a broad representation of industries, organizations and countries of origin and destination. Findings The results indicate that home and destination organizational cultures affect expatriates’ withdrawal intentions, after controlling for demographics and national cultural differences, namely: home organizational culture has a stronger influence on withdrawal intentions from the organization, while host organizational culture affects withdrawal intentions from the assignment. Further, the relationship between host organizational culture and expatriates’ intentions to withdraw from the assignment is mediated by expatriates’ satisfaction with the assignment. Evidence was also found supporting a stronger and negative influence of the goal orientation dimension of organizational culture, thus suggesting that a collective orientation toward common business goals (i.e. solidarity) may help retain expatriates. Originality/value This study seeks to fill a gap in the literature by exploring the influence of organizational culture on expatriates’ withdrawal intentions, and the mediating role of expatriates’ satisfaction with the assignment, on that relationship.

Examining the effect of functional diversity on organizational team innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gladys Esinu Abiew ◽  
Eugene Okyere-Kwakye ◽  
Florence Yaa Akyia Ellis
Keyword(s):  
Functional Diversity ◽  
Structural Equation ◽  
Power Distance ◽  
Uncertainty Avoidance ◽  
Cultural Dimensions ◽  
Content Type ◽  
Team Innovation ◽  
The Relationship ◽  
Moderating Role

Purpose Underpinned by the information processing theory, this study aims to investigate the relationship between functional diversity and team innovation by examining the moderating role of some selected cultural dimensions (power distance, uncertainty avoidance and masculinity-femininity) in the relationship between functional diversity and innovation. Design/methodology/approach A quantitative research method was used using a structured questionnaire as a tool to collect data from 251 respondents drawn from research institutions in Ghana. Data was analysed using simple regression and hierarchical multiple regression. In addition, a structural equation model was used to conduct confirmatory factor analyses to examine whether the variables in the hypothesized model for the study captured distinct constructs that the variables were designed to measure. Findings The study revealed that functional diversity was positively related to team innovation. The study also found that functionally diverse groups are more innovative when they exhibit low uncertainty avoidance, femininity and low power distance. Practical implications These findings suggest that practices such as team communication, honesty, respect and trust would foster team unity and commitment, which would enable members to share diverse expertise towards the creation and execution of new ideas and improvement of productivity in the country. Originality/value The study examined the relationship between functional diversity and team innovation by examining the moderating role of some selected cultural dimensions (power distance, uncertainty avoidance and masculinity-femininity) in the relationship between functional diversity and innovation.

The relationship between cost leadership competitive strategy and firm performance

2019 ◽  
Vol 30 (6) ◽  
pp. 920-936 ◽  
Author(s):  
Manjeet Kharub ◽  
Rahul S. Mor ◽  
Rajiv Sharma
Keyword(s):  
Strategic Management ◽  
Developing Country ◽  
Continuous Improvement ◽  
Successful Implementation ◽  
Content Type ◽  
Cost Leadership ◽  
Mediating Role ◽  
Study Results ◽  
The Relationship

Purpose The purpose of this paper is to examine the cost leadership competitive strategy’s (CLCS) impact on firm performances and the mediating role of quality management (QM) practices in the context of micro, small and medium enterprises (MSMEs). Design/methodology/approach A structures questionnaire data collected from 245 ISO 9000 certified MSMEs in India (65.1 per cent of response rate) have been utilised to understand the CLCS’s impact on firm performances. In the first step, the data adequacy tests were performed to check the reliability and validity of the questionnaire and survey data. After that, the partial mediating model (direct, indirect and total effect) along with structural equation modelling approach was employed to test the research hypotheses. Findings The study results revealed that no direct relationship exists between the CLCS and firm performances (0.12<β<0.13; p>0.05); however, QM practices entirely mediated their relationship (β=0.73, p<0.01). Among eight model parameters, with highest total effects on product quality improvement (β=0.6264) and process improvement (β=0.6028), the continuous improvement secured the rank 1, followed by information and analysis (β=0.2334) and supplier management (0.1839), respectively, at p<0.05. Based on the empirical results, it can be concluded that the continuous improvement via proper information and data analysis is the key to achieve CLCS’s goal in the MSMEs. Research limitations/implications The study results’ generalisation towards the large organisations is limited. The survey result findings applicability to other developing countries should also be treated with caution because the Indian Government subsidised the MSMEs selected for this study. The study results will help managers in implementing CLCS at the organisational level. The successful implementation will facilitate a competitive advantage in the local market and will motivate them to think globally. Originality/value The research observation and findings are expected to contribute to the strategic management in manufacturing industries. The study also confirms the existence of strategic management in MSMEs in a developing country. Furthermore, the major contribution is to understand the mediating role of QM practices, especially continuous improvement effect on the relationship between CLCS and firm performances in a developing country. The results indicated that the CLCS is only possible when the managers in the manufacturing sectors emphasis on the QM practices in their firms.

