No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Innovation-Supportive Culture: The Impact of Organizational Values on Process Innovation
Journal of Operations Management
Abstract
For managers, innovation is vital, but paradoxical, requiring flexibility and empowerment, as well as control and efficiency. Increasingly, studies stress organizational culture as a key to managing innovation. Yet innovation-supportive culture remains an intricate and amorphous phenomenon. In response, we explore how organizational values – a foundational building block of culture – impact a particular process innovation, the implementation of advanced manufacturing technology (AMT). To unpack this scarcely studied construct, we examine three-dimensions of organizational values: value profiles, value congruence and value–practice interactions.
... Research examining organizational culture as a form of informal control has revealed that the values perceived by managers and operators significantly influence innovation. Specifically, control values that emphasize efficiency may constrain organizational members' freedom, whereas flexibility values tend to enhance their degree of freedom (Khazanchi, Lewis, & Boyer, 2007). This study frames the relationship between informal control and organizational members' freedom as a paradox. ...
... This section explores the relationship between informal control and negative freedom. Previous research emphasizes the role of organizational culture in shaping member behavior through informal and uncodified values (Khazanchi, Lewis, & Boyer, 2007;Grabner, Klein, & Speckbacher, 2022). Khazanchi, Lewis, and Boyer (2007) utilized survey data from 110 factories to examine how control and flexibility values within organizational cultures that support innovation influence the adoption of process innovations, specifically Advanced Manufacturing Technology (AMT). ...
... Previous research emphasizes the role of organizational culture in shaping member behavior through informal and uncodified values (Khazanchi, Lewis, & Boyer, 2007;Grabner, Klein, & Speckbacher, 2022). Khazanchi, Lewis, and Boyer (2007) utilized survey data from 110 factories to examine how control and flexibility values within organizational cultures that support innovation influence the adoption of process innovations, specifically Advanced Manufacturing Technology (AMT). Control values refer to the extent to which organizational members perceive stability, efficiency, and predictability, while flexibility values reflect perceptions of empowerment, growth, transformation, and adaptability. ...
... It implies that OM bundle practices aligned with the stronger organizational culture type will be more effective, as consistency leads to a positive attitude and acceptance of practices by employees (Lozeau et al., 2002). The contingency perspective suggests that OM practices in opposing quadrants are misaligned (Denison and Spreitzer, 1991) because the mixed messages about appropriate practices (Lewis, 2000;Khazanchi et al., 2007) can cause anxiety that negatively affects outcomes (Smith and Lewis, 2011). Figure 3 highlights the effect of dominant organizational culture profiles on OM practice effectiveness, showing the appropriate OM practice bundle for each targeted outcome. ...
... This gives them a negative predisposition toward create bundle practices, and thus, they refrain from discretionary behaviors, reducing creativity and avoiding experimentation (B€ uschgens et al., 2013). In contrast, an adhocracy-dominant organizational culture profile supports practices embedded in the create practice bundle, which lead to better innovation-related outcomes; their focus on flexibility, discretion and dynamism causes employees to challenge assumptions and engage in experiments (Khazanchi et al., 2007). For example, 3M's organizational culture values individual initiative and tolerates mistakes, supporting innovation-related outcomes through the development of new product opportunities (Canato et al., 2013). ...
... In a clan-market eclectic organizational culture profile, the effectiveness of compete bundle practices, such as integration with suppliers and other SC partners, is enhanced because employees understand that involvement and openness to cooperating (clan) help achieve their firm's goals (market) (Foerstl et al., 2021). Similarly, the impact of collaborate bundle practices is magnified by the value placed on employee initiative and development (clan) with customer-focused goals and objectives (market) that facilitate trusting employees to experiment (Khazanchi et al., 2007). Idea exchange and open discussion (clan) are encouraged through rewards and incentives aligned with organizational goals (market) (Naor et al., 2008). ...
Purpose
This paper investigates how a firm’s organizational culture profile (configuration of organizational culture types) influences the effectiveness of operations management (OM) practices in improving their targeted outcomes.
Design/methodology/approach
We developed alternative hypotheses based on contingency and paradox perspectives to predict the effectiveness of OM practices in dominant (one prevalent organizational culture type) vs eclectic (opposing organizational culture types at a similar level) organizational culture profiles. They were tested using data from over 7,000 respondents across 330 manufacturing plants in 15 countries.
Findings
Consistent with contingency theory, OM practices oriented toward innovation are more efficacious in plants with an adhocracy-dominant organizational culture profile and practices targeting supply chain (SC) control are less effective in a clan-dominant organizational culture profile. Consistent with paradox theory, OM practices oriented toward efficiency or SC control are more effective in plants with an eclectic organizational culture profile.
Practical implications
This study offers relevant practical implications regarding the effectiveness of various OM practices, whether they are used in an aligned dominant organizational culture profile or in an eclectic organizational culture profile.
Originality/value
Previous research on organizational culture provides a limited understanding of the effectiveness of OM practices in the presence of strategic tensions, such as opposing organizational cultures or opposing targeted outcomes. This research concludes that the validity of the contingency or paradox perspective depends on strategic tensions faced, with important implications for research and practice.
... Employee empowerment refers to management practices aimed at delegating power and responsibility to lower-level workers by enabling participative decision making and autonomy in work processes (Çakar & Ertürk, 2010;Khazanchi et al., 2007). Key elements of empowerment include transfer of authority, access to resources, participation in goal setting, skill enhancement, expression of creativity, and minimize bureaucratic constraints. ...
... Key elements of empowerment include transfer of authority, access to resources, participation in goal setting, skill enhancement, expression of creativity, and minimize bureaucratic constraints. (Choi, 2007;Khazanchi et al., 2007). It also enables leveraging of frontline ideas and expertise, improving agility and customer orientation (Çakar & Ertürk, 2010). ...
... It also enables leveraging of frontline ideas and expertise, improving agility and customer orientation (Çakar & Ertürk, 2010). At the organizational level, empowerment builds a trust-based culture, creative climate, and flat structures ideal for innovation in uncertain, complex environments (Khazanchi et al., 2007). ...
This study examines the impacts of human resource planning (HRP) practices relating to teamwork and employee empowerment on the organizational performance of software firms in Pakistan. While prior research shows bundles of HRP initiatives can benefit outcomes like innovation and financial growth, there is limited focus on specific mechanisms, especially in developing country IT sectors facing talent pressures. Through a survey of 105 software companies, regression modeling indicates teamwork and empowerment together explain 48.7% of performance variation. Both practices display significant positive relationships, validating social exchange, human capital, and ability-motivation-opportunity theories positing that progressive HR systems boost competencies, creativity, and motivation to drive organizational success. However, teamwork has a relatively stronger effect. These findings carry important implications. Theoretically, they provide granular insights beyond broad HRP bundles on how contextual practices like collaboration and autonomy-support stimulate software sector outcomes. For practice, they underscore the need for targeted investments in team initiatives, empowerment policies, and complementary HRM ecosystems beyond efficiency, as software human capital is a vital asset for innovation and growth. Nonetheless, limitations of the cross-sectional design point to opportunities for longitudinal and qualitative research on mediating mechanisms and integrative bundles tailored to software industry dynamics. Overall, by highlighting the performance returns of contextual HRP dimensions in Pakistan’s burgeoning software space, this study offers actionable guidance for harnessing human capital while also elucidating theoretical linkages between targeted HR practices and organizational effectiveness.
... Following prior studies, we adopt a FOC-COC framework of OC in the competing value model to understand the difference in firms' responses to institutional pressure (Khazanchi et al., 2007). FOC and COC provide a comparative lens for evaluating value orientations at intra-and inter-organisational levels, thereby constructing a credible quantitative approach for examining OC. ...
... FOC and COC provide a comparative lens for evaluating value orientations at intra-and inter-organisational levels, thereby constructing a credible quantitative approach for examining OC. Particularly, FOC emphasises creativity, spontaneity and risk-taking (Berthon et al., 2001), whereas COC values productivity, order and predictability (Khazanchi et al., 2007). Consequently, a FOC-COC framework can be utilised in this study to examine the role of OC in the achievement of socially SSCM. ...
... Organisations with FOC prefer unique practices to stand out from competitors, as they believe that heterogeneity contributes to their competitive advantage (White et al., 2003). Previous studies have suggested that firms with different OCs may have various interpretations of external environment and thus lead to different responses to institutional pressure (Khazanchi et al., 2007;McDermott & Stock, 1999). ...
This study aims to explore the factors that motivate firms to adopt socially sustainable supply chain management (socially SSCM) practices. To address this question, we seek to investigate the effect of institutional pressure on firms' socially SSCM (i.e., assessment and collaboration) and the mediating role of top management support (TMS) for social initiatives. We also argue that organisational culture, which comprises flexibility and control orientation, influences the process from institutional pressures to TMS for social initiatives. Using survey data from 248 buyer–supplier dyads in China, we find that institutional pressure positively influences companies to enhance socially SSCM, including assessment and collaboration practices. Moreover, TMS for social initiatives plays mediating role in the relationship between institutional pressure and socially SSCM. Moreover, flexibility‐orientated culture weakens the influence of institutional pressure on TMS for social initiatives, whereas the effect of institutional pressure on TMS for social initiatives intensifies as control‐orientated culture increases. This study contributes to the literature by stressing the social dimension of SSCM and linking institutional and organisational factors involved in social ethics issues to understand buying firms' tendency to achieve socially SSCM.
... Previous studies emphasize the role of organizational values in strategic choice, decision-making, and achieving the goals of the business (Bourne & Jenkins, 2013;Malbašić et al., 2015). The same goes for innovation, Khazanchi et al (2007) stress how organizational values impact a particular process innovation and interestingly, it is also a fundamental building block of culture (Khazanchi et al., 2007). In this case, our participants also underline the essential role of organizational values as seen in Figure 3 below: Our participants reveal the engagement between owners and employees in daily operations, decision-making, and communication may shape congruence values. ...
... Previous studies emphasize the role of organizational values in strategic choice, decision-making, and achieving the goals of the business (Bourne & Jenkins, 2013;Malbašić et al., 2015). The same goes for innovation, Khazanchi et al (2007) stress how organizational values impact a particular process innovation and interestingly, it is also a fundamental building block of culture (Khazanchi et al., 2007). In this case, our participants also underline the essential role of organizational values as seen in Figure 3 below: Our participants reveal the engagement between owners and employees in daily operations, decision-making, and communication may shape congruence values. ...
Currently, the innovation process in small businesses faces a huge challenge due to the low level of success of innovation ideas and products. This study aims to discover the missing aspects of building the innovation process by conducting an inductive study of small businesses in Indone-sia. This study employs a qualitative approach with seven case studies using in-depth interviews and observations. The novelty of this study is discovering three main themes in the successful innovation process in small businesses, namely personal values, which create leadership style, organizational values, and culture adoption. Following that, the findings may complement the previous innovation process model and enrich the innovation literature.. This paper draws on social capital theory to discuss the theoretical implications, and on the practical side, the findings can assist entrepreneurs in what basic elements to understand and what to do before starting the innovation process. This study contributes to the ongoing debates on suitable innovation processes for small businesses.
