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Article
Publication date: 12 January 2015

Zhi Cao, Baofeng Huo, Yuan Li and Xiande Zhao

This study aims to bridge the gap in understanding the effects of organizational culture on supply chain integration (SCI) by examining the relationships between organizational

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Abstract

Purpose

This study aims to bridge the gap in understanding the effects of organizational culture on supply chain integration (SCI) by examining the relationships between organizational cultures and SCI. The extant studies investigating the antecedents of SCI focus mainly on environments, interfirm relationships and other firm-level factors. These studies generally overlook the role of organizational culture. The few studies that do examine the effects of organizational culture on SCI show inconsistent findings.

Design/methodology/approach

By placing organizational culture within the competing value framework (CVF), this study establishes a conceptual model for the relationships between organizational culture and SCI. The study uses both a contingency approach and a configuration approach to examine these proposed relationships using data collected from 317 manufacturers across ten countries.

Findings

The contingency results indicate that both development and group culture are positively related to all three dimensions of SCI. However, rational culture is positively related only to internal integration, and hierarchical culture is negatively related to both internal and customer integration. The configuration approach identifies four profiles of organizational culture: the Hierarchical, Flexible, Flatness and Across-the-Board profiles. The Flatness profile shows the highest levels of development, group and rational cultures and the lowest level of hierarchical culture. The Flatness profile also achieves the highest levels of internal, customer and supplier integration.

Research limitations/implications

This study is subject to several limitations. In theoretical terms, this study does not resolve all of the inconsistencies in the relationship between organizational culture and SCI. In terms of methodology, this study uses cross-sectional data from high-performance manufacturers. Such data cannot provide strong causal explanations, but only broad and general findings.

Practical implications

This study reminds managers to consider organizational culture when they implement SCI. The study also provides clues to help managers in assessing and adjusting organizational culture as necessary for SCI.

Originality/value

This study makes two theoretical contributions. First, by examining the relationships between organizational culture and SCI in a new context, the findings of the study provide additional evidence to reconcile the previously inconsistent findings on this subject. Second, by departing from the previous practice of investigating only particular dimensions of organizational culture, this study adopts a combined contingency and configuration approach to address both the individual and synergistic effects of all dimensions of organizational culture. This more comprehensive approach deepens our understanding of the relationship between organizational culture and SCI.

Details

Supply Chain Management: An International Journal, vol. 20 no. 1
Type: Research Article
ISSN: 1359-8546

Keywords

Book part
Publication date: 3 July 2018

Neil A. Morgan and Douglas W. Vorhies

The marketing literature indicates that a firm’s organizational culture plays a critical role in determining its market orientation (MO) and thereby the firm’s ability to…

Abstract

Purpose

The marketing literature indicates that a firm’s organizational culture plays a critical role in determining its market orientation (MO) and thereby the firm’s ability to successfully adapt to its environment to achieve superior business performance. However, our understanding of the organizational culture of market-oriented firms and its relationship with business performance remains limited in a number of important ways. Drawing on the behavioral theory of the firm and the competing values theory perspective on organizational culture, our empirical study addresses important knowledge gaps concerning the relationship between firm MO culture, MO behaviors, innovation, customer satisfaction, and business performance.

Methodology/approach

We used a survey methodology with Clan Cultural Orientation, Adhocracy Cultural Orientation, Market Cultural Orientation, and Hierarchy Cultural Orientation Clan. Market Orientation Behaviors, Innovation, and Customer Satisfaction and CFROA t (Net Operating Income + Depreciation and AmortizationDisposal of Assets)/Total Assets.

Findings

The overall fit of the first Confirmatory Factor Analysis (CFA) containing the three MO behavior sub-scales, the four organizational culture scales, and the innovation and satisfaction performance measures was good with a χ 2 = 760.89, 524 df, p < 0.001; CFI = 0.916 and RMSEA = 0.055. The overall fit of the second CFA containing the business strategy, bureaucracy, and customer expectations control variables was also good with a χ 2 = 243.26, 156 df, p < 0.001; CFI = 0.937 and RMSEA = 0.061. We also subsequently ran a third CFA in which the MO behavior construct was modeled as a second-order factor comprising the three first-order sub-scales (generation of market intelligence, dissemination of market intelligence, and responsiveness to market intelligence) each of which in turn arose from the relevant survey indicants. This measurement model also fit well with the data with a χ 2 = 84.06, 63 df, p < 0.039; CFI = 0.955 and RMSEA = 0.047. Regressions using seemingly unrelated regressions (SUR) with control variables and with R 2 values ranging from 0.28 to 0.54.

