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Article
Publication date: 1 December 1998

Prescott C. Ensign

Discusses how interrelationships can be developed for synergy. Also focuses on horizontal strategy as a way to achieve competitive advantage. Organizational context can…

6326

Abstract

Discusses how interrelationships can be developed for synergy. Also focuses on horizontal strategy as a way to achieve competitive advantage. Organizational context can determine a firm’s motivation and ability to develop interrelationships that result in overall competitive advantage. Corporate strategy must move beyond the idea that the primary way of creating synergy is the combination of related businesses (by buying and selling businesses). Corporate strategy must focus on creating value that is independent of business unit value. This means developing horizontal strategies that have the objective of coordinating activities and developing programs that encourage the sharing of resources and skills. An understanding of the horizontal organization helps to emphasize that organizational structure and processes are significant in developing interrelationships with the potential to reach the goals of synergy and competitive advantage.

Details

Management Decision, vol. 36 no. 10
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 8 October 2021

Patricia Wolf, Surabhi Verma, Pierre-Yves Kocher, Maximilian Joseph Bernhart and Jens O. Meissner

The interrelationship between organizational learning (OL) and organizational culture (OC) is often assumed at an abstract theoretical level, but there is yet no…

Abstract

Purpose

The interrelationship between organizational learning (OL) and organizational culture (OC) is often assumed at an abstract theoretical level, but there is yet no systematization of scholarly knowledge allowing to conceptualize and understand its precise nature. In this article, we therefore ask “How can we, based on the insights from the dispersed research studying OC and OL, conceptualize the interrelationship between the two concepts?” Our purpose is to create an overview on the past development path and the current status of research interrelating OL and OC, to use it as basis for the conceptualization of this interrelationship and to identify avenues for future research.

Design/methodology/approach

This article utilized a systematic literature review methodology by combining bibliometric and content analysis using relevant articles identified from the Scopus database. A two-stage literature review research approach was employed: (1) Bibliometric analysis was used to identify 416 relevant contributions and to present a comprehensive contextual picture of the interrelations between OL and OC research by analyzing the 162 most relevant articles. (2) A subsequent qualitative content analysis of the 45 most relevant academic contributions detailed and solidified the insights.

Findings

We identify four weakly linked thematic clusters on the interrelationship of OC and OL. Based on that, our analysis confirms the theorized bidirectional relationship between OC and OL: OC acts as antecedent, driver and result of OL processes, and OL processes are constrained by and alter OC. We moreover develop three propositions that put knowledge at the center of scholarly attention for understanding this interrelationship in more depth and develop avenues for future research.

Practical implications

Our research has important implications for managers as it shows that mastering leadership challenges is central for the success of OL processes and OC change. We moreover specify the leadership challenges that relate to particular types of OL processes. Managers need to take this interrelationship into account when setting out for OL or OC change processes, and carefully reflect on whether or not the decided OL measures fit the given OC, and the other way round.

Originality/value

Our contribution to existing research is threefold: It first lies in analytically mapping out the research field, second in conceptualizing the interrelationship between OC and OL and third in identifying open research questions and topics.

Details

Journal of Organizational Change Management, vol. 35 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 7 May 2021

Michael Güldenpfennig, Kim Sundtoft Hald and Allan Hansen

The present paper explores the multiple management control systems (MCSs) involved in productivity improvement (PI) in manufacturing and how they interrelate. Research has…

Abstract

Purpose

The present paper explores the multiple management control systems (MCSs) involved in productivity improvement (PI) in manufacturing and how they interrelate. Research has largely neglected the multiplicity and interrelationships of these MCSs.

Design/methodology/approach

Drawing on an abductive case study approach, the authors collected empirical data from a global automotive supplier that produces complex systems for passenger cars. Recent PI activities are analysed to identify and explain the interrelationships among the multiple MCSs affecting these activities.

Findings

The study shows how a broad range of MCSs are involved in PI. The study identifies and explores both complementary and conflicting relationships among the MCSs and demonstrates how managers rely on a set of mechanisms to alleviate tensions and strengthen complementarities among these MCSs.

