Statistical Analysis of Inventory Management Systems on Organizational Performance

The main purpose of the study was to investigate the effect of physical distribution management on organizational performance by Rutungu Distributors Ltd, Kampala (U). The study assessed the relationship between order processing and organizational performance in Rutungu Distributors Ltd in an attempt to establish the relationship between storage and organizational performance in the organization. It also sought to find out the relationship between other aspects of inventory management on organizational performance within the company. The research used a case study design approach which was correlational considering both quantitative and qualitative approaches in the data collection, presentation, and analysis. The population of the study was several categories of employees of the company. Findings from the study depicted that there is a positive significant relationship between order processing and organizational performance implying that when a customer submits an order, it is verified to ensure the necessary information is included and processed promptly. Storage and organizational performance; this means that the company can reduce damage through good materials handling. There was a positive significant relationship between inventory control and organizational performance as a result of heavy investment in inventory control practices and procedures. There was also a positive significant relationship between transportation and organizational performance showing that the company has an effective automated transportation system, observes well-coordinated fleet management practices, and also has a good vehicle maintenance policy. The study thus recommends the company to continue reducing the time it takes to get an order to a customer’s premises and to replenish its stores as it is what every company desires, but while faster fulfilment and small order sizes make customers, and store managers happy, faster fulfilment comes at a cost.

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“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

VINE Journal of Information and Knowledge Management Systems ◽

10.1108/vjikms-12-2020-0232 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Timothy Shea ◽

Syed Aktharsha Usman ◽

Sengottuvel Arivalagan ◽

Satyanarayana Parayitam

Keyword(s):

Information Technology ◽

Organizational Culture ◽

Knowledge Management ◽

Organizational Performance ◽

Management Practices ◽

Self Report ◽

Content Type ◽

And Performance ◽

Information Technology Companies ◽

The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

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The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

Global Business Review ◽

10.1177/09721509211037209 ◽

2021 ◽

pp. 097215092110372

Author(s):

Satyanarayana Parayitam ◽

Shaik Mohamed Naina ◽

Timothy Shea ◽

Abdul Hameed Syed Mohideen ◽

Alex Aruldoss

Keyword(s):

Knowledge Management ◽

Resource Management ◽

Human Resource Management ◽

Organizational Performance ◽

Human Resource ◽

Management Practices ◽

Training And Development ◽

Learning Culture ◽

Hrm Practices ◽

The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

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Effects of Inventory Management on The Performance of State Corporations in Kenya

International Journal of Supply Chain and Logistics ◽

10.47941/ijscl.465 ◽

2020 ◽

Vol 4 (2) ◽

pp. 27

Author(s):

Kwambai Mercy Jelagat ◽

Dr. Samson Nyang’au Paul

Keyword(s):

Information Technology ◽

Technology Integration ◽

Inventory Control ◽

Inventory Management ◽

P Value ◽

Demand And Supply ◽

Independent Variables ◽

Control Techniques ◽

Unit Increase ◽

The Relationship

Purpose: The purpose of the study was to determine the effects of inventory management on the performance of state corporations in Kenya with an aim of making recommendations.Methodology: The study employed a descriptive research design. The researcher preferred this method because it allows an in-depth study of the subject. Data was collected using self-administered questionnaires. The study employed stratified random sampling technique in coming up with a sample size. Pilot study was carried out to establish the validity and reliability of the research instruments. The instruments were designed appropriately according to the study objectives. The data collected was analyzed by use of descriptive and inferential statistics. The study used multiple regression and correlation analysis to show the relationship between the dependent variable and the independent variables. The data generated was keyed in and analyzed by use of Statistical Package of Social Sciences (SPSS) version 24 to generate information which was presented using charts, frequencies and percentagesResults and conclusion: The regression equation above has established that taking all factors into account (inventory categorization, inventory control techniques, information technology integration and demand and supply forecasting) constant at zero, performance of state corporations in Kenya will be an index of 0.817.The findings presented also shows that taking all other independent variables at zero, a unit increase in inventory categorization will lead to a 0.537 increase in performance of state corporations in Kenya. The P-value was 0.000 which is less 0.05 and thus the relationship was significant. The study also found that a unit increase in inventory control techniques will lead to a 0.097 increase in performance of state corporations in Kenya. The P-value was 0.002 and thus the relationship was significant. In addition, the study found that a unit increase in information technology integration will lead to a 0.067 increase in the performance of state corporations in Kenya. The P-value was 0.000 and thus the relationship was significant. Lastly, the study found that a unit increase in demand and supply forecasting will lead to a 0.08 increase in the performance of state corporations in Kenya. The P-value was 0.001 and hence the relationship was significant since the p-value was lower than 0.05. The findings of the study show that, inventory categorization contributed most to the performance of state corporations in Kenya. The findings of the study indicated that; safety stock management, inventory control techniques, information technology integration and demand and supply forecasting have a positive relationship with performance of state corporations.Unique contribution to theory, policy and practice: Finally, the study recommended that public institutions should embrace inventory optimization practices so as to improve their performance and further researches should to be carried out in other public entities to find out if the same results can be obtained.