... Calantone, Cavusgil, and Zhao (2002) emphasize that a firm must be innovative to survive in turbulent environments. In addition, firm innovation provides a sustainable competitive advantage (Khazanchi, Lewis, and Boyer 2007;Wang 2020). ...
... Technology serves as a significant driver of innovation in SC digitalization (Seyedghorban et al. 2020). However, technologies alone cannot influence firm innovation (Vial 2019), but rather people, organizational culture, and atmosphere for innovation play a key role in the firm innovation process (Khazanchi, Lewis, and Boyer 2007;Koufteros, Vonderembse, and Jayaram 2005;Prajogo and Ahmed 2006;Vial 2019). It is important to note that firm innovation may also lead to adverse outcomes. ...
This study investigates the impact of supply chain digitalization on agility through the lens of innovation within firms. Employing a resource‐based view and dynamic capabilities approach, we analyze the relationship between supply chain digitalization and agility. This exploration is essential for fostering an agile supply chain capable of addressing challenges post COVID‐19. The empirical data were gathered through a survey administered in the Emirates. Factor analysis was performed to validate the measurement models and structural equation modeling techniques were employed to test the hypotheses. Further, the study analyses the mediating role of firm innovation between digitalization and supply chain agility within companies. The findings suggest that firm innovation serves as a significant mediator. Moreover, a multigroup analysis was conducted to examine the moderating effects in the research models, revealing that firm innovation plays a pivotal role in elucidating the mechanism between supply chain digitalization and agility. This study offers valuable insights into supply chain agility and resilience post COVID‐19 and makes a significant contribution to the literature on supply chain digitalization.
... For instance, Jassawalla and Sashittal (2002) propose that an organizational innovative culture can serve as a guiding framework, aligning employee behavior with the organization's innovation objectives. Khazanchi et al. (2007) emphasize that a supportive culture for innovation is a key factor in managing process innovation. An innovative organizational culture that fosters experimentation, freedom, playfulness, risk-taking, and empowerment is critical for enhancing process innovation. ...
... Last but not least, our study underscores the pivotal role of organizational innovation, elucidating its influence in fostering a culture of creativity and innovation that permeates every stratum of an organization. There's a growing consensus in existing studies that highlights the profound impact of an organization's culture of innovation in directing its innovative endeavors (Khazanchi et al., 2007;Naranjo Valencia et al., 2010). Particularly in the realm of process innovation, where the integration of cutting-edge technologies is paramount, a culture inclined towards innovation proves invaluable. ...
Purpose
This paper aims to examine the effects of intellectual property rights (IPRs) on firm performance, considering the mediating effect of process innovation and the moderating effect of organizational innovation. Additionally, this study investigates both the direct and indirect effects of IPRs on firm performance.
Design/methodology/approach
We employed partial least squares structural equation modeling (PLS-SEM) to examine proposed hypotheses. Our analysis attempted to analyze 3,750 Korean firms sourced from the Science and Technology Policy Research Institute (STEPI).
Findings
Process innovation mediates the relationship between IPRs and firm performance, and organizational innovation moderates the relationship between IPRs and process innovation. As a result, process and organizational innovation positively and indirectly affect firms’ financial performance. Also, IPRs can be regarded as a crucial resource for service firms, contributing to enhancing their performance.
Research limitations/implications
The results of this study imply that IPRs can act as valuable intellectual resources for firms, improving financial performance. The mediating role of process innovation in the relationship between IPRs and firm performance highlights the significance of process innovation as a principal resource applicable to both the service and the manufacturing industries. Additionally, this study reveals that organizational innovation plays a vital role in determining firm performance by moderating the relationship between IPRs and process innovation. For the limitation of this study, it is important to acknowledge that the research primarily focuses on examining firms’ internal resources, while innovation activities can be significantly influenced by external knowledge resources as well. To address this limitation, future research should consider integrating the influence of external knowledge resources to provide a more well-rounded perspective on the relationship between IPRs, innovation, and firm performance.
Practical implications
This study holds two significant practical implications. First, from a corporate management perspective, service firms can improve their financial performance by developing or improving process innovations. This underscores the importance of investing in and fostering process innovation within an organization to achieve better financial outcomes. Second, from the corporate managers’ perspective, organizational innovation is crucial in improving firm performance, particularly when combined with IPRs and process innovation. This suggests that a holistic approach to innovation, encompassing both organizational and process-oriented initiatives, can lead to more substantial positive effects on firm performance. Finally, managers should proactively manage and regulate IPRs at various organizational levels, especially in the rapidly evolving digital landscape. By safeguarding and strategically leveraging their IPRs, companies can position themselves advantageously and capitalize on the opportunities presented in the digital realm.
Originality/value
This study shows that firm innovations can dynamically shape the relationship between IPRs and firms’ performance. This highlights the significant potential for firms to leverage their intellectual resources strategically to create novel and competitive products or services. Adopting a resource-based view, this study suggests that firms can enhance their competitive advantage and overall performance by effectively utilizing and collaborating with IPRs and innovations.
... Aunque la innovación es un requisito para que las empresas logren resultados sobresalientes, esta no se llevaría a cabo sin la colaboración de todos los empleados que forman parte de éstas (Naranjo et al., 2011). Consecuentemente, se debe subrayar la importancia de los valores culturales y sociales, las normas y los comportamientos que influyen en la innovación, ya que esto da lugar a una cultura en la que las percepciones de adaptarse al entorno sean prioritarias en todos los niveles de la organización (Khazanchi et al., 2007). ...
... La innovación exitosa requiere de flexibilidad en su cultura, este es un rasgo importante que habilita la creatividad, empoderamiento de los empleados y el cambio requerido para alcanzar objetivos de corto, mediano y largo plazo. Esto aprovecha las competencias básicas presentes en la organización (Schneider, 1987;Khazanchi et al., 2007). ...
La finalidad de este texto es presentar una revisión bibliográfica de la evolución del concepto de la cultura de innovación en los últimos 37 años, entendiendo que las organizaciones como tal deben responder y evolucionar a los cambios que el entorno presenta. En la era de la globalización y competitividad económica entre las naciones, se ha venido intensificando, de la mano del progreso tecnológico que lidera el ciclo de vida del producto, la importancia de la innovación para crear un desarrollo económico sostenible y ventaja competitiva. Uno de los factores que influyen en la innovación es la cultura; siendo reconocida como un factor en la administración y el desarrollo organizacional, debido a su relevancia y contribución para el logro de los objetivos en el corto, mediano y largo plazo.
... Globalization and the associated potential growth of competitive advantages in the market and development began to require continuous business processes and their innovations to maintain competitiveness. Business logistics began to be considered the most crucial area that requires innovation, because it constituted a successful method of streamlining performance [2][3][4][5][6][7]. However, recent logistics create multiple negative impacts on the surrounding environment. ...
... The results confirm the facts of the dependence of sustainability and logistics [8], as the identified dependence between the monitored variables is positive (the correlation coefficient of the dependence of the researched variables of logistics and sustainability has a positive value). We assume that logistics has a positive influence especially on the economic-social goals of sustainability, which prevail over the environmental goals of sustainability [4][5][6]. Business logistics began to be considered the most crucial area that requires innovation, because they represented an effective means of streamlining performance and thus also reducing negative impacts on the environment. Organizations might potentially grow and gain competitive advantages in the market by implementing innovative business processes within logistics and at the same time try to eliminate the negatives associated with logistics. ...
The paper is focused on the issue of business logistics performance and sustainability of countries in the EU due to their constantly growing importance in the social, economic and environmental field. We assume a significant dependence between the mentioned quantities. To research the relationship between business logistics performance and sustainability, we used the data of the business logistics performance index and the sustainability index across each EU countries. The importance of the selected indices lies in the ability to identify possible opportunities and challenges of business logistics as a benchmarking tool to increase its performance. To assess the relationship of these researched parameters, we applied the correlation coefficient, cluster and geographic analysis to identify relatively homogeneous groups - EU countries - clusters with the greatest possible difference within the clusters. The results proved a statistically significant dependence between the performance of business logistics and sustainability in EU member states. From a geographic analysis perspective, we have identified a tendency to create geographically close groupings of EU countries within the examined parameters.
... Organisational culture theory consists of a collection of shared assumptions, values and beliefs that are reflected in organisational practises and goals and help members understand organisational functioning (Black, 2003;Deshpande et al., 2017;Khazanchi et al., 2007). It influences the way the firm responds to external events and makes strategic decisions (Deshpandé and Farley, 2004;Zammuto and O'Connor, 1992). ...
... It influences the way the firm responds to external events and makes strategic decisions (Deshpandé and Farley, 2004;Zammuto and O'Connor, 1992). In the extant literature, scholars have proposed various alternative ways to classify organisational culture, including relation-and transaction-oriented culture (e.g., McAfee, 2002) and flexibility-control orientation (e.g., McDermott and Stock, 1999;Khazanchi et al., 2007;Boyer and Lewis, 2002). In this study, we adopt the framework of flexibility-control orientation from Quinn and Rohrbaugh's Competing Values Model (CVM) (1983), and the Competing Values Framework developed by Cameron and Quinn (2011). ...
A ‘killer app’ denotes any computer programme or software, that is so essential or desirable that it demonstrates the fundamental worth of a larger technology. It is portrayed as virtually indispensable or vastly superior to competing products. Supply chain transparency (SCT) has long been ripe for disruption and in need of such a technological solution. Several applications have appeared on the market – but few have coalesced the complex tasks required for full transparency. To date, there is no ‘killer app’ for fashion supply chain transparency.
Applications that facilitate SCT including tracking and tracing mechanisms as well as data repository and distributed ledger systems like blockchain are complex and daunting for most fashion businesses. Industry power plays and lack of trust are blocking the universal adoption of current solutions. This chapter aims to explore how SCT can be adopted by firms and facilitated at scale. We advance current knowledge of digital technology applications for SCT through the theoretical lens of organisational culture to decipher how start-ups are developing technology for adoption by fashion firms. Using a single case study methodology, we analysed one hybrid start-up (fashion and technology firm) that has developed and implemented advanced digital technology initiatives at scale. From our case analysis, we provide insights into the requirements to build a digital ecosystem – one with which most firms are not yet familiar. We discuss key implications for theory and practise, based on our findings.
... In addition, there exists a positive relationship between high individualism and innovation measures (Rinne, Steel, and Fairweather, 2012). It can therefore be expected that more individualistic societies should be more innovative (Khazanchi et al., 2007). The second hypothesis of this study is thus as follows: ...
