The relationship between organizational culture and quality techniques, and its impact on operational performance

The impact of cultural dimensions on project management performance

Purpose

Diverse cultures may make people behave differently and this, in turn, can impact project management. While the relationship between culture and project success has been widely explored, there is a need of addressing the gap in the relationship between culture and project management performance outcomes, that is, the performance in implementing project management processes and practices. The purpose of this paper is to investigate this gap by studying the role of cultural dimensions on project management performance.

Design/methodology/approach

An explorative survey including 200 observations relating to the experiences of project managers with a big experience on projects involving many different national cultures has been conducted to collect primary data on the relationship between the nationality observed and the project management performance outcomes shown. Nationality has been used as a proxy to link individual cultural dimensions and project management performance.

Findings

The results of this paper show that individualism impacts project dynamics and project control positively. Moreover, masculinity impacts project dynamics positively, and uncertainty avoidance impacts project control negatively. When recognized, different cultural dimensions can drive project management performance outcomes. The increasing awareness on this topic can be a valid instrument to control the cultural effect and take advantage of it to enhance project success.

Originality/value

This study contributes to the theory of project management by recognizing linkages between cultural dimensions and project management performance. Moreover, this study overcomes the concept of nationality, focusing on individuals and their unique set of cultural dimensions.

Effects of the organizational culture and knowledge exploration and exploitation on results in the EFQM model framework

Purpose

This paper aims to adopt Cameron and Quinn’s analysis of organizational culture and March’s learning framework to analyze the type of organizational culture (OC) that promotes learning competences and whether exploration and exploitation competences (ambidexterity) improve the European Foundation of Quality Management (EFQM) results (excellent results). In addition, this research tests if these competences exercise a mediating effect in the relationship between OC and performance.

Design/methodology/approach

A model is proposed whose relationships have been tested using structural equations. The sample was obtained from the SABI database. Two hundred valid questionnaires were returned via a webpage, in which four managers from each of the 200 organizations responded.

Findings

The results support the proposed relationships. Adhocracy, hierarchy and market culture have a positive relationship with excellent results. A hierarchical culture develops exploitation competences, and a market culture develops learning ambidexterity. Moreover, exploration and exploitation increase results. Finally, these two cultures indirectly influence results through exploration and exploitation competences.

Research limitations/implications

The proposed model can help managers who implement the EFQM model to better understand how the culture of their organization promotes learning and how these two variables improve their performance.

Practical implications

Because the EFQM model requires organizations to use a knowledge management system to enhance the effect of the enabliers criteria on excellent results, the managers of these companies must know that only market and hierarchy cultures are suitable for it. Besides, this study highlights the importance of two cultural values for the implementation of the EFQM Model and, therefore, to promote excellent results: market orientation and process control.

Originality/value

This study fills an existing gap in the literature by combining exploitation, exploration, OC and EFQM results in a single model and highlights the importance of market orientation and process control for excellent results and knowledge exploration and exploitation.

The roles of national culture in affecting quality management practices and quality performance - multilevel and multi-country analysis

Purpose

This study investigates the role of national culture on the implementation and effectiveness of quality management practices. Specifically, the authors examine the dual roles of two of Hofstede's national culture dimensions (individualism and indulgence) in driving the implementation of people management practices and in moderating the relationship between people management and product quality performance.

Design/methodology/approach

The authors’ dataset combines a survey of 976 firms from 22 countries with Hofstede's national culture index. A multi-level analysis, at firm and country levels, is used for investigating the interplay between two dimensions of national culture (individualism and indulgence) on people management practices and product quality performance.

Findings

The authors' findings show the negative relationship between indulgence (at country level) and people management practices (at firm level) while individualism (at country level) strengthens the relationship between people management and product quality performance (at firm level). Furthermore, the finding shows that the joint interaction between individualism and indulgence (at country level) moderates the relationship between people management and product quality performance (at firm level) where the relationship is strongest when individualism is high and indulgence is low.

