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1 – 10 of over 34000Job P. Antony and Sanghamitra Bhattacharyya
The purpose of this paper is to empirically establish an indigenously developed model for measuring organizational performance and organizational excellence, and to examine the…
Abstract
Purpose
The purpose of this paper is to empirically establish an indigenously developed model for measuring organizational performance and organizational excellence, and to examine the relationship between organizational performance and organizational excellence.
Design/methodology/approach
The paper presents a model based on seven variables, at the overall and work unit level, for measuring organizational performance and organizational excellence – tested by using a large sample. A structured questionnaire is developed for collecting data from 407 respondents from 230 organizations. Summated scale average method is used for calculation of organizational performance and a total correlation method is used for the calculation of organizational excellence.
Findings
It is established that organizational performance and organizational excellence could be measured by consolidating performance variables, using two different methods: performance can be measured by averaging the performance variable scores, and excellence can be measured by averaging the correlations of performance variable scores. Based on the study, a new general definition for organizational excellence is proposed, as “the outstanding measure of relationship of all performance variables influencing an organization's functioning”.
Practical implications
The model, developed and tested for measuring performance and excellence, can be used by small and medium enterprises to evaluate their performance and excellence separately and periodically. The study helps managers to recognize organizational excellence as a measure needing special attention instead of taking it as an outstanding value of organizational performance.
Originality/value
The definition and model developed and tested for measuring excellence can contribute significantly to existing literature on excellence measurement. This will help researchers to study organizational excellence as a separate organizational behavior, instead of limiting it as a terminal value of organizational performance.
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Job P. Antony and Sanghamitra Bhattacharyya
The purpose of this paper is to propose a conceptual framework for measuring organizational performance and organizational excellence, which could be used by small and medium…
Abstract
Purpose
The purpose of this paper is to propose a conceptual framework for measuring organizational performance and organizational excellence, which could be used by small and medium enterprises.
Design/methodology/approach
Altogether, seven variables are proposed in the overall and work unit level for measuring organizational performance and organizational excellence. The proposed model for evaluating organizational performance and organizational excellence was taken through a round of pre‐testing using relevant statistical analyses, in order to validate the hypothesized relationships.
Findings
Excellence is redefined as the ability or capacity of one performance variable to affect or influence the other performance variables in an organization. Total correlation is suggested for measuring different excellences and equations are suggested for calculating overall organizational performance and overall organizational excellence.
Practical implications
The model developed for measuring performance and excellence can be used by small and medium enterprises to evaluate their performance and excellence periodically.
Originality/value
The definition and model developed for measuring excellence can contribute significantly to existing literature on excellence measurement. Further research can help in adding more variables to this measure to make the model a holistic one.
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Hassan Saleh Al-Dhaafri and Mohammed Saleh Alosani
The study aims to examine the joint effect of service design (SD), information and analysis (IA) and organizational performance through the mechanism of organizational excellence.
Abstract
Purpose
The study aims to examine the joint effect of service design (SD), information and analysis (IA) and organizational performance through the mechanism of organizational excellence.
Design/methodology/approach
To achieve the goal of this study through the hypothesized model, a survey questionnaire research design was employed. The data were collected from Dubai Police organization. Out of 550 questionnaires, 320 questionnaires were returned. The partial least square structural equation modeling (PLS-SEM) approach was used to analyze the data for measurement and structural models.
Findings
The statistical results confirmed the positive and significant effects of IA on organizational excellence and excellence on organizational performance. The mediation role of organizational excellence between IA and organizational performance was also confirmed.
Research limitations/implications
Throughout this study, further details and valuable implications have been discussed. Findings provide several practical implications. Findings also help practitioners and managers make proper decisions when implementing SD, IA and excellence practices in their organizations. With the joint effect of SD, IA and organizational excellence, organizations can achieve maximum strong performance and remain in a competitive market.
Originality/value
This study is a unique empirical research study that examines the joint effect of SD, IA and excellence on performance relationships within the public sector in general and police organization in particular, which is limited especially in research of Middle East countries.
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Hassan Al-Dhaafri and Mohammed Alosani
Strategic planning and strategy implementation are proposed to impact overall performance. However, the purpose of this study is to empirically examine the mediating effect of…
Abstract
Purpose
Strategic planning and strategy implementation are proposed to impact overall performance. However, the purpose of this study is to empirically examine the mediating effect of organisational excellence on the relationship between strategic planning, strategy implementation and organisational performance (OP).