Practical implications

MO culture has an important direct effect on firms’ financial performance as well as an indirect effect via MO behaviors and innovations. Importantly, our findings suggest that MO culture facilitates value-creating behaviors above and beyond those identified in the marketing literature as MO behaviors. In contrast to a series of studies by Deshpandé and colleagues (1993, 1999, 2000, 2004), our empirical results suggest the value of the internally oriented Clan and to a lesser degree Hierarchy cultural orientations as well as the more externally oriented Adhocracy and Market cultural orientations. The benchmark ideal MO culture profile we identify is consistent with organization theory conceptualizations of strong balanced organizational cultures in which each of the four competing values orientations is simultaneously exhibited to a significant degree (e.g., Cameron & Freeman, 1991). Our findings indicate that the organizational culture domain of MO appears to be at least as important (if not more so) in explaining firm performance and suggest that researchers need to re-visit the conceptualization, and perhaps more importantly the operationalization, of MO as a central construct in strategic marketing thought.

Originality/value

In building an MO culture, an important first step is to assess the firm’s existing organizational culture profile (e.g., Goodman, Zammuto, & Gifford, 2001). Organization theory researchers have developed competing values theory-based organizational culture assessment tools that can provide managers with an easily accessible mechanism for accomplishing this (Cameron & Quinn, 1999). The profile of the firm’s existing culture and the profile of the ideal culture for MO from our study can then be plotted on a “spider’s web” graphical representation (e.g., Hooijberg & Petrock, 1993). This aids the comparison of the firm’s existing cultural profile with the ideal MO profile, enabling managers to easily diagnose the areas, direction, and magnitude MO culture profile “gaps” in their firm (Cameron, 1997). Specific gap-closing plans and tactics for gaps on each of the four cultural orientations can then be identified as part of the development of a change management program designed to create an MO culture profile (e.g., Chang & Wiebe, 1996). Cameron and Quinn’s (1999) workbook provides managers with an excellent operational resource for planning and undertaking such gap-closing organizational culture change initiatives.

Details

Innovation and Strategy
Type: Book
ISBN: 978-1-78754-828-2

Keywords

Article
Publication date: 1 January 1996

Ann Marie Ryan and Mark J. Schmit

Person—environment (P—E) fit has long been a focus in organizational research. A climate‐based measure of P—E Fit was developed for use in organizational and individual…

Abstract

Person—environment (P—E) fit has long been a focus in organizational research. A climate‐based measure of P—E Fit was developed for use in organizational and individual assessment. A series of studies with a Q‐sort measure of climate and fit (the Organizational Fit Instrument—OFI) indicated ways in which P—E fit information can be used in organizational development. In addition, the psychometric properties of the OFI assessed in these studies suggested that, despite the ipsative nature of the measure, it may provide the organizational development practitioner or researcher with a sound and useful tool. Suggestions for future research are proposed.

Details

The International Journal of Organizational Analysis, vol. 4 no. 1
Type: Research Article
ISSN: 1055-3185

Article
Publication date: 3 September 2020

Gaëtane Caesens, Alexandre J.S. Morin and Florence Stinglhamber

This research aims to identify trajectories of employees' perceptions of organizational support (POS) over the course of an eight-month period and to document associations between…

Abstract

Purpose

This research aims to identify trajectories of employees' perceptions of organizational support (POS) over the course of an eight-month period and to document associations between these longitudinal trajectories and several outcomes related to employees' well-being (i.e. job satisfaction), attitudes (i.e. turnover intentions, affective commitment) and behaviors (i.e. voice behaviors).

Design/methodology/approach

POS ratings provided each four months by a sample of 747 employees were analyzed using person-centered growth mixture analyses.

Findings

Results revealed that longitudinal heterogeneity in POS trajectories was best captured by the identification of four distinct profiles of employees. Two of these profiles followed stable high (67.2%) and low (27.3%) POS trajectories, whereas the remaining profiles were characterized by increasing (2.2%) or decreasing (3.3%) POS trajectories. Our results showed that, by the end of the follow-up period, the most desirable outcome levels were associated, in order, with the increasing, high, low and decreasing trajectories.

Practical implications

This research has important implications by showing that perceptions of organizational support fluctuate over time for some employees and help better predicting valuable work-related outcomes.

Originality/value

These findings shed a new perspective on organizational support theory by adopting a dynamic perspective, and revealing that changes over time in POS are more potent predictors of valuable work-related outcomes than stable POS levels.

Details

Journal of Managerial Psychology, vol. 35 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 31 May 2011

Robert P. Ormrod and Stephan C. Henneberg

The purpose of this paper is to investigate the relationship between the strategic postures and political market orientation profile of two Danish parties. Profile stability at…

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Abstract

Purpose

The purpose of this paper is to investigate the relationship between the strategic postures and political market orientation profile of two Danish parties. Profile stability at the organisational level is used as a control variable.

