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The purpose of this research is to examine the effect of kaizen culture on innovation and operational performance of electrical and electronic manufacturing companies in Malaysia. A research framework, with underpinning theories of dynamic capabilities and socio-technical systems, was conceptualized to investigate the interplay of these relationships.

Data were collected from 123 manufacturing companies using an online survey and analyzed with IBM SPSS Statistics version 24.0 and the partial least squares structural equation modeling (PLS-SEM) (SmartPLS) version 3.2.8.

Ultimately, the findings proved that kaizen culture is crucial for organizations to optimize their operational performance and can be nurtured through the implementation of process innovation and organizational innovation.

Unlike past studies, this research examines the concepts of innovation, kaizen culture and operational performance in a single study; thus, provides further opportunities for new discoveries through such relationships. Also, the novelty is identifying that kaizen culture can be nurtured via innovation.

This paper aims to examine the role of rational culture in the relationship between lean manufacturing practices and operational productivity in the machinery and equipment industry.

This study uses a cross-sectional quantitative approach to conduct the research. Using an online survey questionnaire, 118 responses were collected. SPSS was used to assess validity, reliability and hypothesis testing of the study variables. Hierarchical regression analysis was employed to investigate the moderating effects of rational culture.

The study results reveal that quick setup and quality control were significantly related to operational productivity. Rational culture was a significant quasi-moderator.

This study highlights the importance of quick setup and quality control for machinery and equipment firms to gain higher operational productivity. Rational culture could be used to drive the firms toward greater achievements in this regard.

The use of rational culture as a quasi-moderator in the relationship between lean manufacturing practices and operational productivity is unprecedented. This study offers new findings by introducing the role of rational culture to enhance the effects of lean manufacturing practices on operational productivity.

This article offers a novel approach that brings together management, engineering and organizational behavior. It focuses on the understanding of organizational dynamics in an era of technological change, upholding the importance of organizational agility and of the cultural paradigm in the management of organizations.

In this work, the authors present the conclusions from a set of studies carried out in organizations operating in technical and technological industries. The authors assessed the capabilities of these organizations in terms of operational excellence maturity and its impact on the organizational culture and organizational agility.

Results show the importance of operational excellence either in developing or expanding organizational agility capabilities while reinforcing the cruciality of an excellence-oriented culture to sustain these efforts over time.

Increasingly unstable business environments have led to a growing interest in how to develop and maintain operational excellence in the face of continued and disruptive change. However, this interest has, so far, been advanced with little empirical evidence to support the corresponding predictions. This work offers the first practical evidence that continued focus and optimization of operations, with the right cultural alignment, helps organizations survive and thrive in increasingly volatile, uncertain, complex and ambiguous environments.

This study aims to explore barriers and pathways to a whole-institution governance of sustainability within the working structures of universities.

This paper draws on multi-year interviews and hierarchical structure analysis of ten universities in Canada, the USA, Australia, Hong Kong, South Africa, Brazil, the UK and The Netherlands. The paper addresses existing literature that championed further integration between the two organizational sides of universities (academic and operations) and suggests approaches for better embedding sustainability into four primary domains of activity (education, research, campus operations and community engagement).

This research found that effective sustainability governance needs to recognise and reconcile distinct cultures, diverging accountability structures and contrasting manifestations of central-coordination and distributed-agency approaches characteristic of the university’s operational and academic activities. The positionality of actors appointed to lead institution-wide embedding influenced which domain received most attention. The paper concludes that a whole-institution approach would require significant tailoring and adjustments on both the operational and academic sides to be successful.

Based on a review of sustainability activities at ten universities around the world, this paper provides a detailed analysis of the governance implications of integrating sustainability into the four domains of university activity. It discusses how best to work across the operational/academic divide and suggests principles for adopting a whole institution approach to sustainability.

Pressured by various stakeholder groups to improve the sustainability performance of their emerging economy suppliers, multinational firms continue to expand their supplier monitoring. Leveraging the strategy literature on alliances and the buyer-supplier relationship management literature, the authors propose that a buyer firm's efforts to proactively develop cultural sensitivity and operations cognizance to understand the operational culture and routines of its suppliers can ameliorate some shortcomings of supplier monitoring, thereby improving the performance of the buyer firm.

