Impact of organizational culture on strategic planning

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Debadutta Kumar Panda
Keyword(s):  
Organizational Culture ◽  
Strategic Planning ◽  
Error Management ◽  
Collaborative Culture ◽  
Content Type ◽  
Management Culture ◽  
Advice Seeking ◽  
Strategic Plans ◽  
Error Management Culture ◽  
The Creation

PurposeThe purpose of this paper is to examine the impact of organizational culture on strategic planning and the role of leadership effectiveness in the association between organizational culture and strategic planning in Indian nonprofit organizations (NPOs).Design/methodology/approachData were collected from 441 respondents using a structured questionnaire. Common method bias was addressed through the use of multiple surveys. Structural equation modeling was used to process the data.FindingsAdvice-seeking interactions, collaborative culture and an error management culture positively impacted the creation and conceptualization of strategic plans in Indian NPOs. An error aversion culture did not significantly impact the creation and conceptualization of strategic plans. Leadership effectiveness moderated the relationship between “advice-seeking interactions” and the “creation and conceptualization” of the strategic plan, a “collaborative culture” and the “creation and conceptualization” of the strategic plan and an “error management culture” and the “creation and conceptualization” of the strategic plan.Originality/valueStrategic management literature on the determinants of the creation and conceptualization of strategic plans is scant. Further, it does not include the influence of cultural constructs such as advice-seeking interaction (ASI), collaborative culture (CC), error management culture (EMC), error aversion culture (EAC) on the creation and conceptualization of strategic plans. This study extends the debate on the culture–strategy nexus to help practitioners understand the importance of organizational culture (advice-seeking interaction, collaborative culture, error management culture, error aversion culture) in creating strategic plans.

Is “Do it right the first time” necessarily right?

2018 ◽  
Vol 30 (3) ◽  
pp. 1398-1418 ◽  
Author(s):  
Xingyu Wang ◽  
Priyanko Guchait ◽  
Juan M. Madera ◽  
Aysin Pasamehmetoğlu
Keyword(s):  
Organizational Commitment ◽  
Survey Methodology ◽  
Error Management ◽  
Employee Creativity ◽  
Group Efficacy ◽  
Content Type ◽  
Management Culture ◽  
Error Management Culture ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is threefold: first, to investigate the extent to which organizational error management culture impacts manager trust and group efficacy; second, to examine whether manager trust and group efficacy mediate the impact of error management culture on employee creativity; and third, to test whether manager trust and group efficacy mediate the impact of error management culture on employees’ organizational commitment. Design/methodology/approach Using a survey methodology, 345 front-line hotel employees in Turkey provided survey data. Amos 22.0 was used for data analysis. Findings Three major findings emerge. First, error management culture was found to have a significant positive influence on manager trust and group efficacy. Second, manager trust and group efficacy mediated the relationship between error management culture and employee creativity. Third, manager trust and group efficacy were found to mediate the relationship between error management culture and employees’ organizational commitment. Practical implications First, to promote employee creativity and their commitment to the organization, hotels need to cultivate an error management culture. Second, error management culture should be applied in hotels to build employee trust in their manager and boost their collective belief about group competency. Originality/value This is the first study that identified employee creativity and organizational commitment as outcomes of organizational error management culture. This is also the first study that examined the mediating effects of manager trust and group efficacy which helps in understanding the underlying mechanisms linking error management culture and employee attitudes. The current study provides significant contributions to understanding error management.

How does paradoxical leadership promote bootlegging: a TPB-based multiple mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jianfeng Jia ◽  
Zhi Liu ◽  
Yuyan Zheng
Keyword(s):  
Theoretical Model ◽  
Self Efficacy ◽  
Mediating Effect ◽  
Full Time ◽  
Error Management ◽  
Mediation Model ◽  
Multiple Mediation ◽  
Content Type ◽  
Management Culture ◽  
Error Management Culture

Purpose This study aims to explore the antecedents of bootlegging from the perspective of paradoxical leadership. Based on the theory of planned behavior (TPB), it examines a multiple mediation model with harmonious innovation passion, role breadth self-efficacy and perceived error management culture as mediators, to interpret why paradoxical leadership influences employee bootlegging. Design/methodology/approach To test the theoretical model, data were collected from 218 full-time employees from enterprises in Chinese cities using a three-wave time-lagged design. Path-analysis and a bootstrapping approach in Mplus7 were used to examine the hypotheses of the theoretical model. Findings The results show that paradoxical leadership has a positive influence on bootlegging. In the multiple mediation model, the effect paths of harmonious innovation passion and role breadth self-efficacy are significant but there is an insignificant difference in their power, while the effect path of perceived error management culture is insignificant, although it has a significant simple mediating effect and sequential mediating effect. Originality/value This study is among the first to show the influence of paradoxical leadership on bootlegging, responding to the research call to use the paradoxical factors to capture the antecedents of innovative behaviors. Second, this study enriches the outcomes of paradoxical leadership, that of bootlegging. Third, this study provides a TPB-based mechanism of how paradoxical leadership promotes bootlegging by increasing employees’ harmonious innovation passion, role breadth self-efficacy and perceived error management culture. This provides a new theoretical perspective to explain the relationship between paradoxical leadership and employee bootlegging. It also responds to the call for exploration of the multiple pathways of leadership.