Relationships between employee commitment and organizational cultures: a theoretical framework

2018 ◽  
Vol 26 (3) ◽  
pp. 398-414 ◽  
Author(s):  
Zoltán Krajcsák
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Employee Commitment ◽  
Theoretical Framework ◽  
Cultural Dimensions ◽  
Research Activity ◽  
Content Type ◽  
Self Evaluation ◽  
The Individual ◽  
The Relationship

Purpose The purpose of this study is to describe the relationship between organizational commitment and organizational culture with self-evaluation as a mediator variable. The theoretical framework evaluates the culture–commitment relationship based on the characteristics of the individual and underpins explanations of commitment patterns assigned to certain dimensions of organizational culture. Design/methodology/approach The study uses a purely theoretical approach, an instrument of which is abstract model creation. Findings The individual factors that reinforce deliberate, affective and professional commitment are the hierarchy culture; self-esteem; and self-efficacy, respectively. Research limitations/implications The existence of the relationship between the four factors of self-evaluation and the dimensions of the competing values framework (CVF) can be justified by secondary data analysis, although the direction of the causality is still questionable. Practical application of the theoretical model should be supported by empirical analyses in the future. Originality/value Research activity in organizational psychology is still mapping the elusive relationship between organizational culture and organizational commitment. In terms of organizational culture, the model is based upon the CVF and uses the five-dimension model of employee commitment instead of the mainstream concept of organizational commitment. This theoretical framework is suitable for evaluating the relationship between organizational culture and commitment when considering the individual features of the employee and supports the explanation of commitment patterns assigned to cultural dimensions.

Assessing the impact of organizational culture on achieving business excellence with a moderating role of ICT

2019 ◽  
Vol 26 (1) ◽  
pp. 117-146 ◽  
Author(s):  
Rassel Kassem ◽  
Mian Ajmal ◽  
Angappa Gunasekaran ◽  
Petri Helo
Keyword(s):  
Organizational Culture ◽  
Positive Role ◽  
Content Type ◽  
Ict Use ◽  
Business Results ◽  
Business Excellence ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this paper is to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture and consistency culture) on business excellence results criteria (customer results, people results, society results and business results) in the United Arab Emirates (UAE) and explore the moderating role of information and communication technology (ICT) use in both service and manufacturing industries.Design/methodology/approachData were collected by questionnaire from 448 managers in nine companies that have won the Sheikh Khalifa Excellence Award in the last three years. Structural equation modeling was used to examine the data.FindingsOrganizational culture is significantly related to business excellence. However, these effects varied for different business excellence criteria. Three organizational culture types had a significant positive role in achieving excellent customer-related results. All four types of organizational culture had a positive role in achieving excellent people-related results. Only two culture types had significant role in achieving excellent society-related results. Business results were positively related to a balance between the four types of organizational culture. ICT use moderated the relationship between organizational culture and results related to customers, people and business, but not society.Research limitations/implicationsThis study had some conceptual limitations. In particular, it considered the organizational culture as four types in the research model, but without structuring the indices under each type. It also had some methodological limitations. It was cross-sectional and used a self-administered questionnaire, which means that no causal relationships can be implied, and there may have been some bias in responding.Originality/valueThis is one of the first studies that investigate the relationship between organizational culture and business excellence in UAE excellence award-winning companies.

Institutional influence, cognition and competence of top managers and innovative firms

2014 ◽  
Vol 8 (1) ◽  
pp. 41-65 ◽  
Author(s):  
Kaidong Feng ◽  
Qunhong Shen ◽  
Shuming Zhao
Keyword(s):  
Resource Allocation ◽  
Analytical Framework ◽  
Institutional Environments ◽  
Content Type ◽  
Top Managers ◽  
Institutional Influence ◽  
Innovative Firms ◽  
Chinese Transition ◽  
The Relationship

Purpose – This paper aims to explore the relationship between the role of entrepreneurs and the innovation investment propensity of Chinese firms. This study is expected to enhance our understanding about the competence building of top management team for innovative development. Design/methodology/approach – The analytical framework draws upon the recent theoretical progress about innovative firms, cognition and competence building of top managers. A horizontal data comparison and four longitudinal case studies of representative firms in the Chinese power equipment industry are implemented. Findings – The cognitive backgrounds of top managers, which have a significant role in directing strategic resource allocation, are found to be influenced by institutional environments. Because the institutional environments which are under the Chinese transition impact different groups of firms in different ways, the relevant practices of these firms lead to dissimilar competence building of top managers. Originality/value – This paper establishes a nexus of “institutional influence–cognition–resource allocation”. Such a nexus highlights the role of cognition of top managers in influencing the strategy-making of firms. So it helps in explaining the conditions for competence building in firms.