Using primary survey data from a sample of US manufacturing firms, combined with secondary data of supplier monitoring and financial performance, this research examines the relationship between supplier monitoring, cultural sensitivity, operations cognizance, and buyer firm performance.

Supplier monitoring was associated with positive but diminishing returns for financial and sustainability performance for the buyer. Second, increasing cultural sensitivity and operations cognizance for suppliers in emerging economies were associated with improved buyer performance. Finally, the synergistic use of supplier monitoring and operations cognizance was associated with improved buyer firm financial performance.

While the buyer-supplier relationship literature has mainly treated organizational differences between dyadic supply chain partners as exogenous to the context in which their relationship evolves, the authors posit that buyer firms' efforts to understand such differences can affect the value of buyer-directed interactions, such as supplier monitoring. This research adds to the theoretical understanding of the process of developing relational mechanisms with emerging economy suppliers. In particular, efforts of buyer firms to better understand the operational culture and routines of their suppliers can complement monitoring and are associated with a positive impact on performance.

This research aims to review how current supply chain management (SCM) research addresses cultural issues, presents a critical assessment of literature and discusses future research avenues.

The literature is reviewed using systematic literature review, bibliometric citation analysis and content analysis. A total of between 1995 and 2019 in Institute for Scientific Information Web of Science’s database.

Descriptive data related to chronological evolution of literature, geographical location, influential papers and methodology are presented. Four main research areas were categorized, namely, papers on SC integration and performance; research on continuous improvement and lean initiatives; studies on the role of culture in sustainability, corporate social responsibility and green practices; and studies on emerging topics of research. Most studies focused on organizational culture frameworks, adopted a static approach to culture and targeted mainly developed countries and Asian emerging countries. A research agenda is suggested based on a multilevel cultural framework including operational and SCM culture.

Practitioners and researchers will gain a greater understanding of how cultural issues have been addressed in current literature. A multilevel framework is proposed based on the concept of “operational” and “SCM culture”, to address some of the issues identified in current literature.

To the best of authors’ knowledge, this study is one of the first literature reviews that considers both national and organizational culture dimensions in SCM research, whereas prior approaches were fragmented or one-dimensional.

With increasing globalization, supply chain management in various national cultures requires understanding. This study aims to examine the moderating effects of individualistic and uncertainty avoidance cultures on the relationship between supply chain integration (SCI) and different dimensions of firm performance (i.e. flexibility and financial).

This study collected 124 pairwise survey data from supply chain and senior managers of retail firms in 35 countries. Hofstede’s national culture index was used to examine the moderating effects. Structural equation modeling and regression analysis were used to test the model.

Results corroborate that in a higher uncertainty avoidance culture, the positive influence of SCI on flexibility performance is stronger, but that on financial performance is weaker. By contrast, individualism reduces the positive influence of SCI on financial performance, but does not moderate that on flexibility performance.

This paper proposes a contingent model for SCI-performance relationships by integrating the relational view and the national cultural perspective. Critical national cultural dimensions moderate the effects of SCI on flexibility and financial performance. Therefore, operational managers should design differential SCI strategies in various cultural settings.

The purpose of the framework here proposed is to introduce an industrial culture within the service organizations. Concepts such as employees empowerment, ownership, continuous improvement, together with the systematic implementation of quantitative methods builds the organizational basis for achieving operational excellence in services, reducing costs and increasing service quality. This has been deployed in two phases: a “hard” phase to support the design of the service and the construction of tangible and intangible elements of the service, and a “soft” phase to support the management, maintenance and improvement of the service delivery. All this has been applied to the hotel service sector where the interaction between tangible and intangible elements of the service are particularly evident.

The framework uses and integrates several methodologies. Quality function deployment (QFD) is largely used in order to support the “hard” phase of the framework. Kano's model of customer requirements has been integrated in the QFD structure by means of an original method developed by the authors, introducing a so‐called non‐quality priority number (similar to the failure modes and effects analysis' risk priority number) that in combination with a so‐called quality priority number drives the decisions for improvement towards operational excellence. Moreover, the “soft” phase of the framework introduces methods such as failure mode and effect analysis and total productive maintenance in order to improve the service organization's operational competence and culture, increasing at the same time the sense of ownership and the commitment for improvement of front line workers.

