scholarly journals Organizational Culture: The Key to Improving Service Management in Industry 4.0

2022 ◽  
Vol 12 (1) ◽  
pp. 437
Author(s):  
Shuo-Fang Liu ◽  
Yao-Jen Fan ◽  
Ding-Bang Luh ◽  
Pei-Shan Teng
Keyword(s):  
Organizational Culture ◽  
Industry 4.0 ◽  
Structural Equation ◽  
Service Management ◽  
Management Practices ◽  
Environmental Changes ◽  
Customer Relationships ◽  
Field Analysis ◽  
Equation Modeling ◽  
Modeling Framework

Industry 4.0 can enhance the operational efficiency of the supply chain, but the current research mainly focuses on analytics and smart things. Many companies integrate their organizations more closely with data by adopting Industry 4.0, but this study found that some companies have changed their leadership, organizational, and customer relationships through the adoption of CPS. Industry 4.0 is a socio-technical system that should be explored in terms of management practices, employee feedback, and the cause-and-effect relationship between them. This study proposes a modeling framework using the Su-field analysis of TRIZ method (Theory of Inventive Problem Solving) and applies the Partial Least Squares Structural Equation Modeling (PLS-SEM) method to investigate the relationship between leadership, organizational culture, and service management in the Taiwan industry. The results show that the data analysis, CPS, IoT, and intelligent technologies of Industry 4.0 can facilitate connections within the value chain and increase agility in response to environmental changes. Companies must have a good organizational culture and provide the right incentives to gain the organizational commitment of their employees to implement Industry 4.0.

scholarly journals The Involvement of Sustainable Talent Management Practices on Employee’s Job Satisfaction: Mediating Effect of Organizational Culture

2021 ◽  
Vol 13 (23) ◽  
pp. 13320
Author(s):  
Racha Saleh ◽  
Tarik Atan
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Structural Equation ◽  
Management Practices ◽  
Positive Impact ◽  
Talent Management ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Equation Modeling ◽  
Public And Private

As institutions operate in a competitive market, there are always unexpected changes and difficulties that complicate academic and administrative positions and achieve key organizational goals and objectives. This paper aimed to assess the link of sustainable talent management practices on employee job satisfaction in the higher education sector located in North Lebanon and to reinforce this relationship by taking into account the mediating effect of the organizational culture. A structured questionnaire has been distributed to study a research sample of 200 randomly selected workers from ten public and private Lebanese institutions. Structural equation modeling was used to assess the presented hypotheses. The findings indicated a strong and significant positive relationship between the sustainable talent management practices and employee’s job satisfaction, whereas organizational culture had a mediation effect on the relationships between independent variables, with a statistically significant positive impact, and a statistically significant negative indirect effect relationship between knowledge sharing and employee’s job satisfaction. The study engages a fit model to clarify the relationship between sustainable talent management practices and employee’s job satisfaction. Hence, the study encourages organizations to take advantage of sustainable talent management practices within their institutions to further develop their competitive achievement along with the satisfaction of their employees.

scholarly journals The Relation among Organizational Culture, Knowledge Management, and Innovation Capability: Its Implication for Open Innovation

2021 ◽  
Vol 7 (1) ◽  
pp. 66
Author(s):  
Long Lam ◽  
Phuong Nguyen ◽  
Nga Le ◽  
Khoa Tran
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Open Innovation ◽  
Structural Equation ◽  
Management Practices ◽  
Sustainable Growth ◽  
Primary Data ◽  
Equation Modeling ◽  
High Tech ◽  
Innovation Capability

It is widely acknowledged that enhancing innovation capability is an inevitable requirement for the survival and sustainable growth of firms operating in the information technology sector. Therefore, this study was conducted to explore the relationship among organizational culture, knowledge management and innovation capability in the open innovation environment to provide useful suggestions and recommendations for managerial practices within the high-tech industry. Primary data collected from 182 high-tech firm’s representatives were processed by using the Structural Equation Modeling approach. The results showed that knowledge management was strongly correlated with innovation capability. The positively significant relationship between organizational culture and knowledge management was also confirmed. Overall, the findings suggest that an open innovation culture of an organization in which mutual trust, collaboration and learning are promoted by supportive and participative leaders is more likely to increase the efficiency of knowledge management practices; thus, eventually lead to enhanced innovation capability of the firm.