Purpose: This study aims to examine the relationships between the culture dimensions defined by Hofstede and the adoption of smart city solutions based on a city’s position in the global smart cities ranking (the IESE Cities in Motion Index 2024). Design/methodology/approach: Multiple regressions were used to identify the relationship between the independent variables (value of culture dimensions defined by Hofstede: power distance, individualism, masculinity, uncertainty avoidance, long-term orientation) and the dependent variable-value of the IESE Cities in Motion Index 2024. The IESE Cities in Motion Index was chosen for its temporal and thematic relevance, as it reflects the current results of several indicators that are priority indicators of the technological and social development of the city. Smart cities were selected based on their rankings in the IESE Cities in Motion Index 2024. Forty-four cities with the highest ranking (high-H and relatively high-RH) were included in the analysis. Findings: This study has shown that higher values of long-term orientation and individualism and a low level of uncertainty avoidance have a positive impact on the adoption of smart city solutions. On the other hand, the proposed relationship between power distance and adoption of smart city solutions as well as masculinity and adoption of smart city solutions was not confirmed and requires further research. The proposed relationships between some national culture dimensions and the adoption of smart city solutions hold true for cities considered in the IESE Cities in Motion Index 2024. Research limitations/implications: The main limitation is a relatively low number of cities taken into analysis. Another limitation is the lack of a comprehensive and complete measure that would take into account all of the various phases of the smart city management process. Regardless of these limitations, the study has achieved a part of its main research goal in proving that the proposed relationships between some national culture dimensions and the adoption of smart city solutions hold true for cities considered in the IESE Cities in Motion Index 2024. On the other hand, the study has also opened some new questions regarding the relationship between masculinity and power distance and their influence on the adoption of smart city solutions that require further research. Originality/value: The literature does not pay much attention to the cultural determinants of smart city management in the form of organisational and managerial solutions during the transition from a classic city to a smart city; therefore, the paper tries to explore the role of cultural factors in city management and urban development. The motivation for this study is to identify the relationship between Hofstede culture dimensions and the level of smart city solutions adaptation and their influence on a city’s position in the global smart cities ranking.
... Usually, the word innovation is often being confused with the word invention (Zawawi et al., 2016). For managers, innovation is vital, but paradoxical, requiring flexibility and empowerment, as well as control and efficiency (Khazanchi, Lewis & Boyer, 2007). Janssen (2000) defined IWB as the intentional creation, introduction and application of new ideas within a work role, group or organization, in order to benefit role performance, the group or the organization. ...
In today's fast-paced and highly competitive markets, companies must prioritize innovation to remain competitive. In this context, leadership plays a pivotal role, as leaders are responsible for fostering an environment that encourages employee creativity and innovation. This study investigates the impact of Leader-Member Exchange (LMX) dimensions, as well as the overall quality of LMX, on employees' innovative work behavior. A descriptive research design was employed, utilizing online survey responses from 263 employees in the IT sector of the Kathmandu Valley. Descriptive statistics and structural equation modeling were applied to analyze the data. The findings revealed a moderate level of LMX quality within the IT sector. Furthermore, overall LMX quality was found to have a significant positive effect on employees' innovative work behavior. Among the four dimensions of LMX, loyalty and professional respect were identified as having a significant positive influence on innovative behavior, while affect and contribution had no significant impact. Based on these results, it is recommended that organizations invest in LMX training and carefully select leaders with this leadership style to enhance and foster employee innovation.
... This approach not only reduces vulnerability to cyber threats but also reassures customers that their data is being handled responsibly (Habib, Mithu, et al.; Habib, Shoaib, et al.; Zihad et al.). Data privacy regulations such as the General Data Protection Regulation (GDPR) and the California Consumer Privacy Act (CCPA) have added new layers of complexity to CRM data management by imposing stringent compliance requirements (Hayes & names, 2015;Khazanchi et al., 2006). These regulations mandate transparency in data collection and require businesses to obtain explicit customer consent, which affects how CRM systems gather, store, and process personal information (Srinivasan & Swink, 2018). ...
This paper presents a systematic review of the use of big data analytics and predictive analysis in enhancing Customer Relationship Management (CRM). The authors examine techniques such as predictive modeling, real-time data processing, data integration, and Natural Language Processing (NLP) to improve customer engagement, satisfaction, and retention. Key findings highlight how these technologies enable personalized customer interactions, real-time responsiveness, and overcoming data silos. However, the study also discusses challenges related to data privacy and ethical compliance.
... This approach not only reduces vulnerability to cyber threats but also reassures customers that their data is being handled responsibly (Habib, Mithu, et al.; Habib, Shoaib, et al.; Zihad et al.). Data privacy regulations such as the General Data Protection Regulation (GDPR) and the California Consumer Privacy Act (CCPA) have added new layers of complexity to CRM data management by imposing stringent compliance requirements (Hayes & names, 2015;Khazanchi et al., 2006). These regulations mandate transparency in data collection and require businesses to obtain explicit customer consent, which affects how CRM systems gather, store, and process personal information (Srinivasan & Swink, 2018). ...
This systematic review examines the transformative role of big data analytics and predictive techniques in Customer Relationship Management (CRM), focusing on how these advancements enhance customer engagement, satisfaction, and retention strategies. Adhering to the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines, this review analyzed a final selection of 100 articles, exploring CRM applications such as predictive modeling, real-time data processing, data integration, and Natural Language Processing (NLP). Findings indicate that predictive analytics enables CRM systems to anticipate customer behaviors and personalize interactions, while real-time data processing supports immediate responses to customer needs, essential in high-demand sectors. Data integration helps overcome silos, creating a cohesive customer view that enhances personalized engagement across all touchpoints. NLP applications, including sentiment analysis and chatbots, further improve CRM by fostering empathy and responsiveness in customer interactions. Despite these advancements, challenges related to data privacy and regulatory compliance remain central, necessitating strict data protection and ethical handling practices. This review underscores that while CRM technology is evolving to meet modern demands, effective implementation depends on a balance between technical innovation and adherence to ethical standards in data management, ultimately fostering meaningful and sustainable customer relationships.
... Finally, institutional, or structural, complexity can arise because of divergent cultures and collaborative SN structures (Klijn and Koppenjan, 2016;Callens, 2023). Cultural complexity appears because of dissimilarities in organizational culture, where innovation processes are taking place (Khazanchi et al., 2007;Callens, 2023;Garud et al., 2013). To summarize, we holistically examine these five types of complexities (see Figure 1). ...
Purpose
In innovation management, the complexity inherited in the supply network may be necessary for success. This study aims to holistically examine innovation complexities and system attractors within a hierarchically nested supply network and explore how they dynamically interact and influence adaptive innovation processes.
Design/methodology/approach
Taking a complexity theory perspective, we employed a methodological bricolage approach using a single case study with multiple embedded units of analysis – namely, a supply network encompassing 36 firms. We drew upon primary data obtained from 42 interviewees and rich secondary data, and we employed a temporal exponential random graph model to examine the micro-foundations of the evolution of the sampled supply network over a decade.
Findings
This study presents a comprehensive overview of the innovation complexities—relational, temporal, dynamic, operational and structural – and how they manifest within a supply network. It also identifies three systemic attractors – point, periodic and strange – and elucidates their relationships with the complexities and their impact on innovative supply network dynamics. The resulting conceptual framework and working propositions provide a detailed perspective on the complex interplay between balanced order and chaos and the potentially unbalanced innovation states within a supply network.
Originality/value
This research offers an in-depth perspective on the innovation complexities and dynamic attractors within a supply network from a holistic, multilevel perspective. It advances complexity theory and deepens the understanding of supply networks as complex adaptive systems.
... Although the factors just cited are undeniably vital, their implementation has not helped hospitals embrace their full potential for frontline idea generation. In the highly complex healthcare environment, it may be especially challenging to find the right balance between controlling operations and allowing for employee ideas to surface (Khazanchi et al., 2007;Goodale et al., 2011). Given this context, we expect frontline ideas to mainly revolve around process improvements, rather than being long-shot ideas. ...
We Study idea generation by healtcare frontline personnel, that is, innovation by employees whose main job is operational rather than innovatve.
... Paradoxes persist and evolve over time (Smith & Lewis, 2011), and responding to them is an inherent part of the process Schad et al., 2016). Researchers in the field tend to study responses aggregated to the group level, such as a team or business unit (e.g., Ashforth & Reingen, 2014;Drach-Zahavy & Freund, 2007;Gebert et al., 2010;Gibson & Birkinshaw, 2004;Khazanchi et al., 2007;Miron-Spektor et al., 2011), or to the firm level (e.g., Adler et al., 1999;Klarner & Raisch, 2013;Schmitt & Raisch, 2013;Velu & Stiles, 2013), and their research has provided a variety of insights into how individuals navigate paradoxes. ...
This article examines how emotions and cognition work together to shape individual responses to paradox. While much-existing research focuses on organizational response or the effect that either emotions or cognitions have on individual responses, our work shows how emotion and cognition work together to create individual responses. Based on a qualitative study of a global organization with employees who regularly face paradoxes, we found two cognitive appraisals (perception regarding the difficulty of managing paradoxical tensions and self-perception of leadership role) that either generate emotion or regulate response. By examining the interlinking of appraisal – emotion – appraisal – response, we identify two mechanisms that demonstrate the articulation between emotion and cognition: the nonregulated response and the regulated response. We contribute to the existing literature by detailing each mechanism and explaining how emotions and cognition work together to shape individual responses.
... De nada sirve la formulación de una estrategia y el desarrollo de una visión cuyo objetivo sea la innovación, si la empresa continúa operando con sistemas rígidos de planificación, áreas funcionales incomunicadas, ausencia de equipos multifuncionales, múltiples niveles de aprobación, mecanismos de control, métodos de evaluación y sistemas de recompensa inadecuados (Khazanchi et al., 2007). ...
Considerando el entorno actual de las organizaciones del sector agroalimentario, progresivamente más complejo, competitivo y marcado por rápidos desarrollos tecnológicos, la capacidad innovadora de las empresas se vuelve un factor fundamental para su supervivencia, crecimiento y consolidación. Esto coloca a la innovación como uno de los principales aspectos estratégicos sobre el que las organizaciones deben trabajar si aspiran a competir en el mercado. Este trabajo pretende analizar el perfil innovador de dos empresas del sector agroalimentario seleccionadas como casos de estudio ubicadas en la provincia de Santa Fe, Argentina. El instrumento utilizado para la evaluación fue el cuestionario propuesto por Tidd, J. et al. (2009) que indaga los aspectos más importantes que permiten describir el patrón de comportamiento respecto a cómo la organización aborda las áreas vinculadas a la gestión de la innovación. El núcleo del cuestionario incluye preguntas agrupadas categorías consideradas clave: estrategia de innovación, organización, aprendizaje, procesos de innovación y vínculos externos. En relación a los casos analizados se sugiere a las organizaciones que si aspiran a continuar y fortalecer su orientación hacia la innovación como estrategia de crecimiento deberán continuar trabajando en crear y mantener áreas que den lugar a la reflexión sobre la misma, habilitando espacios para profundizar la discusión respecto a los recorridos seguidos y a trazar para mejorar su posición competitiva en el mercado sobre la base de la innovación.
... Building on the importance of Psycap, organizational culture also plays a critical role in fostering innovation within organizations (Khazanchi et al., 2007;. Previous research defines organizational culture broadly as "a set of shared values, principles, and standards that are expressed in organizational practices and objectives" (Ravasi & Schultz, 2006, p. 437). ...
