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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.

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.

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.

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.

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.

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

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

Interrelationships among some common factors of human resource (HR) management and quality management are still unexplored. Changes in work patterns due to the Covid-19 pandemic have aroused interest in some of these factors, such as working-hours, work pressure, work–life balance practices, job satisfaction. The purpose of this study is to explore the interrelationships among such factors. Specifically, the influence of work hours, work pressure, job rotation and work–life balance on job satisfaction is evaluated both directly and under the mediating influence of working conditions.

A questionnaire-based survey was conducted in Indonesia among diversified organisations. A total of 432 responses were gathered, and they were examined using hypothesis testing and partial least square based structural equation modelling.

The study confirms the statistically proven impact of work pressure, job rotations and work–life-balance practices on working conditions. Job rotations, work–life balance practices and working conditions directly influenced job satisfaction. Work pressure did not influence job satisfaction directly, but it significantly influenced working conditions, which eventually affected job satisfaction. Working hours neither affected working conditions nor job satisfaction in a significant manner.

Covid-19 necessitated working from home, which is a peculiar work–life balance situation. The findings are helpful for organisations in planning strategies related to work–life-balance, working hours, multi-skilling, working conditions and other quality of work life factors in both regular working conditions and under Covid-19 conditions.

The proven influence of work pressure and work–life-balance practices may result in the formation of informal organisations, social groups and increased social networking. As working hours are not diagnosed as an influencing factor for job satisfaction, organisations may think about increasing them, affecting the social fabric of the working community.

Previously unexplored interrelationships among various quality of work life factors are established. Under Covid-19 circumstances, factors such as working hours, work–life-balance and work pressure are investigated in a novel manner. The factors and their interrelationships are important to both quality management professionals and HR professionals.

This paper aims to contribute to the field of social entrepreneurship by exploring the interrelationships among the antecedents of social entrepreneurial intention (SEI) through the lens of Mair Noboa model (MNM). In recent years, many researchers have applied the antecedents of MNM to determine SEI. However, interrelationship among these antecedents has not been a focus of enquiry despite the repeated scholarly calls.

Applying quantitative methodology, the data was collected from a Web-based survey distributed across Bangladesh (N = 412). Data analysis was carried out based on the covariance-based structural equation modelling technique to confirm the hypotheses. The final measurement and structural models met all the requirements for reliability, model fit, convergent validity and discriminant validity. The proposed hypotheses were tested based on direct relationships and mediating effects.

The findings suggested that interrelationships among these antecedents do increase individuals’ intentions to become social entrepreneurs.

This paper fills an important knowledge gap by exploring the interrelationships among moral obligation, empathy, perceived social support and social entrepreneurial self-efficacy. This paper stressed identifying whether the SEI enhances through the interrelationships among these antecedents or not. The study findings bring new theoretical and practical implications on the role of empathy, moral obligation, perceived social support and social entrepreneurial self-efficacy.

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.

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.

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.

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.

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.

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.

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.