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Supply Chain Management Practices, Competitive Advantage and Organizational Performance

Operations and Service Management ◽

10.4018/978-1-5225-3909-4.ch054 ◽

2018 ◽

pp. 1181-1207 ◽

Cited By ~ 1

Author(s):

Rajwinder Singh ◽

H.S. Sandhu ◽

B.A. Metri ◽

Rajinder Kaur

Keyword(s):

Supply Chain ◽

Supply Chain Management ◽

Customer Satisfaction ◽

Competitive Advantage ◽

Organizational Performance ◽

Inventory Management ◽

Structural Equation Modelling ◽

Structural Equation ◽

Management Practices ◽

Chain Management

Supply chain is the process of continuous flow of products or services from source to the destination. Supply chain management has become an effective tool now a day to survive in this competitive world. Organizations do their best to harvest profits by adopting better supply chain management practices for competitive advantage and organizational performance. In this paper an attempt has been made to understand the relationship among supply chain practices, competitive advantage, and organizational performance using structural equation modelling. This research conceptualizes and develops five secondary dimensions of supply chain practices (Use of technology, SC speed, Customer satisfaction, SC integration, and Inventory management). The research also identifies four primary competitive advantage components (Inventory management, Customer satisfaction, Profitability, and Customer base identification) and six primary organizational performance components (Financial Performance, Market performance, SC competencies, Customer satisfaction, Stakeholder satisfaction, and Innovation and learning). The data for analysis was collected from top 10 non-livestock organized retail players operating in Punjab, Haryana, Chandigarh, New Delhi and, Gurgaon in India. The relationships in the proposed framework were tested using structural equation modelling. The results indicate that Indian retailers know that competitive advantage has high impact on SCP but they have less understanding in matching SCP and competitive advantage with organizational performance.

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The Relationship Between Work-Life Balance (WLB) and Firm Performance

Advances in Human Resources Management and Organizational Development - Handbook of Research on Organizational Culture and Diversity in the Modern Workforce ◽

10.4018/978-1-5225-2250-8.ch019 ◽

2017 ◽

pp. 402-411

Author(s):

Choi Sang Long

Keyword(s):

Firm Performance ◽

Organizational Performance ◽

Management Practices ◽

Longitudinal Research ◽

Synergistic Effects ◽

Performance Outcomes ◽

Favorable Effect ◽

And Performance ◽

The Cost ◽

The Relationship

It is paramount that firms accurately assess the cost-effectiveness of WLB policies as initiatives to conduct such policies involve cost. WLB policies should be considered due to synergistic effects by employing a variety of policies. The benefits are usually under-estimated while the costs over-estimated, as the latter is easier to measure. Until longitudinal research is conducted, we cannot discount the possibility that successful organizations are more likely to offer WLB practices, and that the practices themselves are not exerting any favorable effect on organizational performance. Instead, it might simply be that organizations offering WLB practices are more predisposed to engaging in high-quality management practices and that this approach usually generates a positive effect on employees and performance outcomes. Thus, we can surmise that improved firm performance is a result of effective management usually associated with the implementation of WLB policies in the workplace, and not solely because of WLB per se.

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Organizational Culture and Effect on Organizational Performance

Organizational Culture and Behavior ◽

10.4018/978-1-5225-1913-3.ch062 ◽

2017 ◽

pp. 1314-1328

Author(s):

Anas M. Bashayreh

Keyword(s):

Organizational Culture ◽

Organizational Performance ◽

Significant Relationship ◽

Study Data ◽

Insurance Companies ◽

Culture Dimensions ◽

Policies And Procedures ◽

The Relationship ◽

Organizational Expectations

Organizational culture is an important part to be considered by dynamic organizations in order to develop some competitive advantage to ensure enhanced organizational performance. This study aims to close the gap between understanding the role of organizational culture and the effect on organizational performance among the employees in insurance companies. The objective of this study is to examine the relationship between the dimensions of organizational culture and organizational performance among insurance companies operating in the Jordanian market. A sample of 240 respondents that were selected randomly from insurance companies participated in this study. Data were collected by survey questionnaire. Both descriptive and influential statistic namely frequency, mean, and multiple regression were used to analyze the data. The result shows that there is limited significant relationship between organizational expectations, encourage development, behavioral styles, and stability and communication and organizational performance. The results also showed that a significant relationship exists between policies and procedures and organizational performance. This study explored the results of the effect of organizational culture dimensions on organizational performance and to assess which organizational culture dimensions have a larger marginal impact on organizational performance. This study improved the managers' understanding on a way to improve organizational culture dimensions that have a vital impact on overall performance.

