A cause‐effect‐cause model for sustaining cross‐functional integration

Abstract

Purpose

The purpose of this paper is to identify prerequisites for sustaining effective cross‐functional integration as well as their temporal inter‐relationships. Once this type of information is known, a “cause‐effect‐cause” model is constructed to identify constraints and improve effectiveness.

Design/methodology/approach

A case research approach was used to explore the relationships between various prerequisites of integration and to understand “how” or “why” their presence may influence the success of sustaining integration. The study focused on 13 companies from the US aerospace defense industry which were in the process of implementing TQM programs.

Findings

Organizations which successfully attained “sustained” integration indicated that the reward/performance system based on cross‐functional or process objectives was the major driver behind: forcing employees to understand the organization's processes; providing dedicated time for employees to reflect on process improvement; ensuring employees are rewarded for process improvements; and increasing accountability for integration. These organizations believe that the employee's understanding of the strategic processes acted in conjunction with the process improvements rewards to improve the employees' understanding that cross‐functional relations play a critical role in success.

Research limitations/implications

The findings provide a valuable linkage between the organizational constraints, integration and the organizational learning literature.

Practical implications

Study results suggest both a construct for measuring levels of organizational integration and a cause‐effect‐cause relationship to identify prerequisite constraints.

Originality/value

This is one of the few studies that examine 13 corporations to clarify both the prerequisites for sustaining integration and their temporal inter‐relationships. Additionally, a “cause‐effect‐cause” model based on the Theory of Constraints is used to identify prerequisite constraints.

Citation

Emery, C.R. (2009), "A cause‐effect‐cause model for sustaining cross‐functional integration", Business Process Management Journal, Vol. 15 No. 1, pp. 93-108. https://doi.org/10.1108/14637150910931488