Search results

1 – 6 of 6
To view the access options for this content please click here
Article
Publication date: 3 July 2017

Pedro Ernesto Pereira Paro and Mateus Cecilio Gerolamo

Recent studies suggest that the implementation of Lean will only be successful when aligned with organizational culture (OC). The purpose of this paper is to understand an…

Downloads
4755

Abstract

Purpose

Recent studies suggest that the implementation of Lean will only be successful when aligned with organizational culture (OC). The purpose of this paper is to understand an Ideal Lean Culture (ILC) in the Brazilian context.

Design/methodology/approach

This diagnosis is based on the Competing Values Framework, and it is the result of a survey with 51 experts in charge of implementation of Lean programs in organizations operating in different industry segments in Brazil.

Findings

The results show that an ILC for Brazilian organizations seems to have the dominant profile of the hierarchy culture, thus characterizing a highly structured and formal place, with rules and procedures governing the behavior of people.

Research limitations/implications

Some limitations of this study include: although a survey has been applied, the research cannot be classified as a quantitative study; it brings the opinion of a limited number of Brazilian experts about lean programs; both the sample size could be increased and the nationality of respondents could be expanded for future research.

Practical implications

It is proposed that an organization (or an area of the organization) that wants to be successful in its lean journey must, first, measure its OC and then promote a cultural profile aligned with the results presented in this paper. By doing so, it is expected that this lean journey should have a higher probability of long-term success and sustainability of lean practices, concepts and philosophy.

Originality/value

In the last two decades much has been written about the importance of OC in the success of lean programs. However, very few studies has mapped and measured an ILC in a way that allows researchers, consultants and managers to evaluate if an OC is close to or distant from an ILC.

Details

Journal of Organizational Change Management, vol. 30 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

To view the access options for this content please click here
Article
Publication date: 5 February 2018

Camila Fabricio Poltronieri, Mateus Cecílio Gerolamo, Teresa Cristina Martins Dias and Luiz Cesar Ribeiro Carpinetti

The number of standards for management systems (MSs) has increased recently. Among the most recognizable ones are ISO9001, ISO14001 and OHSAS18001. The need for…

Abstract

Purpose

The number of standards for management systems (MSs) has increased recently. Among the most recognizable ones are ISO9001, ISO14001 and OHSAS18001. The need for integration has risen due to the development and adoption of more than one MS in the same business, in a process known as integrated management systems (IMS). Some authors have argued that the use of IMS contributes toward sustainability. The purpose of this paper is to present an instrument to assess the integration of different MSs and its effect on sustainable performance.

Design/methodology/approach

A review of IMS, maturity of IMS and sustainability was conducted to build the instrument used in this research. Domingues et al. (2016), Poltronieri et al. (2017), Bernardo et al. (2009) and ISO9001:2015 were used as references pertaining to IMS, whereas Global Reporting Initiative and the research of Delai and Takahashi (2011) were employed for performance issues. All were evaluated both qualitatively and quantitatively.

Findings

In the pre-test the order of some questions was changed, some other questions were reformulated and a new classification was created. The evaluation of specialists contributed to reduce the number of questions and make the questionnaire more clear. Cronbach’s α was used to prove the reliability of the questionnaire.

Originality/value

The importance of this study lies in the development of an instrument that helps assess the maturity of the integration of MSs and evaluate sustainable performance.

Details

International Journal of Quality & Reliability Management, vol. 35 no. 2
Type: Research Article
ISSN: 0265-671X

Keywords

To view the access options for this content please click here
Article
Publication date: 20 June 2008

Luiz Cesar Ribeiro Carpinetti, EdwinVladimir Cardoza Galdámez and Mateus Cecilio Gerolamo

The purpose of this article is to present and discuss a conceptual model for performance measurement and management of a cluster based on the concepts of the Balanced…

Downloads
3069

Abstract

Purpose

The purpose of this article is to present and discuss a conceptual model for performance measurement and management of a cluster based on the concepts of the Balanced Scorecard and other models.

Design/methodology/approach

This paper was based on a case research as the field research methodology for theory testing and refinement.