The present study intends to investigate the relative significance of psychological capital (Psycap) and organizational culture in predicting organizational innovation (OI). Using social cognitive and conservation of resources theories, the present research was undertaken with a sample of 527 managerial executives employed by diverse Indian firms. Self‐reporting questionnaires were distributed to respondents using the method of purposive sampling. To evaluate the structured model, a dominance analysis and partial least squares structural equation modeling (PLS‐SEM) were conducted. The analysis revealed that Psycap positively and significantly relates to OI. Moreover, the results suggest the relevance of organizational culture in fostering creativity within employees and thus facilitating OI accordingly. The result pinpoints that Psycap and organizational culture can enhance OI. Organizations can plan the necessary interventions that enhance Psycap and facilitate the creation of a healthy organizational culture, which can lead to OI. This study provides novel insights by revealing the overlooked roles of Psycap and organizational culture in managing OI.
... Las innovaciones en productos, servicios, prácticas, procesos de producción, estructuras de trabajo y formas de administrar son reconocidas como los principales factores en la formación de nuevos negocios, crecimiento de los vigentes, creación de fuentes de empleo, bienestar y competitividad de las naciones (Porter, 2008;Damanpour, 2020;Khazanchi et al., 2007). Según Fagerberg et al. (2005). ...
La finalidad de este texto es presentar una revisión bibliográfica de la evolución del concepto de la innovación en los últimos 50 años, entendiendo que las organizaciones como tal deben responder y evolucionar a los cambios que el entorno presenta. La innovación es un factor determinante de crecimiento para propiciar posibles fuentes de ventajas competitivas, tanto en el plano macroeconómico como microeconómico de un país determinado. Con el devenir de los años, el rol de la innovación en todas las industrias, empresas, regiones y naciones ha sido fundamental para alcanzar elevados niveles de competitividad; y con esto generar procesos de crecimiento y desarrollo.
... Innovation has emerged as a crucial characteristic for businesses to improve service performance, encompassing heightened production flexibility, enhanced customer service, shortened cycle times, and cost reduction (Bakan & Sekkeli, 2017;Hwang et al., 2015). Several analyses have indicated that innovations contribute to firms by generating additional revenue to lower costs (Sakchutchawan et al., 2011), improve the output of the firm process (Khazanchi et al., 2007), and competitive advantage (Ho & Chang, 2015;Mao et al., 2016). Also, scholars have consistently concurred that there exists a direct correlation between technologies in logistics and performance (Ho & Chang, 2015). ...
Advancements in information technology and reduced trade barriers have increased the demand for logistics services, while deregulation and liberalization have intensified the challenges for logistics service provider (LSP) in maintaining high performance. The unprecedented COVID-19 has exacerbate the complications in logistics industry and heightened the challenge for logistics service providers (LSPs) to achieve performance. Therefore, this study is to determine the impact of logistics flexibility capability in achieving performance and to determine the role of innovation as mediator to connect the model framework. This research employed 127 LSPs in Malaysia through stratified random sampling. The study utilized Structural Equation Modelling (SEM) with Partial Least Squares (PLS) estimation to investigate and evaluate the hypotheses proposed in this study. The findings found that LFC failed to significantly relate with logistics performance and innovation also failed to mediate the relationship between LFC and logistics performance. This research contributes to the current knowledge base, especially within the framework of the COVID-19 pandemic, accentuating the necessity for additional scholarly investigation to expand our comprehension of this occurrence.
... In the third part of the questionnaire, implementation success and associated success factors were assessed using five-point scales ranging from 1 to 5 (representing strongly disagree to strongly agree). Following the approach of prior research on the implementation of advanced manufacturing technology [109][110][111], implementation success was operationalized as improvements in operational performance, encompassing aspects such as quality, efficiency, cost, and flexibility following the adoption of Industry 4.0 technologies. The items pertaining to success factors were primarily adapted from the existing literature on Industry 4.0, IT/IS, and AMT (refer to Appendix A for details). ...
Industry 4.0 technologies have been gaining significant momentum in recent years. Despite widespread adoption, many companies struggle with the successful implementation of these technologies. This study aims to identify the critical success factors for implementing Industry 4.0 technologies and to examine the effects of various factor combinations. Using the technology–organization–environment framework and the practice-based view, this paper proposes a comprehensive research model. This study employs a hybrid approach combining structural equation modeling (SEM) and fuzzy-set qualitative comparative analysis (fsQCA) to analyze survey data collected from 202 Chinese manufacturing firms. The SEM results indicate that top management support, technology competence, supplier support, and pilot projects are significantly associated with successful implementation. However, the fsQCA results reveal that individual factors alone are insufficient for success; rather, it is the combinations of these factors that drive successful implementation. Specifically, three key combinations lead to success: (1) top management support and technology competence; (2) top management support and supplier support; and (3) technology competence, supplier support, and pilot projects. By recognizing these combinations, manufacturing firms can develop more effective implementation strategies for Industry 4.0 technologies.
... O Modelo de Valor Competitivo (CVM) é uma abordagem quantitativa que se concentra na avaliação da cultura organizacional (Quinn e Rohrbaugh, 1983;Cameron e Quinn, 2006;Romano et al., 2015Romano et al., , 2018. O modelo é baseado em duas dimensões: flexibilidade ou controle (Khazanchi et al, 2007) e orientações internas ou externas. O modelo identifica quatro tipos diferentes de cultura organizacional: clã, hierárquica, inovadora e de mercado. ...
Resumo: A gestão dos riscos de sustentabilidade nas cadeias de suprimentos é um elemento fundamental para as organizações atualmente, sendo decisiva para o sucesso empresarial. O objetivo desta pesquisa é contribuir para o aprimoramento do conhecimento sobre os riscos de sustentabilidade nas cadeias de suprimentos por meio de uma revisão da literatura e, com base em teorias organizacionais, identificar lentes para apoiar a análise dos aspectos contextuais desses riscos. O estudo revisou a literatura sobre gestão de riscos de sustentabilidade na cadeia de suprimentos, identificando fatores e práticas chave. Destacou-se a importância de estudar gestão e sustentabilidade em países em desenvolvimento, como a América Latina, para compreender os desafios e oportunidades em diferentes contextos. As empresas geralmente não têm a capacidade de gerenciar todos os pontos em sua cadeia de suprimentos. Nesse sentido, um estudo sobre teorias organizacionais permitirá a discussão de lentes teóricas para compreender aspectos dos riscos de sustentabilidade nas cadeias de suprimentos, envolvendo aspectos institucionais, culturais e éticos, entre outras teorias organizacionais. As teorias organizacionais fornecem uma fonte valiosa de pesquisa sobre sustentabilidade. Existem oportunidades para pesquisas com teorias já aplicadas ou a serem desenvolvidas. O estudo ofereceu uma visão da gestão dos riscos de sustentabilidade na cadeia de suprimentos, com facilitadores e obstáculos para um gerenciamento adequado de ameaças no contexto dessas cadeias, bem como possíveis teorias que podem ajudar na implementação da sustentabilidade em organizações e suas cadeias. Este estudo contribui para a literatura, em temas menos explorados, apresentando conhecimentos sobre riscos de sustentabilidade na cadeia de suprimentos por meio de lentes de algumas das teorias organizacionais disponíveis. Palavras-chave: Fatores críticos de sucesso; riscos de sustentabilidade; cadeias de suprimentos; teorias organizacionais.
... So, how does TMT's digitalization awareness affect the firm's innovation output? Firstly, accord ing to cognitive theory, when the senior management team or CEO lacks sufficient understanding of certain areas, there will be no strategic layout in these areas, and a lot of resources will not be invested in these areas (Cho et al., 2016;Khazanchi, Lewis, & Boyer, 2007). Conversely, if TMT or CEO focuses on certain areas, they will give a l ot of support in terms of strategy, management, policies, and resources, and the company will be rapidly improving in these areas. ...
This study, using panel-fixed effect and mediating effect models, examines the digitalization awareness of TMTs in Chinese listed companies from 2007 to 2021, analysing its impact on firms’ innovation output, substantive innovation, and strategic innovation. Our findings indicate that TMTs' digitalization awareness significantly boosts innovation output, particularly substantive innovation. But it does not have a significant positive impact on strategic innovation. This impact is achieved through increased research and development (R&D) investment and information transparency. Furthermore, we observe that the positive impact of digitalization awareness on innovation output and substantive innovation is more significant when a firm has a high asset-liability ratio and is state-owned. However, when the proportion of largest shareholder shares is relatively high, the positive impact of digitalization awareness on innovation output and substantive innovation is relatively muted. After several tests, such as endogenity treatment of instrumental variables, model replacement, and firm fixed effects, the research conclusions in this article are still valid. These conclusions offer valuable insights for firms seeking to enhance their innovation output and for further research on TMT digitalization awareness.
... The link between organizational culture and innovation performance has been studied extensively (e.g., Amabile et al., 1996;Damanpour, 1991). The extant literature has identified specific traits of organizational culture that are associated with innovation performance, such as developmental traits (Amabile, 1988;Khazanchi et al., 2007;Quinn & McGrath, 1985) and group traits (Martins & Terblanche, 2003;Shipton et al., 2006). However, developing or shaping an organizational culture to achieve organizational goals can be challenging and time-consuming, as the organizational culture is deeply rooted in the history of the organization and is sufficiently complex to resist management's attempt at direct manipulation (Bock et al., 2005;Denison, 1996;Schneider et al., 2013). ...
Recent studies have provided empirical evidence that innovation performance is related to the way a firm is embedded in its supply network, specifically the centrality of its network position, but it remains unclear why some firms can use inputs from suppliers better than others, despite having comparable structural characteristics in their supply networks. Drawing on theories of social networks and organizational climate, this study examines the role of buying firms' organizational climate for innovation. It uses several structured and unstructured datasets for S&P 500 firms and applies count regression models to test hypotheses. Supply network data from FactSet were analyzed to determine the degree centrality of a buying firm. Computer‐aided content analysis was used to capture the organizational climate of buying firms based on online employee reviews collected from Glassdoor. The results suggest a positive relationship between the degree centrality and the innovation performance of buying firms. Moreover, certain facets of the organizational climate related to learning, including rewards and career progress, as well as work pressure management, affect the link between the degree centrality of a buying firm and its innovation performance. In conclusion, this study enhances the understanding of the connection between supply networks and innovation. It highlights the crucial role of a firm‐level factor, specifically the influential facets of organizational climate for learning, in determining innovation performance.
... 2.3 Moderating variables 2.3.1 Innovation culture. Innovation culture is known as the degree to which an organization fosters and supports a shared vision, values, norms and behaviors that encourage and facilitate innovation (Khazanchi et al., 2006). Hogan and Coote (2014) described the term as "A prerequisite for success in increasingly dynamic and competitive markets" (p. ...
Purpose - This study aims to investigate the factors influencing the adoption intention of artificial intelligence (AI) by micro, small and medium enterprises (MSMEs) in Jordan.
