Search results

1 – 10 of over 70000
Article
Publication date: 29 April 2021

Ai-Hsuan Chiang and Ming-Yuan Huang

Rapid response is often the cornerstone of success in many industries, especially manufacturing. In the authors’ opinion, organizational structure will also affect the…

Abstract

Purpose

Rapid response is often the cornerstone of success in many industries, especially manufacturing. In the authors’ opinion, organizational structure will also affect the construction of a fast-response supply chain system. The main purpose of this research examines whether different levels of organizational structure have different effects on the relationship between external integration and firm performance.

Design/methodology/approach

This study applied questionnaires to collect data. This study collected 818 questionnaires from manufacturers in China, Hong Kong and Taiwan to verify our proposed model using structural equation modeling.

Findings

Results show that response speed perfectly mediates the relationship between external integration and firm performance. Different levels of organizational structure will also affect external integration. Strict organizational structure requires customer integration, while loose organizational structure requires supplier integration to quickly meet customer needs.

Practical implications

Companies can probably determine whether their organizational structure is higher or lower than that of their competitors. If firms can determine that their organization structure is high or low, they can adopt suitable external integrations to enhance quick response and operational performance.

Originality/value

In the relationship between supply chain integration and performance, we consider a mediating variable and moderating variable together. Results explain the reason that the relationship between supply chain integration and performance are inconsistent in previous studies. We have addressed external integration in alignment with organizational structure to provide better service and enhance performance by providing empirical evidence.

Details

Journal of Manufacturing Technology Management, vol. 32 no. 8
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 13 November 2017

Andrei Panibratov

The purpose of this paper is to identify key factors that influence the integration process in cross-border mergers and acquisitions (M&A) deals of emerging multinational…

3343

Abstract

Purpose

The purpose of this paper is to identify key factors that influence the integration process in cross-border mergers and acquisitions (M&A) deals of emerging multinational enterprises (EMNEs). The research questions are: how national and organizational culture coupled with other organizational characteristics influence M&A deals of EMNEs? Which factors influence the process of cultural and organizational integration in cross-border M&A deals, initiated by EMNEs? What is the effect and consequences that different integration factors have on cross-border M&A deals by EMNEs?

Design/methodology/approach

The paper is based on a multiple case study research, considering cross-border deals of Chinese and Russian firms separately. Each block consists of two cases, describing M&A integration of companies operating in two sectors: high technology and finance. The authors obtained the data for case studies from companies’ official websites, annual reports, press releases, other official documents where companies were mentioned, business-media sources (newspapers and magazines), published interviews, documented speeches, letters, laws, as well as through blogs and social networks. The authors have also used the published information from articles, books, databases, and previously conducted case studies.

Findings

The authors have identified the factors influencing deals’ results of Chinese and Russian MNEs, with explanation based on case studies’ analysis. The full list of factors is presented in Table IV in the manuscript. The authors have also identified the set of elements that were derived from the case studies’ analysis only, without having any strong support in the literature, such as changes at a senior management level, educational and business exchanges, CSR policy, and the government involvement.

Originality/value

The authors have identified the key factors that influence integration of emerging market firms in cross-border M&A deal. The list of factors was adjusted and actualized in accordance with the results of four cases of cross-border M&A deals of Chinese or Russian companies. As a result, the authors founded the combination of characteristics of cultural and organizational integration process of firms from China and Russia.

Details

Journal of Organizational Change Management, vol. 30 no. 7
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 29 March 2011

Rajesh Rajaguru and Margaret J. Matanda

The purpose of this paper is to explore the effects of inter‐organisational compatibility on inter‐organisational information systems (IOIS) integration and supply chain…

1493

Abstract

Purpose

The purpose of this paper is to explore the effects of inter‐organisational compatibility on inter‐organisational information systems (IOIS) integration and supply chain performance of large enterprises (LE) and small‐medium enterprises (SMEs) in Australian retailing chains.

Design/methodology/approach

Convergent interviewing technique was used to collect data from managers of 12 fast‐moving consumer goods and hardware manufacturing and retailing organisations. Within‐ and cross‐case analyses were used to analyse the data.

Findings

The results indicate that technical, strategic and cultural compatibility between supply chain partners are antecedents to IOIS integration and supply chain performance of both LE and SMEs. A conceptual model explaining the relationship between inter‐organisational compatibility, IOIS integration and supply chain performance is advanced. The study extends congruency theory to information systems and supply chain contexts.

Practical implications

The study provides some guidelines to supply chain and information systems managers on how inter‐organisational compatibility can be used to facilitate IOIS integration and enhance supply chain performance in both large and small firms. Technical, strategic and cultural compatibility emerged as antecedents to IOIS integration, suggesting the need for supply chain managers especially within SMEs to pay close attention to inter‐organisational compatibility factors when integrating IOIS with supply chain partners.