Building Proper Organizational Culture for IR 4.0 and Sustainability—A Conceptual Framework

2020 ◽  
Vol 17 (5) ◽  
pp. 2172-2175
Author(s):  
Sreenivasan Jayashree ◽  
C. A. Malarvizhi ◽  
Mohammad Nurul Hassan Reza
Keyword(s):  
Organizational Culture ◽  
Industry 4.0 ◽  
Structural Equation ◽  
Business Models ◽  
New Technologies ◽  
Design Procedure ◽  
Equation Modeling ◽  
Manufacturing Companies ◽  
Cross Sectional Survey ◽  
Cross Sectional

The use of new technologies in the industrial environment is entering a new era referred to as the 4th industrial revolution. This digital revolution appeals to enterprises due to different competitive advantages it offers. Industry 4.0 helps enterprises to change the products and production arrangement relating to the design, procedure, function and services. And the accomplishment of this concept has additional outcome for management and upcoming employment through generating new business models. Organizations can build their sustainability by implementing the principles of IR 4.0 and thus they can move towards a more sustainable society as well as the best and ecological production process. As a result, there is a primary need for supporting companies in the adaptation to Industry 4.0 technologies, and point them for developing their competencies in an identical, objective, and repeatable way. It’s the high time for Malaysian manufacturing companies to build transit to IR 4.0 as their current industrial range is 2.0 to 3.0. This study aims to assist the organizations through providing comprehensive guidance by exploring the dimensions of organizational culture. The study is planned to employ a cross-sectional survey and Structural Equation Modeling (SEM) will be used for data analysis.

Organizational Culture, Social Capital, and Knowledge Management

2020 ◽  
Vol 16 (2) ◽  
pp. 52-66
Author(s):  
Leila Afshari ◽  
Ali Hadian Nasab ◽  
Geoff Dickson
Keyword(s):  
Social Capital ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Structural Equation ◽  
Management Practices ◽  
Equation Modeling ◽  
Significant Positive Effect ◽  
Mediating Role ◽  
Positive Effect

This study examined the mediating role of social capital on the relationship between organizational culture and knowledge management. Data were obtained from bank employees in Iran. After a screening process, the data from a sample of 127 employees was used to test the mediation model using structural equation modeling (SEM). The results indicated that organizational culture had a significant positive effect on knowledge management and social capital. Furthermore, social capital had a significant positive effect on knowledge management confirming the mediating role of social capital. The current research contributes to the knowledge management literature by exploring a plausible explanation for the strong relationships between organizational culture and knowledge management. This study encourages practitioners to develop social capital and mutual trust among employees to promote effective knowledge management practices.

Impact of organizational culture on quality management practices: an empirical investigation

2018 ◽  
Vol 25 (5) ◽  
pp. 1406-1428 ◽  
Author(s):  
Vishal Singh Patyal ◽  
Maddulety Koilakuntla
Keyword(s):  
Organizational Culture ◽  
Quality Management ◽  
Cultural Values ◽  
Cultural Context ◽  
Structural Equation ◽  
Management Practices ◽  
Business Strategies ◽  
Equation Modeling ◽  
Content Type ◽  
Manufacturing Organizations

PurposeThe purpose of this paper is to empirically examine the organizational culture (OC) of the competing values framework (CVF) on quality management (QM) practices. Specifically, it tests OC on two views, QM practices, i.e. the infrastructure quality and core QM practices.Design/methodology/approachThe proposed hypotheses were tested using empirical data drawn from 262 manufacturing organizations in India. The research model developed was analyzed using structural equation modeling technique.FindingsThe findings of this study revealed that the hierarchical and rational cultures are the dominant types of culture, and top management commitment and Six Sigma structure are the most important aspects of the infrastructure and core QM practices in Indian manufacturing organizations. Further, the results of the study showed that group culture and development culture are the most supportive culture types for both infrastructure and core QM practices. On the contrary, hierarchical and rational culture types are the least supportive for infrastructure and core QM practices. The study proposes the need for the mixed culture approach that facilitates the adoption of business strategiesPractical implicationsBefore implementing infrastructure and core QM practices, managers must understand the importance of cultural values in their organization to facilitate effective implementation of QM.Originality/valueThis paper contributes to the existing literature by providing empirical evidence leading to the relationship between OC and QM practices. This is the first study that empirically examined the Indian cultural context using CVF, thus contributing to the scarce body of literature particularly in the developing countries.