Through this paper, it has been shown that industrial methods for operational excellence can be adapted and transferred to the service sector with a potential for significant improvements in particular for those services with a high degree of tangible factors. Allowing in this way to achieve outstanding results also without significant investments.

This paper does not have the intention of describing the state‐of‐the‐art of service design and management, but rather it focuses on the transfer of industrial methods and techniques to the service sector.

The value of this paper is related to proposal of a global systemic approach to operational excellence in services, by means of which industrial methods for operational excellence are transferred to the service sector. Only few works in literature have tried to transfer industrial methods for operational excellence to services, however the main value of this paper is not – or not only – in the specific methods proposed, but in their integration in the systemic approach.

The purpose of this paper is to identify, present and categorise the main requirements, challenges and impacts of Lean Six Sigma (LSS) applications. Emphasis is given to the soft impacts of LSS applications, which are intangible in nature and difficult to quantify and measure, highlighting the most frequently cited ones.

A qualitative synthesis of the studies using the narrative synthesis approach is adopted to descriptively summarise and categorise the requirements, challenges and impacts of LSS applications. The studies were searched by using the following keywords: “LSS applications,” “LSS requirements,” “LSS challenges” and “LSS impacts” in almost all major electronic databases such as Emerald, Taylor and Francis, ScienceDirect and Wiley. A total of 116 articles published between 2007 and 2017 in 41 academic journals were collected and reviewed. Consideration was also given to a number of substantial publications in 2006, 2018 and 2019.

In addition to its process efficiency and financial impacts, LSS was found to have another impact category related to individual and organisational behaviours. Management commitment, training and organisational culture were concluded to be amongst the most important and required categories for successful LSS applications. It was also found that the lack of awareness of LSS tools and benefits and the lack of change management and resistance to change were amongst the most cited categories of implementation challenges.

The studies published between 2007 and 2017 are mainly considered in this paper. It is believed that 10-year publication period considered in this research is sufficient to study the evolution, benefits, limitations and future trends of a particular research topic. However, the exclusion criteria used in the search process with respect to the articles’ year of publication and search terms and keywords may limit the generalisation of the research findings. In addition, the qualitative nature of this research study and the lack of empirical data to support its findings is another limitation that future research should consider.

This research paper may serve as a valuable source of information for LSS researchers as it will provide them with useful and new insights and directions for further research in LSS. It will also increase the awareness of LSS practitioners about the kind of impact LSS has, and therefore, achieve a better utilisation of its tools by ensuring availability of application requirements and overcoming application challenges.

This study differs from previous research studies as it focusses attention on the soft impacts of LSS applications and highlights them. The study identifies and prioritises LSS application impacts, requirements and challenges. The study on these aspects was found to be limited and lacking in previous research studies.

Previous research studies have testified that safety culture positively affects safety performance. However, the progression by which safety culture affects safety performance has not yet been examined. Also, how safety culture affects the overall safety performance at different levels of the organization is yet to be explored. In order to address this issue, the purpose of this paper is to study the effect of multilevel safety culture upon safety performance over time.

A conceptual causal-loop diagram is constructed using the group model building approach to establish the relationship between safety culture components (e.g. psychological, behavioral and situational) and the factors associated with safety performance (e.g. risk level, safety behavior, unsafe conditions, unsafe acts and incident rate). Considering the dynamic nature and intricacy of the safety management system, the system dynamics approach has been employed to develop the model.

The results indicate that the safety culture at the tactical level (middle management) and operational level is much more effective than strategic level (top management) in ameliorating the safety performance of the organization.

The scope of this study is limited to the effect of multilevel safety culture on safety performance. The focus is on the dynamics of personal, behavioral and situational factors of top management, middle management and workers to reinforce the safety performance of the organization. Future research can be protracted to build other models of safety.

First and foremost, the findings summarized in this paper can be implemented by organizations to achieve the total safety culture to upgrade safety performance.

This paper presents the holistic view of multilevel safety culture in an organization’s hierarchy. It shows how multilevel level safety culture in an organization interacts with the safety management system to enhance the safety performance of the organization.