Design/methodology/approach

The strategic political postures of two Danish parties are derived using a self‐typing study. Based on configuration theory, ideal organisational profiles to implement these studies are juxtaposed with the actual political market orientation profile for each party, gained from two datasets analysed using Partial Least Squares. Member activity levels are used to control for organisational stability.

Findings

The self‐typing study revealed that Party A was perceived to follow a relationship builder posture, and Party B a convinced ideologist posture. However, both market orientation profiles resembled the organisational structures of a convinced ideologist. Thus, Party A exhibits a mismatch between strategic orientation and implemented organisational profile, based on configuration theory. The results were generally stable across political activity levels.

Research limitations/implications

The investigation represents an intra‐group analysis, i.e. it is concerned only with two parties in one political system; however, this reflects the oligopolistic character of the vast majority of electoral markets and thus, further research could compare results across political systems. A link with performance variables needs to be established to assess the extent to which the organisational alignment results in competitive advantages for a party.

Practical implications

Whilst there exists a general cohesiveness within parties regarding the overall strategic posture, political managers need to be aware of the subtle differences that can affect the market orientation of different groups within the party.

Originality/value

The study contributes to understanding the concept of market orientation in the political sphere. More specifically, it empirically links political market orientation as an issue of political marketing implementation on the one hand, and strategic postures of parties as a strategic issue on the other, following a configuration theory logic.

Details

European Journal of Marketing, vol. 45 no. 6
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 21 March 2016

Debby Willar, Bambang Trigunarsyah and Vaughan Coffey

The review of literature found that there is a significant correlation between a construction company’s organisational culture and the company quality performance. The purpose of…

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Abstract

Purpose

The review of literature found that there is a significant correlation between a construction company’s organisational culture and the company quality performance. The purpose of this paper is to assess the organisational culture profiles of Indonesian construction companies, and to examine the influence of the companies’ organisational culture profiles on their quality management systems (based on QMS-ISO 9001:2008) implementation. Prior to conducting the examination, there are examinations of the relationships among the quality management system (QMS) variables.

Design/methodology/approach

The methodology employed a survey questionnaire of construction industry practitioners who have experience in building and civil engineering works. The Organizational Culture Assessment Instrument was selected due to its suitability in assessing organisation’s underlying culture.

Findings

Within the examination among the QMS variables, it was found that problematic issues associated with the implementation of QMS-ISO 9001:2008 in Indonesian construction companies can affect the implementation of the QMS and contribute to the lower level of companies’ business performance. It was also found that there is no significant relationship between the QMS implementation and the companies’ business performance. By using the Competing Values Framework diagram, it was found that most of the construction companies’ organisational culture is characterised by a Clan type which is reflected in how employees are managed, how the organisation is held together, and how the organisation’s success is defined; the leadership style is Hierarchy-focused, while the organisation’s strategy is Market type. It was also found that different culture profiles have different influences on the QMS implementation.

Originality/value

A strong mixed Hierarchy and Market culture needs to be developed within the construction companies in Indonesia, as the driver to support proper and successful implementation of their QMS in order to enhance business performance in a quality performance-oriented Indonesian construction industry.

Details

Engineering, Construction and Architectural Management, vol. 23 no. 2
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 15 November 2019

Leila Afshari, Suzanne Young, Paul Gibson and Leila Karimi

The purpose of this paper is to enhance the understanding of how identification process is associated with development of organizational commitment.

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Abstract

Purpose

The purpose of this paper is to enhance the understanding of how identification process is associated with development of organizational commitment.

Design/methodology/approach

A mixed-method approach incorporating surveys and interviews was employed. Data were obtained from a manufacturing organization in Australia. A clustering method was employed to identify commitment profiles. Respondents belonging to the clusters representing commitment profiles associated with desirable organizational outcomes were identified for the qualitative stage of the research.

Findings

The results showed that both organizational identity and professional/occupational identity are positively linked to the development of organizational commitment. An in-depth analysis of the qualitative data demonstrated that engagement of personal/individual level of self in identification process enhances the development of organizational commitment.

Practical implications

The findings suggest that human resource managers can build an effective identification process by strengthening feelings of organizational identity and creating a positive organizational image.

Originality/value

To the best of the author’s knowledge, this study is the first to employ a mixed-method approach to explore the relationship between organizational commitment and identification process. A mixed-method approach, on the one hand, enabled us to build on the existing objectivist commitment literature and explore commitment profiles, and on the other hand, it allowed us to provide a more complete and contextual portrayal of organizational commitment and identification process through qualitative interpretive strategies.