Design/methodology/approach - The study adopts the technology–organization–environment (TOE) model. It examines the moderating effects of innovation culture, employee digital skill level and market competition on the relationships between the independent and dependent variables. A survey was utilized to collect data from 537 MSME owners or managers in Jordan and employed partial least squares structural equation modeling to test the hypotheses.
Findings - The results of the study support seven out of eight hypotheses. Business innovativeness, management support, perceived benefits and technological infrastructure have positive and significant effects on AI adoption intention, while perceived costs have no significant effect. However, the innovation culture, employee digital skill level and market competition were found to moderate the relationships between some of the independent variables and dependent variables.
Practical implications - The study provides valuable insights and recommendations for MSME owners, managers, employees, policymakers, educators and researchers interested in promoting and facilitating AI adoption by MSMEs in Jordan.
Originality/value - The current attempt extends the TOE framework by adding significant constructs representing the three contexts. Moreover, it is one of the few studies that analyzed the factors influencing the adoption intention of AI by MSMEs in Jordan, which are significant to the Jordanian economy and represent 99.5% of enterprises.
... Innovation is one of major relevance for companies, as it can be the source of additional revenues from new products or services, can help to save costs or improve the quality of existing processes (Khazanchi, Lewis & Boyer, 2007). However, in order to be innovative, the management team or any responsible individuals need to have innovativeness (Zawawi, et al., 2016). ...
This study investigated the relationship between customer analysis and competitiveness of multinational companies in Nigeria. The study adopted a correlational design and used a population of 40 multinational companies in Nigeria. No technique was used to take a sample as the study adopted a census procedure and studied all the elements in the population. However, 103 management employees comprising marketing managers, business development managers, customer relationship managers and operations managers constituted the respondents for the study. Data were collected through a questionnaire survey administered to the respondents. Pearson Product Moment Correlation (PPMC) was used to test the three null hypotheses stated in the study with a critical value of 0.01 aided with the Statistical Package for Social Sciences (SPSS) version 22. Results of the analysis revealed that customer analysis positively and significantly relates with new market opportunities, product differentiation and innovativeness of multinational companies in Nigeria. Based on these findings of this study, and the consistency with findings of most of the previous studies consulted, it was concluded that, there is significant, positive relationship between customer analysis and competitiveness of multinational companies in Nigeria. Therefore, the study recommended that multinational companies in Nigeria should continue carrying out customer analysis to assess various customer segments, their motivations, and needs that have not been satisfied by other companies for proper actions.
... It is able to stimulate innovative behavior among the actors and guide the firm to accept innovation as one of the basic values, thus being widely engaged. (Jassawalla & Sashittal, 2002;Khazanchi et al., 2007; O'Reilly & Tushman, 2008) ...
... The demand for COM and joint knowledge creation is a critical variable in supply chain collaboration that was previously ignored (Cao & Zhang, 2011;Zhang & Cao, 2018). OC was a key consideration when creating a supply chain strategy (Altay et al., 2018;Khazanchi et al., 2007;Liu et al., 2010). OC has moderating and indirect effects on SCR (Altay et al., 2018;Mandal, 2020). ...
94% of Fortune 1000 firms experienced supply chain disruptions. The severe shortage of essential medical supplies caused by COVID-19 has severely hampered the healthcare supply chain (HCSC). This study explores the impact of supply chain resilience (SCR) on supply chain performance (SCP) and the impact of communication (COM), organization culture (OC), top management support (TMS), and product complexity (PC) on SCR. The establishment of a theoretical framework is the goal of this study. This paper adopts mixed research methodologies: the qualitative method using semi-structured interviews and NVivo data analysis, and the quantitative method based on self-administered questionnaires and SmartPLS analysis. The study investigated SCR in the Chinese healthcare industry from the perspective of CAS (complex adaptive systems). 32 Tier-4 healthcare organizations from China took part in the interviews. 162 businesses filled out questionnaires to gather data from Chinese healthcare suppliers or manufacturers. The results suggested that SCR positively impacts SCP, and COM, OC, and PC positively impact SCR, but empirical evidence for the significance of TMS on SCR is still lacking. Top management in China’s healthcare sector still needs to improve SCR management, especially by incorporating digital technology into the direction of the company’s supply chain, including supply chain innovation brought about by new technology and big data analysis. This study can be expanded to include Chinese healthcare. In response to supply chain disruptions, this effort will improve SCR.
The urgent need for environmental sustainability and control of the climate over the growing pollution and industrialization in China creates tremendous challenges and opportunities for the social enterprise sector. This research examines the impact of energy-saving practices, sustainable production processes, and green transportation on social enterprise performance in China. Using climate entrepreneurship and carbon management practices as mediators and organizational values as a moderator, the study explores how these variables contribute to the reduction of CO2 emissions while ensuring financial and social performance is maintained. The structure links micro-level action on renewable energy and circular production to macro-strategic positioning and provides a multidimensional approach to optimizing enterprise performance through firm sustainability commitments. The stakeholder theory has been applied to estimate the role of environmental responsibility in driving enterprise performance, particularly the positive relationship between emission reduction and performance outcomes in the economic, environmental, and social contexts. This study tests such relationships by applying SEM to 330 respondents in Chinese social enterprises. These findings add to the understanding of managers and policymakers on how sustainability practice needs to be aligned with stakeholder expectations in accomplishing high performance in social enterprises. This study shows the potential role that a sustainability-driven organizational culture can play in effectively facilitating the green transition toward the carbon-reduction goals laid down for China. The findings indicated that the organizational culture could significantly improve environmental impact with integrated sustainability practices in their organizational culture, bringing along even business performance improvement.
Graphical Abstract
Grounded in the resource‐based view and dynamic capabilities theory, this study investigates the interplay between organizational readiness (OR), green knowledge management (GKM) and environmental organizational culture (EOC) in fostering green innovation (GI). This study uses data collected from 340 respondents across 159 UAE SMEs and employs a quantitative approach using partial least squares structural equation modeling and moderated mediation analysis. The findings revealed that OR significantly influenced both radical and incremental GI. Additionally, GKM mediates the relationship between OR and both GI types. EOC was found to strengthen the positive effect of GKM on radical GI but not on incremental GI. Furthermore, the conditional indirect effects show that the mediating effect of GKM on the relationship between OR and radical GI is more pronounced when EOC is high, whereas this effect does not hold for incremental GI. These results provide critical insights for practitioners and policymakers. Organizations are encouraged to enhance readiness, implement robust GKM practices and foster a strong environmental culture to drive sustainable innovation. This study contributes to the theoretical framework of RBV and dynamic capabilities by elucidating the interconnected roles of OR, GKM and EOC in driving GI.
Purpose
Based on the technology-organization-environment framework and configurational perspective, this study aims to examine how different antecedent conditions interact to shape green intellectual capital (GIC) and the subsequent effects of green business model design.
Design/methodology/approach
The study uses fuzzy set qualitative comparative analysis and propensity score matching to analyze data from 312 Chinese enterprises.
Findings
About seven paths formed by big data analysis capabilities, green supply chain integration and cultural environment interaction to achieve high GIC and seven paths leading to non-high GIC. There are two sets of replaceable antecedent configurations. In addition, configurations P1a, P1b, P3c, P5 and P6, respectively, promote the novelty- or efficiency-centered green business model design. Configuration P3a promotes the design of two green business models simultaneously, while configuration P3b does not promote them.
Originality/value
This study reveals the interactive mechanism of multiple antecedents of GIC, elucidates the important factors and possible substitution effects in achieving GIC and deepens the understanding of the green business model design effect of GIC. In addition, our results provide new insights for businesses to take the initiative in shaping the advantages of GIC and green business model design and inspire public policies and attitudes towards environmental protection.
The competitive landscape is undergoing a rapid transformation because of the increasing public concern regarding the natural environment, which is compelling firms to implement green innovation strategies. Although there has been not much study on green innovation, the concept has been acknowledged by numerous manufacturing firms. By the logic of natural resource-based view theory (NRBV), the objective of this paper is to empirically construct and test a theoretical model that examines the impact of organizational green culture (OGC) on green innovation (GI), competitive advantage (CA) and green performance (GP). It also investigates the influence of GI on CA and GP. This model elucidates how green innovation mediates these associations. The researchers gathered data from 319 manufacturing enterprises in Punjab, Pakistan. The data were analyzed using smartPLS 3.2.9 (variance-based software). This paper employs a questionnaire to collect primary data from managers. The study's results indicate that OGC substantially predicted GI, CA, and GP. In addition, GI has a substantial effect on GP and CA. The results also indicate that GI partially mediates the relationship between OGC-CA and OGC-GP. Some limitations are providing directions for future investigations.
Bu araştırmanın amacı örgütsel muhalefetin örgütsel bağlılık üzerindeki etkisini incelemektir. Ayrıca bu çalışmayla günümüz koşullarında iş dünyasının çalışma atmosferindeki farklılıklarını ortaya koymak ve örgütsel bağlılık ile örgütsel muhalefet arasındaki ilişkiyi açıklamak amaçlanmıştır. Kamu sektöründe çalışanların esnekliklerinin özel sektöre göre daha az olduğu düşünülerek çalışmanın evreni Kastamonu ilindeki kamu çalışanları olarak belirlenmiştir. Bu çalışmada öncelikle kavramlar ele alınarak bir yazın taraması yapılmış ve veri toplama aracı olarak anket yöntemi kullanılmıştır. Kolayda örneklem yöntemi ile 408 çalışandan anket verisi elde edilmiştir. Anket çalışması ile toplanan veri ışığında açıklayıcı faktör analizi ve korelasyon analizi yapılmış ayrıca yapısal eşitlik modeli uygulanmıştır. Analiz sonucunda örgütsel bağlılık ile örgütsel muhalefet arasında ilişki olduğu, örgütsel muhalefetin örgütsel bağlılık üzerinde etkili olduğu ve bu etkinin pozitif yönde olduğu sonucuna ulaşılmıştır. Ayrıca örgütsel muhalefetin alt boyutlarından yapıcı muhalefetin örgütsel bağlılığı pozitif yönde, sorgulayıcı ve yer değiştirmiş-yatay muhalefetin ise örgütsel bağlılığı negatif yönde etkilediği sonucuna ulaşılmıştır.
The aim of this study is to analyze the relationships among green organizational culture, green innovation, and green performance for achieving environmental sustainability. It is assumed that green organizational culture, green innovation, and green performance are supported by environmental responsible principles, assumptions, shared values, attitudes, behaviors, initiatives, and practices in organizations. The method used is the descriptive, analytic, and reflective based on a theoretical and empirical review of the literature. The analysis concludes that alignment of green organizational culture to green innovation and green technology led to green practices and performance in the organization.