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Supply Chain Management Practices, Competitive Advantage and Organizational Performance

Global Business Expansion ◽

10.4018/978-1-5225-5481-3.ch039 ◽

2018 ◽

pp. 871-897

Author(s):

Rajwinder Singh ◽

H.S. Sandhu ◽

B.A. Metri ◽

Rajinder Kaur

Keyword(s):

Supply Chain ◽

Supply Chain Management ◽

Customer Satisfaction ◽

Competitive Advantage ◽

Organizational Performance ◽

Inventory Management ◽

Structural Equation Modelling ◽

Structural Equation ◽

Management Practices ◽

Chain Management

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Influence of Knowledge Management Practices on Entrepreneurial and Organizational Performance: A Mediated-Moderation Model

Frontiers in Psychology ◽

10.3389/fpsyg.2020.577106 ◽

2020 ◽

Vol 11 ◽

Author(s):

Cai Li ◽

Sheikh Farhan Ashraf ◽

Fakhar Shahzad ◽

Iram Bashir ◽

Majid Murad ◽

...

Keyword(s):

Knowledge Management ◽

Organizational Performance ◽

Structural Equation ◽

Dynamic Capabilities ◽

Management Practices ◽

Equation Model ◽

Opportunity Recognition ◽

Mediating Effect ◽

Knowledge Management Practices ◽

The Relationship

This study aims to identify the influence of knowledge management practices on the entrepreneurial and organizational performance with the mediating effect of dynamic capabilities and moderating role of opportunity recognition. Data were gathered from 486 entrepreneurs and applied a structural equation model to test the hypotheses. We found that knowledge management practices have a positive and significant influence on dynamic capabilities, as well as have a significant impact on entrepreneurial and organizational performance. Moreover, results indicated that dynamic capabilities partially mediate in the relationship between knowledge management practices on entrepreneurial and organizational performance. Furthermore, the relationship between knowledge management practices with entrepreneurial and organizational performance strengthening by opportunity recognition. Further, implications and limitations were discussed in the paper.

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Direct effects of knowledge management practices on organizational performance

Business Information Review ◽

10.1177/0266382120909073 ◽

2020 ◽

Vol 37 (1) ◽

pp. 30-37

Author(s):

Edwin Alexander Henao-García ◽

Nelson Lozada ◽

Jose Arias-Pérez

Keyword(s):

Knowledge Management ◽

Organizational Performance ◽

Structural Equation ◽

Management Practices ◽

Equation Modeling ◽

Feedback Systems ◽

Nonfinancial Performance ◽

Knowledge Management Practices ◽

The Impact ◽

The Relationship

The relationship between knowledge management (KM) and firm performance is an interesting field for both scholars and practitioners. Despite the extant literature, more studies are required in order to clarify the abovementioned relationship. The purpose of this article is to examine the impact of KM practices on financial and nonfinancial performance. KM practices are knowledge creation practices, continuous learning practices (CLP), knowledge and feedback systems (KFS), and management of employees’ individual competencies. Methodologically the study uses partial least squares structural equation modeling. The results show that KFS affect firms’ financial performance and that CLP do not influence oneither financial or nonfinancial performance.

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Knowledge Management Practices and Organizational Learning Have Positive Impacts on Organizational Performance of State-Owned Enterprises in Indonesia

Mediterranean Journal of Social Sciences ◽

10.5901/mjss.2017.v8n3p281 ◽

2017 ◽

Vol 8 (3) ◽

pp. 281-292 ◽

Cited By ~ 1

Author(s):

Ade Irma Susanty ◽

Madihah Salwa

Keyword(s):

Economic Development ◽

Knowledge Management ◽

Organizational Learning ◽

Organizational Performance ◽

Management Practices ◽

Positive Contribution ◽

Indonesian Government ◽

Strategic Implementation ◽

Knowledge Management Practices ◽

The Relationship

Abstract The performance of state-owned enterprises (SOEs) is rated as an important component of the economic development in Indonesia. Indonesian government has set strategic steps to fix the financial value of the SOEs. Knowledge management is one of strategic implementation of SOEs. The result of the researcher’s analysis reveals that the implementation of the knowledge management does not always give a positive contribution to the performance of the SOEs. Accordingly, it is important to conduct a research related to the efforts taken in implementing knowledge management and its impacts on organizational performance of the SOEs. The main objective of this study is to figure out the relationship between knowledge management and organizational performance by involving organizational learning as the intervening variable. This study involves six state-owned enterprises in Indonesia. The total number of respondents successfully examined were 189 employees of the six state-owned enterprises. The data was processed by SEM technique using AMOS 22 Software and the result shows that knowledge management has a significant impact by 45% toward organizational performance, and organizational learning influences significantly by 44% on organizational performance.

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