Research limitations/implications

As this paper is based on a single case study, future research can contribute further generalisations (analytical and statistical) with respect to the MCSs involved in PI, how they are interrelated and which mechanisms managers use to manage their interrelationships.

Practical implications

Managers seeking to control and improve productivity should consider the complete control package and its interrelationships instead of focussing on each MCS separately.

Originality/value

The present paper contributes to the knowledge of the multiplicity and interrelationships of MCSs involved in PI and the type of managerial work required to manage their interrelationships.

Details

International Journal of Operations & Production Management, vol. 41 no. 6
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 22 September 2020

Arash Shahin and Sima Ebrahimi

This study aims to revise the weights in the interrelationship matrix of the house of quality.

Abstract

Purpose

This study aims to revise the weights in the interrelationship matrix of the house of quality.

Desqign/methodology/approach

After determining customer requirements (CRs) and product design characteristics (PDCs), a house of quality (HoQ) has been developed and the interrelationships between CRs and PDCs have been determined and classified using the Kano model. The PDCs have been prioritized based on the classic HoQ and the revised HoQ. Finally the results have been compared and discussed. The television design of Entekhab Industrial Group, the largest producer of home appliance products in Iran has been selected as a case study.

Findings

Results indicated different sets of priorities derived from the two approaches. Particularly, the difference between the revised HoQ and the classic approach was due to the nonlinear relationship between CRs and PDCs.

Research limitations/implications

This study was performed merely on a single product of a company, and the case study results cannot be generalized to all of the home appliance industries.

Originality/value

Developing the application of the Kano model in computing and revising the weights of the cells in the interrelationship matrix of HoQ is the main contribution of this paper.

Book part
Publication date: 14 September 2022

Di Bian

While earlier acquisition research often focused on either the acquirer or the target side of analysis, recent work has increasingly emphasized the need to understand the…

Abstract

While earlier acquisition research often focused on either the acquirer or the target side of analysis, recent work has increasingly emphasized the need to understand the dyadic interrelationship between the target and the acquirer. This review aims at synthesizing research progress in the area of target–acquirer interrelationships and understanding what questions remain unanswered. The author organizes this review into three dimensions of target–acquirer interrelationship: (a) their relative attributes (what both parties are relative to each other), (b) their connections (what both parties have with each other), and (c) their interactions (what both parties do to each other). Based on the review, the author then identifies critical research gaps and opportunities for developing a more comprehensive understanding of the interrelationship between the target and the acquirer in acquisitions.

Article
Publication date: 15 September 2020

Jitendra Sharma

The purpose of this paper is twofold: to incorporate the symbolic relationships among the attributes of customer requirements (CRs) and engineering characteristics (ECs…

Abstract

Purpose

The purpose of this paper is twofold: to incorporate the symbolic relationships among the attributes of customer requirements (CRs) and engineering characteristics (ECs) as well as to factor in the values numerically to enhance the prioritization process for an improved, comprehensive quality function deployment (QFD) analysis. The aim is to develop the concept of assimilating and factoring in the often-ignored interrelationships among CRs and ECs utilizing the weighted average method for the CR and EC correlations with overall calculations.

Design/methodology/approach

After a brief literature review of the methods utilized, the research paper discusses the framework for the correlation triangle challenge and introduces a novel mathematical solution utilizing triangle values in conjunction with computed initial raw weights for CRs and initial priority scores for ECs. The capability and applicability of the proposed model are demonstrated with a real-life example.

Findings

Through the proposed technique, the roof and the interrelationship triangle's signs and symbols are translated into numerical values for each permutation of ECs and CRs, and then the prioritization values are processed and finalized. The proposed model successfully modifies and removes vagueness from an otherwise overlooked part of the QFD process.

Practical implications

The illustrated case study aptly proves that the proposed methodology yields more revealing and informative outcomes for engineers and designers, thus adding much-needed reliability to the outcome and its analysis. The validation conducted through the rank comparison endorses the premise, and the results obtained reflect the strength and accuracy of the progressive QFD as a product planning tool.