Does employee understanding of strategic objectives matter? Effects on culture and performance

2020 ◽  
Vol 13 (4) ◽  
pp. 477-493 ◽  
Author(s):  
Radoslaw Nowak
Keyword(s):  
Organizational Culture ◽  
Structural Equation ◽  
Service Management ◽  
Critical Role ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Business Organizations ◽  
Content Type ◽  
Strategic Objectives ◽  
And Performance

PurposeThe purpose of this paper is to investigate whether employees' understanding of their organization's strategic objectives could be used by business organizations to develop a desired type of organizational culture that will improve business performance.Design/methodology/approachStructural equation modeling (SEM) was conducted on the data collected in 2018 from professionals working in the healthcare industry in the USA.FindingsSEM revealed the positive effect of employee understanding of their organization's strategic objectives on the development of a serving culture, and the mediating effect of serving culture on the relationship between employee understanding of strategic objectives and performance.Research limitations/implicationsThis study emphasizes that having a well-defined mission and strategic goals may not be sufficient. Business organizations must also ensure that all employees clearly understand the meaning of such objectives. Employee understanding can become instrumental, as it could allow business organizations to develop a desired type of organizational culture that will support the implementation of the firm's strategic objectives.Originality/valueThe study is a valuable addition to past research. First, it advances the literature on strategy by exploring the critical role of employee understanding of their organization's strategic objectives in the context of culture and performance. Thus, it allows scholars to better explain how business organizations could more effectively utilize their process of strategic planning. In the domain of organizational culture, the paper contributes by identifying a new antecedent of serving culture. Furthermore, the paper also contributes to the literature on service management by identifying a mechanism that service organizations could use to increase their performance.

Effect of Organizational Culture and Organizational Commitment to Employee Performance through Organizational Citizenship Behavior (OCB) as Intervening Variables (Study on Bappeda Litbang Provinsi Bali)

2018 ◽  
Vol 9 (08) ◽  
pp. 20997-21013
Author(s):  
Anom Suwibawa ◽  
Anak Agung Putu Agung ◽  
I Ketut Setia Sapta
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Employee Performance ◽  
Sem Analysis ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
The Individual

Organizational culture as the values, principles, traditions and ways of working shared by members of the organization and affect the way they act. Organizational commitment has an important role of employee performance. The commitment can be realized if the individual in the organization, running their rights and obligations according to their duties and functions and functions within the organization, because the achievement of organizational goals is the work of all members of the organization that are collective Vipraprastha, Sudja,  & Yuesti (2018). Respondents in this study are Civil Servants (PNS) at least have been working for 2 years. The number of respondents in this study were 86 respondents using Nonprobability technique that is saturated samples or often called total sampling. This research uses SMARTPLS 3 Structural Equation Modeling (SEM) analysis. The results of this study indicate that: 1) organizational culture has a positive and significant effect on Organizational Citizenship Behavior (OCB); 2) Organizational Citizenship Behavior (OCB) has positive and significant impact on Organizational Citizenship Behavior (OCB); 3) Organizational Citizenship Behavior employee, 4) organizational culture has a positive effect on the performance of employees, either partially or through Organizational Citizenship Behavior (OCB), 5) Organizational commitment has no effect on employee performance.

scholarly journals The Role of Cultural Differences in Customer Retention: Evidence from the High-Contact Service Industry