The study presents chosen relationships of Information Technology (IT) with performance management of cargo transport companies. The relevance of Information Technology adoption and utilization of wireless networks in cargo transport enterprises for enhancing customer service and logistics performance was assessed. The primary data for the study were collected from representatives of 278 cargo transport companies located in Poland, using the survey-based method. Extensive literature studies imposed the imperative 37 components of the questionnaire form, introduced conscientiously. The fundamental exploration of data was conducted through the utilization of Structural Equations Modeling, involving model fit, casualty assessment, factors of latent variables and itemized delineation of hypotheses effects. This paper provides recognition of the underexplored field of IT adoption and wireless network use pertaining to logistics and customer service performance within organizational determinants of cargo transport enterprises. The primary findings of the investigation contribute to the endorsement of the determinants for the organizational orientation of the companies within the strategic context in relation to IT involvement. Furthermore, these organizational accomplishments necessitate a comprehensive examination of the performance within areas of customer service and logistics.
يهدف البحث إلى التعرف على علاقة تأثير الرشاقة الاستراتيجية في الاداء الريادي، بأبعادها (وضوح الرؤية، المقدرات الجوهرية، تحديد الاهداف الاستراتيجية، مشاركة المسؤولية، اتخاذ الاجراءات) التي اصبحت المنظمات بتطبيقها تمتلك المقدرة على مواجهة التغيرات الخارجية وتحقيق مستوى من الأداء العالي وصولاً لتحقيق الاداء الريادي بأبعاده ( الابداع والمخاطرة والاستباقية ) تكمن اهمية البحث بحد ذاته بوصفه أحد المواضيع المهمة في الفكر الإداري وقـد حـددت مشـكلة الدراسـة بمـدى تأثير الرشاقة الاستراتيجية فـي الاداء الريادي، وتـم تطوير فرضية رئيسة، يتفرع منهمـا عـدد مــن الفرضيات الفرعية لاختبــار مــدى تأثير الرشاقة الاستراتيجية فــي الاداء الريادي علــى مستوى المنظمة. توصــلت الدراســة إلــى وجود علاقة ارتباط بين الرشاقة الاستراتيجية بأبعادها وبين الاداء الريادي.
Purpose
In this paper, we focus on how and when organizations adopt different types of ambidexterity to facilitate projects that operate with fundamentally different time scales compared with the dominant functions of the organization.
Design/methodology/approach
Using a comparative case study design, four case studies were conducted of long-term projects in two similar manufacturing plants within the same organization.
Findings
We found organizations first use structural and sequential ambidexterity in change efforts, during which new process knowledge is developed. When structural and sequential ambidexterity are not viable, change agents use this developed knowledge to support contextual ambidexterity. This contextual ambidexterity allows change agents to move between distinct time conceptions of event time and clock time.
Research limitations/implications
One of the limitations of this study was that it only focused on two plants within one organization in order to control for variation. Future studies should look at a wider range of companies, technologies and industries.
Practical implications
While structurally and temporally decoupling change efforts help with differentiation of new technological change, there are limitations with these efforts. It is important to build an organization’s contextual ambidexterity as well as organizational supports to facilitate switching between clock time and event time.
Originality/value
This paper helps explain how and when organizations use different types of ambidexterity in resolving temporal conflicts when implementing longer-term technological change in fast-paced manufacturing settings.
This multiple case study qualitative research examined the impact of adoption and diffusion of innovation on Small and Medium Enterprises (SME’s) growth in the hostile business landscape of Khyber-Pakhtunkhwa, Pakistan. This research is intended to investigate research data and consequent findings based on an interview protocol that was purposefully developed from extant literature, complemented by an initial pilot study of two pharmaceutical SMEs. The researcher conducted 20 interviews, guided by the semi-structured interview protocol offered to the respondents beforehand after sorting their informed consent. The 20 participants represented the different hierarchal levels of the 08 case study of pharmaceutical from the two industrial clusters of Khyber Pakhtunkhwa, Pakistan, located at the Hayatabad
Industrial Estate, Peshawar, and the Rashkai Industrial Estate, Nowshera.
The analysis of the data presented findings and corroborated the research propositions that those SMEs that are structurally entrepreneurial and adopt innovation amenably, are open to mobility and tourism, yield satisfactory results in terms of their growth as compared to those that are inertial and un-entrepreneurial. Similarly, the results offer confirmation that the effectiveness of government agencies that are explicitly formed to address the problems of small businesses is
insufficient. They rather create hindrances than assistance due to the excessive delays in approving innovative ideas and conceptions by these related organizations and ministries.
Moreover, the proposed framework offers pragmatic recommendations to contextualize entrepreneurial culture and innovative structures in SMEs and their essential factors in critical
environmental circumstances.
Organizational culture is a multifaceted term that is socially produced. The relationship between organizational commitment and culture in its broadest sense has been the subject of several studies. This study attempts to fill a gap in the literature by exploring how bureaucratic, creative, and supportive cultures affect worker satisfaction in a sample of Shanghai, China, retail firms. A quantitative data collecting approach is utilized with the help of questionnaire. To ensure the feasibility of this study four retail enterprises are chosen (Wal-Mart, Carrefour, Tesco, and Vanguard). Convenience sampling was used as the sample strategy in this experiment. The Cochran Formula was utilized to determine the sample size because the population size is unknown. In order to achieved this goal, employees from selected retail enterprises in Shanghai, China are questioned in terms of their organization’s culture as well as their personal satisfaction. The results of hypothesis testing have accepted the three hypotheses proposed in this study. Hence, it is concluded that there is a significant positive relationship between bureaucratic, innovative, and supportive culture on worker satisfaction in a sample of Shanghai, China, retail firms. The study will aid in identifying the cultural factors that influence employee performance and satisfaction because the majority of retail workers are prone to discontent. This will allow for the development of appropriate, effective ways to enhance both. It also shows that there is a strong, favorable relationship between the focused cultural components and employee satisfaction. The study provides references to more research as well as suggestions for how to improve employee satisfaction, staff relations, and teamwork. In terms of improved performance, productivity, and satisfaction, the outcomes will have a significant impact on retail organisations, which will have a significant economic impact on businesses.
While innovation culture is well-known to boost innovation performance, previous research has shown that it does not always benefit firms. Recent anecdotal evidence also reveals inconsistent correlations between innovation cultures among employees at different hierarchy levels and firm innovation performance. To reconcile these conflicts, we reinvigorate research on innovation culture by categorizing it into two forms: firm-endorsed innovation culture (endorsed by TMTs) and employee-recognized innovation culture (recognized by non-TMT employees). Drawing on a process-based view of innovation, we posit that these two forms of innovation culture may yield diverse outcomes due to distinct roles played by TMTs and non-TMT employees in innovation. In a study of 631 US-listed firms, we use a language-based approach to capture firm-endorsed innovation culture from financial reports and employee-recognized innovation culture from 2,844,356 employee reviews. Our findings reveal that firms with strong employee-recognized innovation culture apply for more and higher-quality patents, especially in fiercely competitive industries. However, while firms with high firm-endorsed innovation culture apply for more patents, their quality diminishes when employee recognition toward TMTs is low. A plausible explanation is that, driven by firm-endorsed innovation culture, TMTs not only tolerate resource investment and occasional failure but also hold high expectations for rapid and substantial innovation outputs. Under pressure, many employees may opt for conservative innovation projects to avoid prolonged periods without any output, thus increasing innovation quantity while decreasing quality. In summary, this study refines our understanding of innovation culture and provides insights into how firms can effectively cultivate and leverage it.
While the Chinese government has played an important role in China’s tremendous progress in innovation, and provincial party secretaries serve as the main body of regional management, less is known about how the key characteristics of these key leaders play a role in promoting innovation development. From the perspective of cultural tightness, we use patent data for 31 Chinese provinces from 2000 to 2019 to explore the impact of cultural tightness of provincial party secretaries’ birthplaces in influencing innovation in their jurisdictions. Drawing on upper echelons theory and imprinting theory, we find that party secretaries born in provinces with higher cultural tightness promote innovation more in their jurisdictions, but this effect is prominent only for incremental innovation, not for radical innovation. The potential underlying mechanism is that party secretaries with high birthplace cultural tightness (BCT) tend to invest more in infrastructure construction and thus enhance incremental innovation. In addition, the positive relationship between BCT of provincial party secretaries and the innovation in their jurisdictions is weaker when the jurisdiction is more market-oriented but becomes stronger as the tenure of the provincial party secretary increases. Theoretical contributions and managerial implications of these findings are discussed.
JEL Classification: M0, M2
This study explores the integration of ISO 56002:2019 - based on Innovation Management Systems and Lean Six Sigma in the resource context of the precast concrete industry. Lean Six Sigma (LSS) and Innovation are powerful methodologies that exhibit several differences, there are numerous areas where LSS and Innovation share compatible foundations and common goals in the pursuit of improving implementation of Innovation Management System on these companies. In this study, the researchers conducted a literature review to identify the research variables, which were then validated by 5 experts. The researchers collected data through questionnaires from 54 respondents who work in a precast concrete company in Indonesia. SEM-PLS methods were used for analysis. Results indicate Lean Six Sigma’s substantial positive influence on resource of precast concrete company in the Innovation Management System, offering valuable insights for Indonesia’s precast concrete industry. This study contributes to continuous improvement in innovation culture, fostering competitiveness in the global market.
Purpose
This paper aims to derive a model that explores how the interplay between knowledge integration capability and innovation impacts strategic orientation, leading to the attainment of sustainable competitive advantage. The study considers the constituents of strategic orientation, namely, customer orientation, competitor orientation and technology orientation, as the basis for achieving sustainable competitive advantage. The study suggests that the firm’s capacity for integrating external and internal knowledge shapes how strategic orientation influences sustainable competitive advantage through service innovation.
Design/methodology/approach
This empirical research relies on qualitative and quantitative data gathered from telecom professionals to assess how knowledge integration and service innovation influence sustained competitive advantage. Structured equation modeling is used to examine the model and its interrelationships.
Findings
The research establishes significant relationships between strategic orientations, knowledge integration capability, service innovation and sustainable competitive advantage. Knowledge integration capability and service innovation are found to mediate the relationship between strategic orientations and the achievement of sustainable competitive advantage.
Practical implications
The study highlights the significant contribution of a firm’s knowledge integration capability in driving service innovation, especially in technology-intensive service industries facing hypercompetition. It also advocates prioritizing technology orientation and integrating knowledge from internal and external sources for competitive advantage.
Originality/value
To the best of the authors’ knowledge, this study is the first to model the effect of knowledge integration capability and service innovation on strategic orientation-led sustainable competitive advantage.
The evidence reveals that for innovation followers, ambidexterity has a greater influence on the practice of eco-innovation, marketing innovation, and product innovation. For moderate innovators, ambidexterity has a greater influence on the practice of product innovation, process innovation, and eco-innovation. Concerning modest innovators, ambidexterity has a greater influence on the practice of product innovation, process innovation, and eco-innovation. With regard to open innovation, for innovation followers, this has a negative influence on product innovation in medium-high and high-tech companies. For moderate innovators, open innovation has a greater influence in process, organizational, and eco-innovation. In the case of modest innovators, open innovation is more significant for innovation outputs in product, organizational, and marketing innovation. Size is not always positively related to innovation outputs.