Practical implications

Understanding the interplay between national culture and management practices is important for managers in making decisions on the practices managers should implement under different cultural contexts to gain the expected outcomes.

Originality/value

The authors' results challenge the universalist view that suggests that quality management practices (in this case people management practices) can be applied in any context effectively to achieve high product quality performance by showing that facets of national culture influence the implementation and effectiveness of people management practices and performance. The results also provide a fresh perspective on the role of indulgence, given that it is the newest dimension in Hofstede's framework. The authors also extend previous studies which commonly only examine the main and not interactive effects of different dimensions of national culture.

Innovation Capability and Open Innovation for Small and Medium Enterprises (SMEs) Performance: Response in Dealing with the COVID-19 Pandemic

The current business environment requires every organization or company to achieve optimal performance and maintain it. Innovation capability and open innovation practices play a critical role in improving organizational performance. However, their role in improving Small and Medium Enterprises (SMEs)’s performance, especially during the COVID-19 pandemic, still needs to be identified further. Thus, this study conducts empirical research elaborating intrinsic factors of innovation capability, as well as the influence of open innovation on organizational efforts, i.e., how SMEs achieve optimal performance during the COVID-19 pandemic. In this research model, 206 respondents were gathered and given a reearch questionnaire. The respondents are the owner of batik SMEs located in several regions in Indonesia. PLS-SEM is used to test the data, and the result of this study shows that all hypotheses developed in this study are accepted, i.e., SMEs’ innovation capability and open innovation practices significantly influence financial and operational performance. The results show that in batik SMEs, the ability to innovate and open innovation, especially open entry innovation, can facilitate greater organizational performance. Therefore, batik SMEs woud benefit from initiatives and opportunities that improve their abilities in open innovation.

Impact of perceived importance of cultural readiness factors on perceived importance of Lean Six Sigma success factors for manufacturers

Purpose

This study aims at investigating the impact of the perceived importance of critical cultural readiness factors (CRFs) is on perceived importance of Lean Six Sigma (LSS) technical critical success factors (CSFs) in UK manufacturing sector.

Design/methodology/approach

A survey questionnaire through a multiple embedded case study was conducted. The study involves surveying people in the manufacturing firms followed by non-parametric Kruskal–Wallis test to study the relationships.

Findings

It was found that the people's perception towards impact of CRFs on technical CSFs of LSS projects is different depending upon each CRF, demographic factors and technical CSFs. This means that particular CRFs need to be prioritised to address LSS technical CSFs.

Research limitations/implications

The study fills the research gap in investigating the perception of people towards inter-relationship of cultural or soft CSFs of LSS and technical or hard CSFs of LSS in manufacturing firms. Nevertheless, the authors suggest further multi-case study analysis covering different manufacturing fields as future studies.

Practical implications

The study is crucial for managers financially to be ready to invest on a successful LSS project and it helps them to diagnose the cultural causes of failure in a more timely way and effectively.

Originality/value

This is a preliminary study focussing on analysing inter-relationship between perceived importance of soft readiness factors and perceived importance of implementing success factors as a missing jigsaw in the current literature.

Performance improvements in logistics outsourcing relationships: the role of LSP and customer organizational culture archetypes

Purpose

The study aims to develop an organizational culture typology and explore how different logistics service provider (LSP) and customer archetypes interact to generate performance improvements in logistics outsourcing relationships.

Design/methodology/approach

A multiple case study approach with 12 dyads was employed. Interviews as well as public and internal data from LSPs and customers were analyzed.

Findings

The results reveal four archetypes each for LSPs and customers, characterized by two dimensions: “activeness” and “openness”. Furthermore, analyzing the interaction among the archetypes, three relationship patterns are identified (“static”, “restrained”, and “progressive”) that differ in the exploratory and exploitative improvement outcomes.