Design/methodology/approach
Hypotheses have been developed for testing using primary data obtained through a survey questionnaire. The data were gathered from the Dubai police organisation. Out of a total of 500 questionnaires, only 244 questionnaires were returned. For measurement and structural models, the structural equation modelling (SEM) approach was used to analyse the data.
Findings
All proposed hypotheses were supported and confirmed the positive and significant relationships between strategic planning, strategy implementation, organisational excellence and OP. Statistical findings using SEM-partial least square also confirmed the mediating role of organisational excellence as a mechanism between strategic planning, strategy implementation and OP.
Practical implications
Results discussed many valuable implications. The outcomes will help managers, decision-makers and practitioners to consider organisational excellence strategy when implementing strategic planning process to achieve the best performance.
Originality/value
The current study is one of the most important empirical studies to analyse and examine the relationships between strategic planning, strategy implementation organisational excellence and business performance. In addition, this study is one the rare studies that involve excellence as a practice when implementing strategic planning process.
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Mohammad Javad Ershadi and Rouhollah Eskandari Dehdazzi
The purpose of this paper is to study the role of organizational forgetting in the impact of strategic thinking on the implementation of an organizational excellence model…
Abstract
Purpose
The purpose of this paper is to study the role of organizational forgetting in the impact of strategic thinking on the implementation of an organizational excellence model. Furthermore, the factors with main effects on the implementation success of the organizational excellence model are investigated. The two main causes of organizational forgetting, including purposefulness and randomness, along with the three main factors of strategic thinking (vision, creativity and systematic thinking) also are explored. Enablers and results, which are the two key parts of an organizational excellence model are considered as well.
Design/methodology/approach
A model based on structural equations is designed, in which organizational forgetting factors, strategic thinking measures and main parts of a business excellence model are incorporated based on the literature. A total of 297 Iranian companies in which an organizational excellence model had been implemented are selected for investigation. A questionnaire is designed and distributed among the experts, middle managers and top managers of these companies. Based on Cochran’s formula, the sample size of 168 is obtained, for which the response rate is 100 percent. Main statistical measures such as χ2 ratio to degree of freedom, non-soft fitness index (RMSEA), fitness index (GFI) and modified fitness index (AGFI) are used to assess the performance of the proposed model.
Findings
According to the results of the statistical significance tests, the role of organizational obsessive mediators in the establishment of the organizational excellence model has been largely confirmed. Furthermore, the mediator role of organizational forgetting in the final impact of strategic thinking on implementing an organizational excellence model has been widely endorsed. Failure to use knowledge from learning, the inability of a company in coding and documenting knowledge and lack of incentives to share it are the most important factors in the forgetting of knowledge in companies.
Research limitations/implications
As top managers, middle managers and experts are hard to reach due to the wide geographical spread of the organization under study, a questionnaire is designed and distributed among them. The impact of organizational forgetting on other quality management systems such as ISO 9001 and ISO 4001 needs another research to be conducted in the future.
Practical implications
Using new experiences, increasing the competency of employees and managers experience through organizational learning, employee and managerial assessment and organizational strategy assessment are the main practical methods for considering organizational forgetting in the process of implementing organizational excellence models.
Originality/value
This research addresses organizational forgetting besides strategic thinking as joint main roles for implementing organizational excellence, whereas previous research works only considered strategic thinking as a factor. Furthermore, a structural equation model is developed for appraisal of effect of different factors.
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Hassan Saleh Al-Dhaafri and Mohammed Saleh Alosani
The study's goal is to look at how total quality management (TQM), enterprise resource planning (ERP) and organizational performance interact to affect organizational excellence.
Abstract
Purpose
The study's goal is to look at how total quality management (TQM), enterprise resource planning (ERP) and organizational performance interact to affect organizational excellence.
Design/methodology/approach
A survey questionnaire research design was used to achieve the goal of this study through the hypothesized model. The information was obtained from a Dubai police organization. Out of 550 questionnaires, 320 questionnaires were returned. To analyze the data for measurement and structural models, the structural equation modeling (SEM) partial least squares method was used.
Findings
The statistical results confirmed the positive and significant effects of TQM and ERP on organizational performance. The mediation role of organizational performance between TQM, ERP and organizational excellence also was confirmed.
Practical implications
More details and significant consequences have been explored in this study. The findings have a number of practical implications. The findings also assist practitioners and managers in making the best decisions while incorporating TQM, ERP and excellence practices in their organizations. Organizations will achieve optimum strong excellence and stay competitive in a competitive market by integrating the effects of TQM, ERP and organizational performance.