Article
Publication date: 1 June 2006

Tony Igo and Martin Skitmore

To operate successfully, a commercial organization must satisfy the everchanging demands of its clients, its owners, its employees and society as a whole. To do this, it must have…

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Abstract

To operate successfully, a commercial organization must satisfy the everchanging demands of its clients, its owners, its employees and society as a whole. To do this, it must have a good understanding of its persona as perceived by its own members and the entities it deals with. This persona, or image an organization presents of itself, and the way in which it is perceived by its external environment and its internal members, is commonly referred to as its Corporate Culture (Deal and Kennedy, 1982; Silverzweig and Allen, 1976). The tangible aspects include corporate logos, uniforms and clothing, office layout, use of ‘in‐vogue’ technology and business processes, while behavioural indicators can include relative importance of social issues and norms such as time keeping, and adherence to prescribed procedures. This paper describes research within a single, large, Australian engineering, procurement and construction management consultancy aimed at identifying the form of its current corporate culture and the extent to which this is perceived to be appropriate by those involved. Using Quinn and Rohrbaugh’s (1983) Competing Values Framework, the overall cultural profile of the organization and dominant characteristic traits is determined through an in‐house electronic survey employing the Organizational Cultural Assessment Instrument. This indicated that the company has a dominant market‐oriented culture. In contrast, the most desired form was found to be the employee focused culture ‐ indicating a misalignment between what employees thought was needed and what was perceived to exist. This finding is considered in the light of recent reports identifying the detrimental effect of market‐oriented cultures, and the supporting role of employee focused cultures, in achieving construction project quality outcomes.

Details

Construction Innovation, vol. 6 no. 2
Type: Research Article
ISSN: 1471-4175

Keywords

Article
Publication date: 15 May 2017

Stephen Jaros

The purpose of this paper was to critically evaluate the existing conception of normative commitment (NC; Meyer and Parfyonova, 2010) as having “two faces”, indebted obligation…

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Abstract

Purpose

The purpose of this paper was to critically evaluate the existing conception of normative commitment (NC; Meyer and Parfyonova, 2010) as having “two faces”, indebted obligation and moral duty. This paper proposes that NC should be unidimensional, and based on moral content.

Design/methodology/approach

Review and reevaluation of empirical research into NC and its fit with Meyer and Parfyonova's theory were conducted.

Findings

First, existing empirical research is inconsistent with Meyer/Parfyonova's theory of NC, as is their proposed motivational bases for NC having two dimensions.

Research limitations/implications

An important limitation is that NC is likely a culture-specific concept, so cross-cultural research will be essential to fully develop a universally valid concept of morals-based work commitment. A key implication is that despite the lack of construct validity of the currently used NC construct, morals-based commitment is surely a workplace phenomenon; meaning that steps should be taken to rehabilitate the construct, so it can be investigated in substantive research. Therefore, proposals for developing a unidimensional concept of NC that comports with morals-based forms of organizational attachment are developed.

Practical implications

Because of the lack of validity of the currently used NC concept, managers are advised to not rely on research using this concept to manage their employee's commitment, organizational citizenship behavior (OCB) or withdrawal behavior.

Practical implications

Organizational members often invest their actions at work with moral meaning. Explicating that meaning via a valid concept of NC could help management researchers understand employee support or lack of support for social responsibility initiatives.

Originality/value

NC is a key construct in the work commitment literature. This paper shows that the currently utilized construct is largely invalid, and develops steps to be taken to develop a valid concept of morals-based work commitment.

Details

Management Research Review, vol. 40 no. 5
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 16 October 2020

Ji Hoon Song and Yunsoo Lee

The purpose of this study is to identify latent profiles based on 3 dimensions of organizational commitment (OC) using 14 Korean samples.

Abstract

Purpose

The purpose of this study is to identify latent profiles based on 3 dimensions of organizational commitment (OC) using 14 Korean samples.

Design/methodology/approach

This study used unpublished raw data. Allen and Meyer’s (1996) measurement was used to maintain consistency and facilitate comparison across samples. To determine the number of latent profiles that exist in Korea based on employees’ level of OC, a latent profile analysis (LPA) was performed.

Findings

The findings showed that there are two or three profiles (i.e. fully committed, weakly committed and/or moderately committed) across various types of organizations in Korea. These findings are similar to those based on LPA conducted in the West. The number of profiles is more limited in Korean samples than it is in Western samples. Like Western studies, this Korean-focused study identified fully committed, weakly committed and moderately committed profiles, but it did not show any other types of profiles found in the Western sample.

Originality/value

Based on these results, this study suggests academic and practical implications for researchers and practitioners.

Details

European Journal of Training and Development, vol. 45 no. 2/3
Type: Research Article
ISSN: 2046-9012

Keywords

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