Research limitations/implications

The study contributes to theory development at the intersection of organizational culture and logistics outsourcing.

Originality/value

The study provides a typology of organizational culture in logistics outsourcing and how different archetypes interact to generate improvements.

The mediating roles of knowledge transfer and supply chain quality management capabilities on organisational performance

Purpose

The paper aims to investigate the relationship between supply chain quality management (SCQM) practices and organisational performance as well as the role of knowledge transfer (KT) and SCQM capabilities in mediating the SCQM practices–organisational performance relationship. Precisely, this study tried to examine how effective are SCQM practices in enhancing SCQM capabilities, KT processes and to illuminate the role both of SCQM capabilities and KT processes in improving a firm’s innovation and operational performance (OP).

Design/methodology/approach

This paper applied a quantitative method in which data were collected from a survey with 152 firms functioning in the most pollutant manufacturing sectors (i.e. food, construction, chemical and pharmaceutical sectors) in Palestine. The data analysis was conducted using the partial least squares structural equation modelling.

Findings

This paper provides empirical insights into how to enhance organisational performance via SCQM capabilities and KT. In addition, this study contributes to the conceptualisation of SCQM, involving quality combination capability, supply chain responsiveness capability, quality knowledge sharing capability and provides the managers the ability to train themselves regarding the SCQM with its implication.

Research limitations/implications

Because of the chosen research approach, the research results may lack generalisability. Therefore, researchers are encouraged to test the proposed propositions further. Practical implications – this paper includes implications for the improvement of SCQM capabilities, the manufacturing organisations should concentrate on establishing modern information technology.

Practical implications

This paper includes implications for the improvement of SCQM capabilities, the manufacturing organisations should concentrate on establishing modern information technology.

Originality/value

This paper proposes a conceptual framework that tests the combined effect of SCQM practices, SCQM capabilities and KT on innovation and OP from a developing country perspective.

The Impact of the Organizational Culture on Hotel Outsourcing and Sustainable Performance an Empirical Application in the Egyptian Hotel Sector

In recent years, the concept of an organizational culture in hotels has held an important position on both a theoretical and practical level because this culture significantly affects organizational performance and the strategies adopted by hotels. Therefore, it is considered one of the key factors in determining hotels’ tendency towards outsourcing and sustainable performance. In this study, we aim to analyze the impact of the organizational culture on the level of outsourcing and sustainable performance. To do so, we will use the Competing Values Framework (CVF), which divides organizational culture into four typologies: hierarchical, group, rational, and development cultures. A personal questionnaire was administered to the directors or managers of 114 hotels located in two Egyptian cities: Hurgada and Sharm El Sheikh. The results of the structural model suggest the negative impact of the hierarchical and development cultures on the level of outsourcing. The results show a positive influence of the four types of organizational culture on sustainable performance, suggesting that these hotels have a strong interest in sustainability and the environment. The findings reveal a negative relationship between the level of outsourcing and sustainable performance. Finally, this study presents academic and practical implications, as well as recommendations for future research.

The impact of quality management practices on innovation: an empirical research study of Brazilian manufacturing companies

Purpose

The aim of this study is to investigate the effects of soft and hard quality management (QM) practices on innovation performance, considering innovation practices as a contextual variable mediating this relationship.

Design/methodology/approach

Using data from 132 Brazilian manufacturing companies, partial least square–structural equation modeling (PLS–SEM) is employed to test if soft and hard QM practices, directly, affect innovation practices and, indirectly, innovation performance. This investigation also aims to identify whether the relationships are maintained regardless of the size of the company.

Findings

The results suggest that soft QM has a positive effect on hard QM. However, only soft QM, not hard QM, has a significant effect on innovation practices. Additionally, soft QM has a significant positive effect on innovation performance through innovation practices. Company size does not influence the relationships.

Practical implications

The findings can help managers to adjust their managerial practices to enhance the effective impact of QM on innovation performance.