The aim of this study is to analyze the relationships among green organizational culture, green innovation, and green performance for achieving environmental sustainability. It is assumed that green organizational culture, green innovation, and green performance are supported by environmental responsible principles, assumptions, shared values, attitudes, behaviors, initiatives, and practices in organizations. The method used is the descriptive, analytic, and reflective based on a theoretical and empirical review of the literature. The analysis concludes that alignment of green organizational culture to green innovation and green technology led to green practices and performance in the organization.
Most managers know that organizational culture influences the firm's economic consequences and recognize its important role in shaping product-innovation processes. Highly innovation-supportive cultures are credited with fostering teamwork and promoting risk-taking and creative actions that seem directly linked to effective newproduct development. Fostering highly innovation-supportive cultures in practice, however, is easier said than done. From the voices of participants in new-product development processes in high-technology organizations, we report what we have learned about the distinctive features of highly innovation-supportive cultures in product-innovation settings and propose how organizations might develop such cultures.
Previous research on organizational commitment has typically not focused on the underlying dimensions of psychological attachment to the organization. Results of two studies using university employees (N = 82) and students (N = 162) suggest that psychological attachment may be predicated on compliance, identification, and internalization (e.g., Kelman, 1958). Identification and internalization are positively related to prosocial behaviors and negatively related to turnover. Internalization is predictive of financial donations to a fund-raising campaign. Overall, the results suggest the importance of clearly specifying the underlying dimensions of commitment using notions of psychological attachment and the various forms such attachment can take.
In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators. (46 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Successful product development requires managing tensions - coping with fluctuating contingencies to foster innovation and efficiency. To investigate this challenge, we explored the nature, dynamics, and impacts of contrasting project management styles. Our conceptual framework details emergent and planned styles. Following 80 projects over two-year periods, we find that these styles offer disparate but interwoven approaches to monitoring, evaluation, and control activities; use of these activities fluctuates over time; a paradoxical blend of styles enhances performance; and uncertainty moderates project management-performance relationships.
Most managers know that organizational culture influences the firm's economic consequences and recognize its important role in shaping product-innovation processes. Highly innovation-supportive cultures are credited with fostering teamwork and promoting risk-taking and creative actions that seem directly linked to effective new-product development, Fostering highly innovation-supportive cultures in practice, however, is easier said than done. From the voices of participants in new-product development processes in high-technology organizations, we report what we have learned about the distinctive features of highly innovation-supportive cultures in product-innovation settings and propose how organizations might develop such cultures.
Most contemporary theory construction methodologies attempt to build internally consistent theories of limited scope. Relatively little attention has been paid to the opportunities offered by tensions, oppositions, and contradictions among explanations of the same phenomenon. This essay attempts to spell out a set of theory-building strategies to help researchers take advantage of theoretical tensions. Such tensions can be regarded as paradoxes of social theory, and four different modes of working with paradoxes can be distinguished: (1) accept the paradox and use it constructively; (2) clarify levels of analysis; (3) temporally separate the two levels; and (4) introduce new terms to resolve the paradox. These four modes of paradox resolution are illustrated by application to the action:.-structure paradox in organizational theory
In this paper, we develop a theory to explain why the implementation of new technologies often disrupts occupational roles in ways that delay the expected benefits. To explore these disruptions, we construct a dynamic model grounded in ethnographic data from Barley's widely cited (1986) study of computed tomography (CT) as implemented in two hospitals. Using modeling, we formalize the recursive relationship between the activity of CT scanning and the types and accumulations of knowledge used by doctors and technologists. We find that a balance of expertise across occupational boundaries in operating the technology creates a pattern in which the benefits of the new technology are likely to be realized most rapidly. By operationalizing the dynamics between knowledge and social action, we specify more clearly the recursive relationship between structuring and structure. *
In order for researchers to understand and predict behavior, they must consider both person and situation factors and how these factors interact. Even though organization researchers have developed interactional models, many have overemphasized either person or situation components, and most have failed to consider the effects that persons have on situations. This paper presents criteria for improving interactional models and a model of person-organization fit, which satisfies these criteria. Using a Q-sort methodology, individual value profiles are compared to organizational value profiles to determine fit and to predict changes in values, norms, and behaviors.
This study investigated 3 broad classes of individual-differences variables (job-search motives, competencies, and constraints) as predictors of job-search intensity among 292 unemployed job seekers. Also assessed was the relationship between job-search intensity and reemployment success in a longitudinal context. Results show significant relationships between the predictors employment commitment, financial hardship, job-search self-efficacy, and motivation control and the outcome job-search intensity. Support was not found for a relationship between perceived job-search constraints and job-search intensity. Motivation control was highlighted as the only lagged predictor of job-search intensity over time for those who were continuously unemployed. Job-search intensity predicted Time 2 reemployment status for the sample as a whole, but not reemployment quality for those who found jobs over the study's duration. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Recent research has highlighted several job characteristics salient to employee well-being and behavior for which there are no adequate generally applicable measures. These include timing and method control, monitoring and problem-solving demand, and production responsibility. In this article, an attempt to develop measures of these constructs provided encouraging results. Confirmatory factor analyses applied to data from 2 samples of shop-floor employees showed a consistent fit to a common 5-factor measurement model. Scales corresponding to each of the dimensions showed satisfactory internal and test–retest reliabilities. As expected, the scales also discriminated between employees in different jobs and employees working with contrasting technologies. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
While many researchers have fruitfully explored the patterns of adoption of product and process innovations across industries, few have studied these same patterns within individual firms. In this study we address this issue, examining the dynamics that govern the adoption of product and process innovations at the firm level over time. We examine questions such as: Which type of innovation is more readily adopted? Does the adoption of one type of innovation lead or lag the adoption of the other type? And, would the pattern of adoption of innovation types have an effect on organizational performance? Using data on the innovations introduced between 1982 and 1993 by a sample of 101 commercial banks in the United States, we find that: (1) product innovations are adopted at a greater rate and speed than process innovations; (2) a product–process pattern of adoption is more likely than a process–product pattern; (3) the adoption of product innovations is positively associated with the adoption of process innovations; and (4) high-performance banks adopt product and process innovations more evenly than low-performance banks.
This paper contributes to the discussion on contingencies of process innovations by focusing on and introducing organizational-level constructs of climate for initiative and psychological safety. We argue that process innovations, defined as deliberate and new organizational attempts to change production and service processes, need to be accompanied by climates that complement the adoption and implementation of such innovations. Our study of 47 mid-sized German companies examines the relation between process innovations, climates for initiative and psychological safety, and firm performance. Results show that climates for initiative and psychological safety were positively related to two measures of firm performance—longitudinal change in return on assets (holding prior return on assets constant) and firm goal achievement—and moderated the relation between process innovations and firm performance. Copyright © 2003 John Wiley & Sons, Ltd.
This article investigates the relationships of culture strength and two substantive cultural values with corporate performance. Culture strength is measured by the consistency of responses to survey items across people and the two cultural values are measured by items on the survey that relate to either adaptability or stability. The data, from management surveys of 11 US insurance companies in 1981, were correlated with asset and premium growth rates from 1982 to 1987. Results indicate that both a strong culture regardless of content and a substantive value placed on adaptability are associated with better performance for two to three subsequent years on both criterion measures. The results support the findings of Denison (1990) that strength of culture is predictive of short-term performance. The present results, however, suggest a more complex contingency model than that proposed by Denison.
Lies have short wings, at least in the social sciences. Predictions are often contradicted by the subsequent course of social development. In 1984, with our book The End of the Division of Labor?, we presented an attempt at a prediction based on industrial sociology. At that time, we interpreted the situation of West German industry as one of radical transformation in which new approaches toward automation were being invented and implemented in a growing number of factories. We viewed this process as a fundamental change in the structure of industrial work, as a redistribution of living conditions in society, and as a challenge for politics. We forecast that new “concepts of production” were just around the corner.
Using data collected from a sample of 97 manufacturing plants, we examine how organizational culture is related to outcomes associated with advanced manufacturing technology (AMT) implementation. Multiple item scales are developed and adapted from a wide range of sources in the literature to measure managers' perceptions of organizational culture, AMT benefits, and implementation outcomes such as operational benefits, organizational benefits, satisfaction, and competitive success. Regression analysis is used to analyze the relationships between these variables. The results suggest that cultural characteristics, as defined by the competing values model, are significantly related to AMT implementation outcomes. We conclude by discussing the managerial implications of these results.
To cope with the growing frequency and magnitude of changes in technology and managerial methods, Operations Management (OM) researchers have been calling for greater employment of field‐based research methods. A notable example is grounded theory development using original case studies. Based on in‐depth examinations of ‘real‐world’ operations conditions, case studies potentially improve the relevance and workability of resulting OM theory. However, developing original case studies requires considerable time and expense, straining research resources and often limiting the number of operations settings that can be studied and compared during induction. Existing case studies offer a potentially effective and efficient means for comparing complex and disparate operations settings. This paper proposes a novel theory development process, termed iterative triangulation, for tapping this potential. Iterative triangulation employs systematic iterations between literature review, case evidence, and intuition. The process enhances theory creativity, utility, and validity by deliberately increasing the diversity and quantity of literature reviewed, of cases found, of conjectures examined, and of conjecture selection criteria. Comparing and contrasting emerging constructs and theory across case settings refines conceptual definitions and strengthens internal validity, enhancing testability of resulting theory. A study of advanced manufacturing technology design illustrates the method.
This research examines whether investments in advanced manufacturing technologies (AMTs) such as flexible manufacturing systems (FMS), computer aided design (CAD), computer aided manufacturing (CAM), robotics, etc., are more likely to lead to improved performance if they are supported by improvements in the manufacturing infrastructure of the company. This question is evaluated using data gathered from 202 manufacturing plants chosen from industries generally considered to have relatively high investments in technology.
Multiple item scales are developed and adapted from sources in the literature to measure investments in technology, infrastructure, and the performance of the plant. Evidence supporting the reliability and validity of these scales is provided. Hierarchical regression is used to analyze the relationship between technology, infrastructure, and performance. The results suggest that there is an important interaction between the adoption of advanced manufacturing technologies and investments in infrastructure. Firms that invest in both AMTs and infrastructure perform better than firms which only invest in one or the other. Separate analyses on sub‐samples of firms with the highest and lowest investments in AMTs show that infrastructural investments have a stronger relationship with performance in the high investment group. Thus, the data indicate that infrastructural investments provide a key to unlocking the potential of advanced manufacturing technologies.
In order for researchers to understand and predict behavior, they must consider both person and situation factors and how these factors interact. Even though organization researchers have developed interactional models, many have overemphasized either person or situation components, and most have failed to consider the effects that persons have on situations. This paper presents criteria for improving interactional models and a model of person-organization fit, which satisfies these criteria. Using a Q-sort methodology, individual value profiles are compared to organizational value profiles to determine fit and to predict changes in values, norms, and behaviors.
The literature on advanced manufacturing technologies (AMTs) shows that a wide range of outcomes have been experienced by organizations that have adopted these technologies, ranging from implementation failure to increased productivity and enhanced organizational flexibility. This article examines the roles that organization design and culture play in the varying levels of success experienced by AMT-adopting organizations. Several hypotheses are presented on the relationships among culture, structure, and implementation outcomes based on the competing values model of organizational culture.