Organizational culture profile of Malaysian high-tech industries

2015 ◽  
Vol 7 (1) ◽  
pp. 2-19 ◽  
Author(s):  
M Muzamil Naqshbandi ◽  
Sharan Kaur ◽  
Rashmi Sehgal ◽  
Indra Devi Subramaniam
Keyword(s):  
Organizational Culture ◽  
Cultural Dimensions ◽  
Survey Method ◽  
High Tech ◽  
Content Type ◽  
Five Dimensions ◽  
Top Managers ◽  
Culture Dimensions ◽  
Study Results ◽  
Ownership Types

Purpose – The role of organizational culture in determining success or failure of firms stands proven beyond doubt in numerous studies. The purpose of this paper is to examine organizational culture of the Malaysian high-tech sector and highlights the organizational culture dimensions most and least dominant in this sector. The study also examines differences with respect to organizational culture across the high-tech industries and different ownership types. Design/methodology/approach – Questionnaire survey method is used to collect the data from middle and top managers working in Malaysian high-tech industries. Findings – Five dimensions of organizational culture emerge in this study. Results indicate that harmony and social responsibility are the most and least dominant dimensions of organizational culture respectively. Significant differences are found in organizational culture across industries and ownership types. Originality/value – While organizational culture seems to be a fairly well-researched topic in Malaysia, there seems to be a dearth of studies investigating the issue of culture prevalent in the high-tech industries in Malaysia; this despite the paramount contribution of the high-tech industries to the Malaysian economy. This study identifies the culture of Malaysian high-tech industries, examines what cultural dimensions they focus on and do not, and compares organizational culture differences across industries and ownership structures.

The mediating role of TQM and organizational excellence, and the moderating effect of entrepreneurial organizational culture on the relationship between ERP and organizational performance

2016 ◽  
Vol 28 (6) ◽  
pp. 991-1011 ◽  
Author(s):  
Hassan Saleh Al-Dhaafri ◽  
Abdullah Kaid Al-Swidi ◽  
Rushami Zien Bin Yusoff
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Moderating Effect ◽  
Mediating Effect ◽  
Total Quality ◽  
Content Type ◽  
Organizational Excellence ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to investigate the relationship between enterprise resource planning (ERP) and organizational performance through examining the mediating effect of total quality management (TQM) and organizational excellence and the moderating effect of entrepreneurial organizational culture (EOC). Design/methodology/approach A survey questionnaire was used to collect the data from Dubai Police Departments. Out of the questionnaires distributed, 320 completed usable were returned and used for the analysis which employed partial least squares structural equation modelling methodology. Findings The results showed that there are positive and significant relationships between ERP, organizational excellence, TQM, and organizational performance. In addition, TQM was found to partially mediate the effect of ERP on organizational performance, where organizational excellence was found to fully mediate the effect on the same relationship. However, the moderating role of EOC on the ERP, TQM, and organizational performance was not confirmed. Practical implications Several practical implications have been gained from this study. It will increase the awareness of managers and decision makers to consider the constructs test to enhance the overall organizational performance in their organizations. The role of TQM and organizational excellence to facilitate the implementation of ERP is very critical. In addition, this research will increase the awareness of different stakeholders such as customers, supplier, and shareholders to integrate the proposed constructs examined to enhance the overall organizational performance. Originality/value The current study is one of the few or the only empirical study that examines the joint effect of ERP, TQM, organizational excellence, and EOC on organizational performance.

Drivers of supply chain integration and the role of organizational culture

2016 ◽  
Vol 22 (1) ◽  
pp. 89-115 ◽  
Author(s):  
Erlinda N. Yunus ◽  
Suresh K. Tadisina
Keyword(s):  
Organizational Culture ◽  
Supply Chain ◽  
Firm Performance ◽  
Manufacturing Firms ◽  
Supply Chain Integration ◽  
Equation Modeling ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose – Supply chain integration (SCI) is a set of practices driven by many factors and circumstances. The purpose of this paper is to examine firms’ internal and external drivers of SCI, evaluate the impact of the integration on firm performance, and further investigate the moderating role of organizational culture in strengthening the relationships between firms’ drivers and SCI. Design/methodology/approach – For the purpose of this study, manufacturing firms were identified as the focal firms in supply chains, and thus data were collected through a survey of 223 Indonesian-based manufacturing firms. Two informants from each firm became the respondents. Structural equation modeling was used to analyze the data. Findings – This study confirmed the positive relationship between SCI and firm performance. The results also indicated that internal driver, or specifically firms’ customer orientation (CO), triggered the initiation of SCI. Organizational culture, in terms of external focus, positively influenced the relationship between CO and SCI. Research limitations/implications – This study illustrates the important role of organizational culture in determining the shape of the relationship between firms’ drivers and SCI. The results of this study enhance the understanding of SCI, especially related to types of organizational culture that could promote the integration. Originality/value – This study brings a different dimension of SCI as this study provides evidence from a developing country, which might implement different practices as compared those of developed countries. This study provides a measure of internal drivers, which has not been empirically investigated. The new measure was tested and validated using a rigorous process, and thus could be employed in other studies with different settings.

Sign in / Sign up

Export Citation Format

Share Document