Findings

The proposed model adequately captures the perspectives of performance management of a cluster, emphasizing the importance of measuring leading and lagging dimensions of performance such as collective efficiency and economic/social results.

Research limitations/implications

Research is still at an early stage and applications of the model need to be carry on further so as to review and validate it.

Practical limitations

Absence of a culture of decision making based on analysis of information and lack of resources may create some difficulty in using metrics for a cluster of SMEs.

Originality/value

The paper proposes applying the concepts and techniques of business performance management and measurement to manage performance of clusters of companies, offering a new approach on how to improve the collective efficiency of a cluster.

Details

International Journal of Productivity and Performance Management, vol. 57 no. 5
Type: Research Article
ISSN: 1741-0401

Keywords

To view the access options for this content please click here
Article
Publication date: 5 October 2015

Lillian Do Nascimento Gambi, Harry Boer, Mateus Cecilio Gerolamo, Frances Jørgensen and Luiz Cesar Ribeiro Carpinetti

The purpose of this paper is to investigate if a firm’s organizational culture affects the set of quality techniques it uses, and if these quality techniques affect the…

Downloads
5018

Abstract

Purpose

The purpose of this paper is to investigate if a firm’s organizational culture affects the set of quality techniques it uses, and if these quality techniques affect the relationship between organizational culture and operational performance.

Design/methodology/approach

Based on data collected from 250 firms in Brazil and Denmark, structural equation modeling is used to investigate the relationship between organizational culture and the use of quality techniques, and its impact on operational performance. Four quality technique groups, four cultural profiles adopted from the Competing Values Framework and a set of operational performance indicators are used to operationalize the study.

Findings

Culture does not appear to be an unequivocal predictor of the use of quality techniques. Furthermore, while most quality technique groups contribute indirectly to the total effect on operational performance in the developmental, group and hierarchical cultures, the performance effects are insignificant for all four groups in the rational culture.

Practical implications

Managers need to be actively aware of the cultural characteristics of their organization before adopting quality techniques, in order to benefit most from the use of these techniques.

Originality/value

Most previous studies address the relationships between culture, quality management and performance at the level of quality practices. This study takes the unitarist-pluralist discussion to the level of quality techniques and extends that discussion to what should be its core, namely, the influence of quality techniques on the performance impact of culture.

Details

International Journal of Operations & Production Management, vol. 35 no. 10
Type: Research Article
ISSN: 0144-3577

Keywords

Content available
Article
Publication date: 3 July 2017

Slawomir Jan Magala

Downloads
758

Abstract

Details

Journal of Organizational Change Management, vol. 30 no. 4
Type: Research Article
ISSN: 0953-4814

To view the access options for this content please click here
Article
Publication date: 21 June 2018

Muhammad Al-Musadieq, Nurjannah Nurjannah, Kusdi Raharjo, Solimun Solimun and Adji Achmad Rinaldo Fernandes

The purpose of this paper is to know the effect of mediation of work motivation on the influence of job design and organizational culture on human resource performance.

Downloads
4690

Abstract

Purpose

The purpose of this paper is to know the effect of mediation of work motivation on the influence of job design and organizational culture on human resource performance.

Design/methodology/approach

The design of the study is the detailed planning used as a study guide that leads to the purpose of the study. The unit of analysis of this research is the expert and skilled labor of construction service actors working in the national consulting company PT. Yodya Karya (Persero) at the central level and branches spread over 11 branches in Indonesian territory. Data analysis method used is path analysis and Sobel test to test the indirect effect (mediation effect).

Findings

Based on the results of the analysis, several things can be concluded such as: there is a significant direct influence of work design on the performance of human resources and work motivation; there is a significant direct influence of organizational culture on work motivation and human resource performance; and there is a significant direct influence of work motivation on human resource performance. There is an indirect influence of work design on the performance of human resources through work motivation mediation variables. Meanwhile, work motivation is not the influence of organizational culture on human resource performance.

Originality/value

The originality of this research lies in forming the mediator variable that is the work motivation on the causal relationship of two variables and adding new variables of work design on the effect on the human resource performance.

Details

Journal of Management Development, vol. 37 no. 6
Type: Research Article
ISSN: 0262-1711

Keywords

1 – 6 of 6