The introduction of programmable machines into blue-collar machining occupations affords an opportunity to study the conditions under which occupational skill upgrading occurs with technological change. How do workplaces that permit blue-collar occupations to take on programming responsibilities differ from those that do not? This paper presents a contingency model explaining how this choice of job design is mediated by four types of factors: techno-economic forces, internal labor market structures, institutional mechanisms for governing the labor-management relationship, and the organizational context. The data are from a 1986-87 national survey of production managers in a size-stratified random sample of manufacturing establishments in 21 industries. A multivariate logistic regression analysis reveals that the technology and product market alone do not determine job design. The least complex organizations (small plant, small firm) tend to offer the greatest opportunities for skill upgrading, independent of techno-economic conditions--a finding at variance with current labor market segmentation theory.
Advanced manufacturing technology (AMT) includes such technologies as computer-aided design (CAD) and manufacturing (CAM), as well as computer-integrated manufacturing (CIM). Numerous case studies have found that organization structure (e.g., centralization of decision making) changes when firms introduce AMT, but the findings from such studies have been inconsistent. This paper reports the findings of a large-sample study of the relationship between AMT and organization structure. Two alternative patterns in the relationship between these two concepts were considered. The Marxist perspective, which holds that automation is used by managers as a tool to subordinate the workforce, leads to predictions that AMT will be associated with increasing differentiation (more hierarchical levels and job classifications), centralized decision making, and high levels of formalization (management by rules). The Idealist perspective, which involves the belief that managers should use new technologies to empower the workforce, leads to predictions that AMT will be associated with less differentiation, decentralized decision making, and limited formalization. The study was conducted using questionnaires, which were returned by general managers from 185 firms in the metalworking industries (SIC codes 33-37). The findings provide some support for both perspectives, as AMT was associated with both decentralization of decision making and formalization. We interpret these results as stemming from the characteristics of AMT, particularly integration, flexibility, and risk. Seen in this light, organizations have less need to centralize decisions, as AMT's capacity for integration allows information to be brought together at lower levels of the firm, and its flexibility allows departments to more easily adapt to decisions made by other departments. The risk and expense associated with AMT, however, may lead firms to institutionalize those practices associated with effective use of the technology through formal rules. In other words, formalization may be a mechanism for safely decentralizing. In general, researchers are urged to strike a balance between focusing on the intentions of management and the constraints of the technology when they study technology and organization.
Advanced manufacturing technology (AMT) poses tremendous advantages and challenges for organizations. To integrate previous studies of AMT implementation, we investigate how varied operations strategies, organizational cultures, and implementation practices impact performance. Our research design controlled for the type of AMT and examined the timing effects of implementation, enabling a survey of 110 plants that had implemented computerized die/mold machinery over the past 3 years. Results indicate that high-performing plants employ: a strategy that emphasizes quality, delivery, and flexibility over costs; a balanced culture that stresses flexibility and control; and systematic practices that facilitate change (training, pilot projects, long-term AMT objectives). Moreover, we find that implementation timing may act as a confounding variable, as plants that had recently implemented AMT outperformed those with older implementations.
Uses information gathered from the advanced manufacturing technology (AMT) literature to develop an integrated conceptual framework for effectively planning and implementing these systems. Then examines the efficacy of this framework by investigating the relationship between adoption of various advanced manufacturing technology (AMT), the way that firms plan for and implement them and their eventual performance. A detailed survey instrument was administered to a cross-section of manufacturing firms in the USA to collect the required data. The results of this investigation indicate that the rate of adoption for integrated technologies was higher among firms that adopted more extensive formal planning approaches. In addition, these firms were found to be outperforming other firms. Also provides managerial and research implications of these and the other findings of this study.
Profile similarity indices (PSIs) have become widely used in studies of congruence (i.e., fit, matching, similarity, agreement) in organizational research. PSIs combine two sets of measures, or profiles, from corresponding entities (e.g., the person and organization, supervisor and subordinate, organization and environment) into a single score intended to represent their overall congruence. Unfortunately, PSIs are conceptually ambiguous, discard information essential to testing congruence hypotheses, conceal the source of the difference between entities, and impose a highly restrictive set of constraints on the coefficients relating the measures comprising the PSI to the outcome. This article shows how polynomial regression analysis may be used to avoid problems with PSIs while capturing the underlying relationships PSIs are intended to represent. Limitations and extensions to the procedure are discussed.
It is management, and particularly managers' willingness to learn and change -- not unfair competition or unsupportive economic policies -- that is at the heart of America's manufacturing crisis, contend Robert Hayes, Steven Wheelwright, and Kim Clark. These world-renowned authorities on manufacturing and technology base their conclusion on studies of hundreds of American and foreign firms. Writing for general managers in this long-awaited successor to their award-winning Restoring Our Competitive Edge, the authors go beyond the structural decisions -- the "bricks and mortar" of facilities and equipment -- to the infrastructure of a manufacturing company: the management policies, systems, and practices that must be at the core of a world-class organization. Most importantly, they address the difficulty of creating that infrastructure, emphasizing the management leadership and vision that are required. This thorough and comprehensive volume points out the weaknesses of traditional management practices, which are built into authoritarian, hierarchical organizations. The authors show dramatically how many companies today are breaking out of this "command and control" mentality and creating a whole new set of relationships involving workers and managers, engineering, marketing and manufacturing, and suppliers and customers, which is giving them a competitive advantage in the international marketplace. Comparing the companies that are winning with those that are losing market position, Hayes, Wheelwright, and Clark conclude that the key differences are that the winners focus on creating value for customers, continual improvement, quick adaptability to change, and extracting the full potential of their human resources. They constantly strive to be better, placing great emphasis on experimentation, integration, training, and the building of critical organizational capabilities. They are, in short, "learning" organizations. Dynamic Manufacturing explores in depth such key infrastructure issues as capital budgeting, performance measurement, organizational structure, and human resource management, demonstrating how they interact to foster productivity growth, new product development, and competitive advantage. The book shows today's managers how to implement the changes that must be made if they want to create a truly superior manufacturing company. Taking concerned, committed managers step-by-step on the path toward better products, lower costs, and increased profits, this seminal work provides a road map for manufacturing firms seeking to build a competitive advantage through manufacturing excellence.
This article has no abstract
This paper presents the results of a study on organizational cultures in twenty units from ten different organizations in Denmark and the Netherlands. Data came from in-depth interviews of selected informants and a questionnaire survey of a stratified random sample of organizational members. Data on task, structure, and control characteristics of each unit were collected separately. Quantitative measures of the cultures of the twenty units, aggregated at the unit level, showed that a large part of the differences among these twenty units could be explained by six factors, related to established concepts from organizational sociology, that measured the organizational cultures on six independent dimensions. The organizational culture differences found resided mainly at the level of practices as perceived by members. Scores of the units on the six dimensions were partly explainable from organizational idiosyncrasies but were also significantly correlated with a variety of task, structural, and control-system characteristics of the units.
There is a growing belief among some that employee empowerment provides the most appropriate basis for designing and implementing new organizations. However, from a structural perspective, empowerment represents a moral hazard dilemma for managers, with the possibility of control loss and decreased organizational outcome. While there are several mechanisms for tempering the potential downside of empowerment, we focus on two: organizational constitutions and the development of trusting relationships. We present six specific propositions relating to organizational constitution and trust as controls for tempering the potential downside of empowerment. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study investigated value congruence effects on organizational commitment and job satisfaction. We used the competing values framework to measure values, and response-surface methodology employing polynomial regression equations to investigate congruence effects. Our sample, 1,358 hospital employees, made judgments about their personal preferences for the four competing value sets—internal process, open systems, rational goal, and human relations. They also rated how much the same values were operating in the organization. We predicted that organizational commitment and job satisfaction would be maximized when a ‘match’ or ‘congruence’ occurred between the two component value measures. We evaluated congruence effects using the following criteria: (1) the proportion of variance explained by the overall equation was significant; (2) the quadratic and interaction terms were significant individually and as a set, and their signs were in the right direction; (3) the implied constraints were valid; and (4) no higher-order terms beyond those indicated by the model were significant. The results indicated that although quadratic and interaction components were present in all eight models, they were weak in their support for congruence. The study's findings suggested that congruence effects were relatively unimportant compared to main effects in explaining variance in organizational commitment and job satisfaction, at least in the large organization we investigated in this study. Copyright © 1999 John Wiley & Sons, Ltd.
Manufacturing flexibility is critical for survival in industries characterizedby rapid change and diverse product markets. Although newmanufacturing technologies make it possible to accomplish flexibility,their potential remains unrealized by firms whose organizationalelements do not possess adaptive capabilities. We use the brain as ametaphor to generate insights on how firms might design flexibleproduction systems. We chose the brain as a metaphor because it is aself-organizing system capable of responding rapidly to a broadrange of external stimuli. The brain as a metaphor suggests that flexibilitycan be enhanced by employing practices that promote distributedprocesses occurring in parallel manner. Such practices lie incontrast to those employed by production systems built on scientificmanagement principles that promote localized processes in a sequentialmanner. By exploring these contrasting modes of operation, weargue that the brain as a metaphor opens up new avenues for theorydevelopment related to the design of flexible production systems.
Strategic management researchers often encounter problems obtaining objective measures of selected aspects of organizational performance that are reliable and valid. With privately-held firms, such data are frequently unavailable. With conglomerate business units, all or parts of such data are inextricably interwoven with corporate-wide data. This paper examines the usefulness of subjective performance measures, obtained from top management teams, when problems are encountered in obtaining accurate performance data.
This paper proposes a relationship between manufacturing strategy and organizational culture, based on an examination of the research literature. Survey data were collected from 822 respondents in 41 plants in the transportation, electronics, and machinery industries in the U.S. These plants included random samples of U.S.-owned and Japanese-owned manufacturers in the U.S., and manufacturers reputed to use advanced manufacturing practices. Analysis indicates that manufacturing strategy and organizational culture are related, and that a manufacturer with a well-aligned and implemented manufacturing strategy exhibits a collectivist or group-oriented organizational culture with coordinated decision making, decentralized authority, and a loyal work force.
This paper presents a framework for organizational analysis. The empirically derived approach does not emerge from the observation of actual organizations, but from the ordering, through multivariate techniques, of criteria that organizational theorists and researchers use to evaluate the performance of organizations.
In a two-stage study, organizational theorists and researchers were impaneled to make judgments about the similarity of commonly used effectiveness criteria. The model derived from the second group closely replicated the first, and in convergence suggested that three value dimensions (control-flexibility, internal-external, and means-ends) underlie conceptualizations of organizational effectiveness.
When these value dimensions are juxtaposed, a spatial model emerges. The model serves a number of important functions. It organizes the organizational effectiveness literature, indicates which concepts are most central to the construct of organizational effectiveness, makes clear the values in which the concepts are embedded, demonstrates that the effectiveness literature and the general literature on organizational analysis are analogues of one another, and provides an overarching framework to guide subsequent efforts at organizational assessment.