The impacts of hotels’ error management culture on customer engagement behaviors (CEBs)

2017 ◽  
Vol 29 (12) ◽  
pp. 3119-3137 ◽  
Author(s):  
Wei Wei ◽  
Nan Hua ◽  
Xiaoxiao Fu ◽  
Priyanko Guchait
Keyword(s):  
Service Failure ◽  
Amazon Mechanical Turk ◽  
Customer Engagement ◽  
Error Management ◽  
Experimental Conditions ◽  
Content Type ◽  
Management Culture ◽  
Related Service ◽  
Error Management Culture ◽  
Management Approaches

Purpose Drawing upon an error management perspective, this study aims to examine how in the wake of an information security breach, a hotel’s error management culture influences customer engagement behaviors and trust. The potential moderating effects of the perceived error controllability are also assessed. Design/methodology/approach This study develops four experimental conditions concerning a privacy breach in Hotel A, where different levels of error controllability and error management culture are manipulated for testing hypotheses. Data collection is administered with the help of Amazon Mechanical Turk. Findings The findings from 235 former hotel guests show significant influences of error management culture on customer engagement behaviors, which are mediated by consumer trust. No moderating effect of the perceived error controllability is found. Practical implications This study stresses the significance of cultivating a high error management culture and communicating it to attract consumers. It also provides guidance to hoteliers for adopting effective error analysis and management approaches, improving customer engagement and, ultimately, enhancing the firm’s performance. Originality/value The results of this study expand the error management literature by studying the impacts of error management within the organization to its impacts on consumer-related outcomes. Further, this study contributes to the customer engagement literature by focusing on a series of customer engagement behaviors after a service failure scenario. Third, this study extends previous service failure and recovery literature to credence-related service encounters.

Learn to build an error management culture

2019 ◽  
Vol 28 (1) ◽  
pp. 57-73
Author(s):  
Elianne van Steenbergen ◽  
Danny van Dijk ◽  
Céline Christensen ◽  
Tessa Coffeng ◽  
Naomi Ellemers
Keyword(s):  
Corporate Culture ◽  
Error Management ◽  
Literature Study ◽  
Content Type ◽  
Management Culture ◽  
Tone At The Top ◽  
Error Management Culture ◽  
Cover Up ◽  
Depth Interviews ◽  
Do So

Purpose Emphasizing that errors are unacceptable and will be sanctioned does not prevent that errors are made – but can cause workers to cover up mistakes. Making an effort to identify things that go wrong to learn from them and prevent errors in the future offers a more fruitful approach. By sharing an applicable LEARN framework, this paper aims to inspire and give direction to financial corporations in building an error management culture within their organizations. Design/methodology/approach The behavior and culture team of the Dutch Authority for the Financial Markets (AFM) collaborated closely with social and organizational psychologists from Utrecht University to study error management. The results of a literature study were combined with the findings obtained from a survey (N = 436) and in-depth interviews (N = 15) among employees of 13 Dutch financial corporations that are active within the infrastructure of the capital markets. Findings Tone at the top and direct managers’ behavior were positively related to error management culture, which in turn related to more learning. Combining these findings with relevant psychological literature resulted in the LEARN framework, which can guide organizations in developing actions and interventions to build an effective error management culture: Let the board take ownership, Engage employees, Align structure and culture, Refocus from person to system and Narrate the best examples. Originality/value Stimulating financial corporations to start building a healthier corporate culture by offering the LEARN framework – and recruiting insights from social and organizational psychology to do so – extends traditional supervisory approaches.

Role of leadership, strategic planning and entrepreneurial organizational culture towards achieving organizational excellence: evidence from public sector using SEM

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hassan Al-Dhaafri ◽  
Mohammed Saleh Alosani
Keyword(s):  
Organizational Culture ◽  
Strategic Planning ◽  
Structural Equation ◽  
Partial Least Square ◽  
Least Square ◽  
Primary Data ◽  
Content Type ◽  
Organizational Excellence ◽  
Practical Implications

Purpose The purpose of this study is to study the collective effect of leadership, strategic planning and entrepreneurial organizational culture (EOC) on organizational excellence. Design/methodology/approach Using primary data obtained through a survey questionnaire, hypotheses have been developed for testing. Out of a total of 565 questionnaires, only 355 questionnaires were returned where data were collected from the Dubai police organization. The structural equation modelling (SEM) approach was used to analyse the collected data. Findings Statistical findings using SEM-partial least square confirmed the full mediating role of strategic planning as a mechanism between leadership and organizational excellence. In addition, the results reported a significant effect of leadership on strategic planning besides its impact on organizational excellence. Practical implications Results reported many valuable implications. The outcomes of this study have practical implications that will help managers, decision-makers and practitioners to consider the study’s variables to enhance the overall performance through achieving excellence. Originality/value The collective role of leadership, strategic planning, EOC and organizational excellence is studied as one of the most important empirical studies which bring original contribution to the existing body of knowledge.

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