Originality/value
This study is another empirical investigation into the combined impact of TQM, ERP and performance on excellence relationships. In other words, the current study is one of the few that investigates the mediating role of organizational performance as a variable alongside organizational excellence as the ultimate variable in developing countries, specifically in the United Arab Emirates (UAE).
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André M. Carvalho, Paulo Sampaio, Eric Rebentisch, João Álvaro Carvalho and Pedro Saraiva
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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Hassan Al-Dhaafri and Mohammed Alosani
The study aims to examine the joint effect of total quality management (TQM), enterprise resource planning (ERP) and organizational performance on organizational excellence.
Abstract
Purpose
The study aims to examine the joint effect of total quality management (TQM), enterprise resource planning (ERP) and organizational performance on organizational excellence.
Design/methodology/approach
To achieve the goal of this study through the hypothesized model, a survey questionnaire research design was employed. The data were collected from a Dubai Police organization. Out of 550 questionnaires, 320 questionnaires were returned. The structural equation modelling (SEM) partial least squares approach was used to analyze the data for measurement and structural models.
Findings
The statistical results confirmed the positive and significant effects of TQM, ERP and organizational performance on organizational excellence. The mediation role of organizational performance between TQM, ERP and organizational excellence also was confirmed.
Practical implications
Throughout this study, further details and valuable implications have been discussed. Findings provide several practical implications. Findings also help practitioners and managers make proper decisions when implementing TQM, ERP and excellence practices in their organizations. With the joint effect of TQM, ERP and organizational performance, organizations can achieve maximum strong excellence and remain in a competitive market. This current study presents potential to be used in didactical initiatives.
Originality/value
This study is a unique empirical research that examines the joint effect of TQM, ERP and performance on excellence relationships. In other words, the current study is one of the few studies that investigate the mediating role of organizational performance beside the organizational excellence as the ultimate variable in developing country, specifically in UAE.
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Hassan Al-Dhaafri and Mohammed Saleh Alosani
The purpose of this study is to study the collective effect of leadership, strategic planning and entrepreneurial organizational culture (EOC) on organizational excellence.
Abstract
Purpose
The purpose of this study is to study the collective effect of leadership, strategic planning and entrepreneurial organizational culture (EOC) on organizational excellence.
Design/methodology/approach
Using primary data obtained through a survey questionnaire, hypotheses have been developed for testing. Out of a total of 565 questionnaires, only 355 questionnaires were returned where data were collected from the Dubai police organization. The structural equation modelling (SEM) approach was used to analyse the collected data.
Findings
Statistical findings using SEM-partial least square confirmed the full mediating role of strategic planning as a mechanism between leadership and organizational excellence. In addition, the results reported a significant effect of leadership on strategic planning besides its impact on organizational excellence.
Practical implications
Results reported many valuable implications. The outcomes of this study have practical implications that will help managers, decision-makers and practitioners to consider the study’s variables to enhance the overall performance through achieving excellence.
Originality/value
The collective role of leadership, strategic planning, EOC and organizational excellence is studied as one of the most important empirical studies which bring original contribution to the existing body of knowledge.
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Flevy Lasrado and Rassel Kassem
This paper posited a dynamic relationship between transformational leadership, organizational culture, and organizational excellence in order to develop a better understanding of…
Abstract
Purpose
This paper posited a dynamic relationship between transformational leadership, organizational culture, and organizational excellence in order to develop a better understanding of the casual linkages between these three areas.
Design/methodology/approach
The research methodology includes a multi-item scale questionnaire survey which included 448 samples from United Arab Emirates (UAE) with an average response rate of 61.1%. The hypotheses were tested by applying structural equation modeling (SEM) and path analyses. Analyses used the Mplus software package.
Findings
The key finding in this study suggests that creating the involvement culture provides the all-inclusive participation and holistic engagement from employees, which consequently leads to organizational excellence.
Research limitations/implications
The study is more focused on particular type of leadership and can extend to other types of leadership as well the other regions. The study extends the findings of previous studies that suggested authoritative was essential initially but that this would change with the emerging culture.
Practical implications
Managers should foster an involvement culture and adopt transformational leadership style in order to reap the benefits of the quality management approaches.
Originality/value
From existing research on leadership in QM context, we adopt transformational leadership in connection with organizational culture and organizational excellence. The originality of the study lies in its quantitative approach to test an already demonstrated phenomenon about the relationship between transformational leadership, organizational culture and business excellence. This study significantly contributes to the literature on QM by discovering that organizations with transformational leadership styles and involvement or adaptability cultures can perform well and achieve organizational excellence.
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