Originality/value

The research article proposes a fresh and unique QFD approach that solves typical procedural complications encountered in a regular QFD. Whereas the traditional methods neglect the interrelationships among CRs and ECs, this new methodology employs them in an improved, numerical way by incorporating them in quantitative analysis, which leads to judicious and improved decision-making.

Details

The TQM Journal, vol. 33 no. 3
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 24 August 2010

Chaichan Chareonsuk and Chuvej Chansa‐ngavej

The purpose of this paper is to explore the interrelationships of intangible assets to business performance. The paper reports an empirical evidence for the impact of…

3177

Abstract

Purpose

The purpose of this paper is to explore the interrelationships of intangible assets to business performance. The paper reports an empirical evidence for the impact of three elements of intangible assets: learning and growth, internal business process, and external structure on the business performance of the firm. The linkages between intangible asset elements and business performance are investigated in companies of various business sizes, business sectors and establishment ages.

Design/methodology/approach

The proposed model was adapted from the balanced scorecard strategy map. The primary data for analyzing and investigating the interrelationships between intangible assets and business performance were gathered by subjective opinion survey questionnaire. In all, 3,084 questionnaires were distributed to the top management. The numbers of qualified responses were 304 and the data were analyzed using the structural equation modeling technique.

Findings

The commonly assumed causal relationships are confirmed, i.e. the element of learning and growth has influence on internal business process, the element of internal process has effect on external structure, and the element of external structure, in turn, has effect on business performance.

Originality/value

Following the research findings, top management in companies of different sizes, business sectors, and establishment ages should understand the nature of interrelationships and recognize the importance of intangible assets. These findings will enable top management to realize the impact of intangible asset elements on business performance so that long‐term strategies for effective intangible asset management may be emphasized for sustainable competitive advantage of the firm.

Details

Industrial Management & Data Systems, vol. 110 no. 7
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 8 October 2021

Yong Tan, Vincent Charles, Doha Belimam and Shabbir Dastgir

This study investigates the interrelationships between efficiency, competition and risk in the Chinese banking industry.

Abstract

Purpose

This study investigates the interrelationships between efficiency, competition and risk in the Chinese banking industry.

Design/methodology/approach

Parametric stochastic frontier analysis is used to estimate bank efficiency; the Lerner index is used as the competition indicator; accounting ratios and a translog function are used to measure different types of risk and finally, the three-stage least square estimator is used to investigate the interrelationships.

Findings

The results of this study show that the impact of competition on different types of risk is significant and positive, while there is a significant and positive impact of credit risk, liquidity risk and capital risk on bank competition. In addition, the findings demonstrate that the interrelationships between efficiency and competition are significant and negative. The authors do not find any robust interrelationships between different types of risk and different types of efficiency; the authors find that diversification and higher levels of profitability reduce bank credit risk. The results suggest that a higher developed banking sector reduces the level of bank competition in China.

Originality/value

This is the first piece of research that comprehensively investigates the interrelationships between different types of risk, competition and different efficiencies in China.

Details

Asian Review of Accounting, vol. 29 no. 4
Type: Research Article
ISSN: 1321-7348

Keywords

Article
Publication date: 28 June 2021

Ibrahim Rawabdeh, Mazen Arafah and Mohannad Mousa Mustafa

This study aims to validate the KAIIAE model in the public sector and analyse the interrelationships between Enablers and Results in the King Abdullah II Award for…

Abstract

Purpose

This study aims to validate the KAIIAE model in the public sector and analyse the interrelationships between Enablers and Results in the King Abdullah II Award for Excellence (KAIIAE) model to better understand the dynamic logic behind improving excellence results.

Design/methodology/approach

The methodology used is structural equation modelling (partial least squares technique), and the data were obtained from the assessment processes for the KAIIAE for 98 Jordanian public organisations.

Findings

The findings showed that the award model has proven to be a reliable and valid framework, as the criteria and sub-criteria were highly correlated. The set of Enablers was strongly related to the set of Results, and the synergies between the critical criteria confirmed the importance of leadership, strategy, and processes for the organisation's excellence results. It was found that the new significant and direct relationships between “People” and “People Results” and between “Partnerships and Resources” and both “Society Results” and “Key Results” improved the understanding and implementation of the model. There was a significant interrelationship between model criteria, excluding the relationship between “Society Results” and “Key Results”, since the government's main objective is to serve society. A new structural model for the KAIIAE with the new relationships was suggested.