2021 ◽  
pp. 109634802110149
Author(s):  
Kim-Shyan Fam ◽  
Boon Liat Cheng ◽  
Tat-Huei Cham ◽  
Mandy Tan Chia Yi ◽  
Hiram Ting
Keyword(s):  
Cultural Difference ◽  
Structural Equation ◽  
Service Industry ◽  
Customer Orientation ◽  
Customer Retention ◽  
Business Environment ◽  
Corporate Image ◽  
Customer Relationships ◽  
Customer Engagement ◽  
Equation Modeling

Current tourism landscape and dynamism of the business environment have increased market competitiveness in the high-contact service industry. Hotel operators must now pay greater heed to customer retention by exploring ways to improve customer engagement and experience. Toward this end, this study aimed to examine the interplays between relationship marketing, perceived service quality, corporate image, customer satisfaction, and customer loyalty, as well as the moderating effect of cultural difference between Asian and Western tourists. Using a questionnaire, data were collected from 400 international tourists and analyzed with the structural equation modeling technique. While the direct relationships pertaining the variables of interest were found to be significant, Asian tourists appeared to hold stricter standards in employee–customer interactions and satisfaction-based loyalty than Western tourists. Discussion and implications are provided to promote the development of fruitful hotel–customer relationships in this industry with a heightened customer orientation.

Green Practices Implementation as Prerequisite to Sustain Firm Competitive Advantages

2015 ◽  
Vol 6 (4) ◽  
pp. 34-53
Author(s):  
Kardison Lumbanbatu ◽  
Vincent Didiek Wiet Aryanto
Keyword(s):  
Product Innovation ◽  
Structural Equation ◽  
Large Scale ◽  
Management Practices ◽  
Corporate Image ◽  
Equation Modeling ◽  
Competitive Advantages ◽  
Green Management ◽  
Marketing Performance

Encompassing firms to apply green policy in a holistic management practices are strongly required in order to maintain competitive advantages and experience long-term marketing performance. This current empirical research is aimed to fill the lack of empirical findings and empirical studies on firm's innovative concept. Green-based product innovation, green management practices and green corporate image are presented as the antecedents and postulated as the sources of sustaining firm competitive advantages. A questionnaire-based survey was deployed to collect data from Large Scale Enterprises in Indonesia with Top Management, Operational and Marketing Managers served as respondents. 500 questionnaires were mailed and 388 were valid for further analysis. Data was analyzed by using Confirmatory Factor Analysis (CFA) and Structural Equation Modeling (SEM) via AMOS statistical software. Statistical findings demonstrated that green-based product innovation, green management practices and green corporate image significantly has a positive affect to sustain firm competitive advantages which is led to enhance long term marketing performance. However, green-based product innovation plays insignificant direct relationship on long term marketing performance. This study discusses some managerial implications for enterprises and recommendations on a basis of green implementation.

scholarly journals Impact of Industry 4.0 on Corporate Financial Performance: A Moderated Mediation Model

2021 ◽  
Vol 13 (11) ◽  
pp. 6069
Author(s):  
Hong-Long Chen
Keyword(s):  
Financial Performance ◽  
Industry 4.0 ◽  
Structural Equation ◽  
Moderated Mediation ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Corporate Financial Performance ◽  
Bootstrap Sampling ◽  
Mediation Effects ◽  
Moderated Mediation Model

Many studies advance the contemporary technologies of Industry 4.0. However, relatively little is known about how Industry 4.0 affects corporate financial performance. Using a survey, bootstrap sampling, and structural-equation modeling, this study evaluates the moderated mediation effects of Industry 4.0 maturity on financial performance. The results show that Industry 4.0 maturity significantly affects internal business process performance (IBPP), which influences customer performance through the mediating effect of supply chain performance (SCP), and IBPP and SCP affect financial performance fully through the mediating effect of customer performance. The results also show that Industry 4.0 maturity moderates the positive relationship between customer performance and financial performance. Customer performance and IBPP have the largest direct and total effects on financial performance in the context of Industry 4.0 implementation, respectively. The results indicate that Industry 4.0 magnifies the potential returns to companies mainly through IBPP, SCP, and customer performance. This study offers an enhanced understanding of the financial implications of Industry 4.0 implementation and provides insights into the factors through which Industry 4.0 maturity influences financial performance.

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