Originality/value

Research relating IOIS integration and supply chain is limited, especially in the SMEs context. Thus, this paper contributes to the body of knowledge by examining how inter‐organisational compatibility influences organisations' decisions to integrate IOIS with supply chain partners using congruency theory.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 23 no. 2
Type: Research Article
ISSN: 1355-5855

Keywords

Article
Publication date: 28 April 2014

Kim Aitken and Kathryn von Treuer

The purpose of this paper is to describe a two-part study that has explored the organisational and leadership competencies required for successful service integration

3456

Abstract

Purpose

The purpose of this paper is to describe a two-part study that has explored the organisational and leadership competencies required for successful service integration within a health consortia in Australia. Preliminary organisational and leadership competency frameworks were developed to serve as reference points as the consortia it expanded to cater for increased service demand in the midst of significant health reform.

Design/methodology/approach

The study design is outlined, which involved literature reviews and semi-structured interviews with key stakeholders to ascertain the key determinants of successful service integration at both organisational and leadership levels.

Findings

The literature reviews revealed little existing research specifically focused on the organisational and leadership competencies that underpin successful service integration. The themes from the literature reviews and semi-structured interviews informed the preliminary organisational and leadership competency frameworks. Both frameworks are outlined in the paper. Key determinants of successful service integration – at both an organisational and individual leadership level – are also presented.

Research limitations/implications

This is a one-organisation case study and the competency frameworks presented are preliminary. However, the study findings provide a foundation for further research focusing on the longer-term success of service integration.

Originality/value

Service integration in health is a new and emerging area, and there is little extant research exploring the organisational and leadership competencies underpinning its success. The competency frameworks presented in the paper may be of interest to other consortia and organisations engaged in service integration and other forms of merger and collaboration.

Details

Leadership in Health Services, vol. 27 no. 2
Type: Research Article
ISSN: 1751-1879

Keywords

Article
Publication date: 1 July 2006

Teresa L. Ju, Chia‐Ying Li and Tien‐Shiang Lee

Based on theories of organizational learning and strategy, the purpose of this study is to develop a strategic contingency model to identify the interrelationships among…

4961

Abstract

Purpose

Based on theories of organizational learning and strategy, the purpose of this study is to develop a strategic contingency model to identify the interrelationships among knowledge characteristics, knowledge management (KM) strategy, knowledge integration, organizational learning, KM capability and innovation.

Design/methodology/approach

This study was conducted using the survey method. A total of 800 survey questionnaires were sent to KM managers from the semiconductor, LED, precision machinery, communication, and biotech industries. ANOVA and LISREL were adopted to test 11 hypotheses as developed in this study.

Findings

The research results concluded that: knowledge characteristics with higher modularity and explicitness could enhance organizational learning and knowledge integration; levels of organizational learning, knowledge integration, and KM capability had significant impact on a firm's innovation; the interaction effects of human oriented KM strategy and organizational learning, and system oriented KM strategy and knowledge integration were found to significantly impact KM capability.

Research limitations/implications

To further confirm the results of this cross‐sectional research, more longitudinal research is suggested. To identify the scope of generalization of this study, future research may use the same questionnaire or an abbreviated one to conduct surveys across different industries or different international settings.

Originality/value

The interrelationships among knowledge characteristics, KM capability and innovation have been evaluated extensively in previous studies. However, the interaction effects between organizational learning and KM strategy and between system oriented KM strategy and knowledge integration on KM capability have been largely ignored. The results of this study provide very important references for academics and practitioners to implement the effectiveness of KM.

Details

Industrial Management & Data Systems, vol. 106 no. 6
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 21 August 2007

Shari L. Peterson

The purpose of this paper is to identify factors influencing retail managerial turnover.

4015

Abstract

Purpose

The purpose of this paper is to identify factors influencing retail managerial turnover.

Design/methodology/approach

The Organizational Model of Employee Persistence provided the theoretical framework for this longitudinal study. Responses to the Organizational Survey of Managerial Integration were obtained from 528 managers in three randomly‐selected retail organizations.

Findings

By identifying and facilitating organizational behaviors that lead to a more integrative work climate, retail organizations might reduce costs associated with turnover. Managers' perceptions of integration (connectedness or engagement with the organization) based on their organizational experiences and relationships significantly explained turnover.

Research implications/implications

The 54 specific items that comprise the construct, integration, can be used as baseline data. Other implications for research include further critique of the model and testing both within the USA and internationally; re‐examination of the factor structure of the instrument; adaptation to non‐managerial populations and to non‐retail settings; and structural equations modeling to determine directionality of the variables.

Practical implications

Organizations might pay closer attention to the career development needs of their managers through formal and informal opportunities for career development. In addition, organizations might address issues associated with worklife balance.