Research limitations/implications

This paper concentrated only on the public sector, although the excellence model has been implemented in the private sector. Features of the different types of organisations were not tested. Furthermore, the variations in size, covered fields, number of employees and provided services need to be investigated further.

Practical implications

Government award bodies can use these research findings to develop a new model version for public sector awards by combining a cohesive array of elements for any government organisational need or application. The study suggested adding new criteria or relationships or eliminating those that are not significant and have no impact on public sector organisations. The findings will assure the organisations' managers that the KAII excellence model criteria are highly correlated and synergised for public sector organisations. These criteria perform efficiently once they are considered and implemented in an interconnected manner rather than managing them independently, which makes up their management framework. This knowledge about the validity of the structure of the model allows public sector organisations to benefit fully from the self-assessment processes and improve the organisation's management, enhancing their faith in excellence award models.

Social implications

This study has contributed to the existing literature on the reliability and validity of business excellence models as a framework for implementing, evaluating, and improving excellence, particularly in the government sector. Several important insights have emerged from this study. The relevant analysis supports a new model structure for excellence in the public sector. Among the model structure relationships, the study identified the existence of new direct relationships between enablers and results. New significant and direct relationships are added to the model that advances the implementation and understanding of the model. Moreover, it informs theory about Excellence Award implementation in developing countries within the context of Jordan – a topic that has previously received limited attention in the international business excellence literature. Since there is limited research on the suitability of implementing the KAIIEA excellence model (that is based on nine criteria of the EFQM model) in public organisations, this work suggested introducing a new modification to the model to suit the characteristics of the public sector.

Originality/value

The considerable prominence of the government sector has drawn attention to the excellence parameters within its organisations. Hence, a lack of studies and inadequate knowledge in the governmental management system have limited testing excellence in the public sector. This paper provides support that the excellence model (KAIIAE model that is EFQM based) is an appropriate framework by identifying direct and significant model interrelationships for the public sector based on the actual and sufficient performance of its entities so as to drive the changes of the next model generation. This is the first study that attempts to comprehend and describe the validation of the KAIIAE model in the public sector.

Details

Benchmarking: An International Journal, vol. 29 no. 3
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 24 June 2020

Pratima Verma, R.R.K. Sharma, Vimal Kumar, Sung Chi Hsu and Kuei-Kuei Lai

The paper aims to investigate organizational variables and develop their relationship with horizontal strategy. The cultural dimensions and organization structure have…

Abstract

Purpose

The paper aims to investigate organizational variables and develop their relationship with horizontal strategy. The cultural dimensions and organization structure have been considered as organizational variables. The study also aims to shed light on the implementation horizontal strategy in conglomerates.

Design/methodology/approach

A survey was carried out with 122 conglomerate firms for examination. These companies were chosen to be of different sizes and sectors. The multiple regression analysis was utilized to analyze the data.

Findings

The results reveal that conglomerate firms also have a horizontal strategy. Additionally, organizational cultural dimensions namely, collectivism, clan culture, market culture and long-term orientation; formal and informal relationship; and horizontal organization structure (HOS) have positive and significant relationship with horizontal strategy. No significant relationship was found between uncertainty avoidance and adhocracy culture, and horizontal strategy.

Research limitations/implications

The major contributions of this study are explicitly identified as horizontal strategy exists in the conglomerate firms where the few organizational variables play a significant role in horizontal strategy implementation.

Originality/value

This study has been done in an effort to make supporting guidelines to fill the gaps in conglomerate firms. This study offers an effective role of cultural dimensions and structure as drivers of horizontal strategy implementation, and this study spells out and extends the literature and proposes a conceptual framework.

Details

Benchmarking: An International Journal, vol. 29 no. 5
Type: Research Article
ISSN: 1463-5771

Keywords

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