Originality/value

This study introduces a new model of employee turnover and the concept of integration to the turnover literature. The findings underscore the importance of management development in creating and sustaining an organizational climate conducive to retaining managerial employees.

Details

Journal of Management Development, vol. 26 no. 8
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 24 July 2009

Rajesh Rajaguru and Margaret Jekanyika Matanda

The purpose of this paper is to investigate the mediating role of organisational level supply chain activities on the effect of inter‐organisational information systems…

1746

Abstract

Purpose

The purpose of this paper is to investigate the mediating role of organisational level supply chain activities on the effect of inter‐organisational information systems (IOIS) and activity (IOA) integration on business performance of retailing organisations within Australia.

Design/methodology/approach

The study followed a causal research approach and survey methodology to collect data from the managers of food and hardware retailers. Multiple regression and MacKinnon et al.'s mediation analysis were used to investigate the hypothesised relationships.

Findings

The results suggest that inter‐organisational information systems (IOIS) and activity integration have positive effects on customer responsiveness and financial performance of organisations. Organisational‐level supply chain functions mediate the relationships between IOIS and activity integration and customer responsiveness, as well as financial performance.

Research limitations/implications

The research focused at the retailer level of the supply chain. Large‐scale cross‐sectional studies that include other levels of supply chain are required for generalisability.

Practical implications

The research suggests that organisations need to integrate their inter‐organisational information systems and activities with supply chain partners to enhance supply chain and business performance.

Originality/value

The results extend the body of knowledge on inter‐organisational information systems, inter‐organisational integration and supply chain management. The study also provides some empirical insights into management practices in the retailing sector.

Details

Journal of Enterprise Information Management, vol. 22 no. 4
Type: Research Article
ISSN: 1741-0398

Keywords

Book part
Publication date: 10 December 2018

Xavier Castañer and Mikko Ketokivi

In this chapter, the authors theorize organizational integration by extending, elaborating, and combining various theoretical perspectives, such as structural contingency…

Abstract

In this chapter, the authors theorize organizational integration by extending, elaborating, and combining various theoretical perspectives, such as structural contingency theory, organization economics, and organizational culture. The aim of this study is to provide the foundation for a holistic theory of integration that examines the different relevant facets of integration and a comprehensive set of tools – integrative devices – by which integration can be sought by those who design the organization. To this end, the authors examine the integration challenge that arises from various types of subunit interdependence – pooled, sequential, and reciprocal – and theorize which configurations of integrative devices are more likely to be effective in a given task environment. The authors close by discussing directions for future research on organizational integration.

Book part
Publication date: 19 September 2014

Satu Teerikangas and Tomi Laamanen

While there is an increasing understanding of the challenges that can emerge in integration processes of cross-border mergers and acquisitions, there is a scarcity of…

Abstract

While there is an increasing understanding of the challenges that can emerge in integration processes of cross-border mergers and acquisitions, there is a scarcity of research on how the different integrative activities should be temporally sequenced. Based on an in-depth analysis of three acquisitions, we find that structural and cultural integration are intertwined. We find that cultural integration will begin only once structural integration is in progress. Cultural differences can, however, impede structural integration if structural integration is done in conflict with the existing culture of the acquired company. Thus, structural integration should come first, but it should be done in appreciation with the acquired company’s existing culture. Cultural change is then facilitated in an iterative manner over time by the new structure. Our chapter contributes to an improved understanding of the temporal dynamics of integration by demonstrating the mutually reinforcing effects of structural and cultural integration in cross-border acquisitions.

Details

Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-78350-970-6

Keywords

Open Access
Article
Publication date: 31 May 2022

Laura Saukko, Kirsi Aaltonen and Harri Haapasalo

The purpose of this paper is to define the integration capability dimensions and create a model for self-assessing the integration capability in inter-organizational projects.

473

Abstract

Purpose

The purpose of this paper is to define the integration capability dimensions and create a model for self-assessing the integration capability in inter-organizational projects.

Design/methodology/approach

A theoretical construct of, referred in this study as integration capability framework is elaborated following a systematic literature review. Thereafter, an integration capability self-assessment model, based on maturity thinking, is derived from the theoretical framework. The self-assessment model is further developed and tested for validity within five inter-organizational project networks in cooperation with industry practitioners, representing construction, industrial engineering, and mining sectors.

Findings

The results show that inter-organizational projects can use the developed model in self-assessing the maturity levels of various integration mechanisms, thus the state of integration capability at any point in time during inter-organizational projects.

Originality/value

This study is an attempt to identify how the integration capability dimensions can be self-assessed in inter-organizational projects, through the maturity levels of various integration mechanisms. The results offer insights for both academics and project management practitioners.

Details

International Journal of Managing Projects in Business, vol. 15 no. 8
Type: Research Article
ISSN: 1753-8378

Keywords

1 – 10 of over 70000