Originality/value

The previous literature presents conflicting results on the relationship between QM and innovation performance. Most studies have proposed a direct relationship between both constructs. This study considers innovation practices as a mediator in this relationship. Furthermore, this paper adds to the scarce literature reporting related studies conducted in developing countries.

The impact of organizational culture archetypes on quality performance and total quality management: the role of employee engagement and individual values

Purpose

The relationship between organizational culture and total quality management (TQM) can be facilitated by the virtue of certain psychological states. Employee engagement refers to a mechanism foreseeable to predict the successful implementation of TQM. Therefore, this study focuses on the attribution theory to propose a model that presents a differential impact of organizational culture archetypes on quality performance and TQM, while underlying role of employee engagement and individual values.

Design/methodology/approach

An empirical study was performed based on the data collected from 153 senior employees working in hotel companies. This study has used partial least squares path modeling (PLS-SEM) to test the relationships and model proposed.

Findings

The findings have confirmed the hypotheses using PLS-SEM and provided a positive significant impact of organizational culture archetypes on employee engagement with quality initiatives; individual values on organizational cultural archetypes and employee engagement with quality initiatives on TQM implementation.

Originality/value

The study concluded that the impact of organizational culture on quality performance and TQM is significant. It is, therefore, suggested that management of hotel companies should work to increase the level of engagement, encourage cultures, while reducing the level of power culture with the emphasis given to individual and organizational quality initiatives.

Assessment of cultural fit between buyers and suppliers

Purpose

The present study proposes a model to examine the cultural fit between buyers and suppliers for establishing synergies in their processes and practices.

Design/methodology/approach

This study assessed buyers' culture through the Competing Values Framework and used Quality Management Practices Model as a proxy to assess suppliers' culture. The data from 262 paired respondents were used for this analysis. This survey was administered in India, using linear snowball-sampling technique. This study applied 3SLS regression for each culture group separately.

Findings

This study has instituted the cultural fit between the buyers' and suppliers' culture. It is observed that for getting synergies between cultures, buyers need to choose a set of suppliers which have similar cultural traits.

Research limitations/implications

This study presents empirical findings based on data from Indian manufacturing firms. These findings need testing in other developing countries and other sectors.

Practical implications

Organizations can formulate right policies for supplier selection based on the cultural fit between buyers and suppliers.

Originality/value

With increasing role of suppliers in the value chain, organizations around the world need to work with the right suppliers for gaining a sustainable competitive advantage. Selection of the right suppliers depends on the cultural fit between buyers and suppliers that, in turn, depends on the selection of the right suppliers based on the prevailing culture.

Supply chains under resource pressure

Purpose

The purpose of this paper is to investigate the implications of supply chain strategies that manufacturing companies can use to minimise or overcome natural resource scarcity, and ultimately improve resource efficiency and achieve competitive advantage. The relationship between resource efficiency and competitive advantage is also explored.

Design/methodology/approach

The proposed research model draws on resource dependence theory. Data were collected from 183 logistics, purchasing, sustainability and supply chain managers from various manufacturing companies and analysed by applying the partial least squares structural equation modelling technique.

Findings

The results indicate that both buffering and bridging strategies improve resource efficiency; however, only bridging strategies seem to lead to firm’s competitive advantage in terms of ownership and accessibility to resources. The relationship between resource efficiency and competitive advantage is not supported.

Research limitations/implications

Future research could confirm the robustness of these findings by using a larger sample size and taking into account other supply chain members.

Practical implications

This research provides guidance to managers faced with the growing risk of resource scarcity to achieve a resource efficient supply chain and an advantage over competitors.

Originality/value

Studies have explored the appropriate strategies for minimising dependencies caused by the scarcity of natural resources in the field of supply chain management; however, there is limited empirical work on investigating the impact of these strategies on resource efficiency and competitive advantage.

Investigating the view of quality management success factors amongst future early career operations leaders

Purpose

The study aims to investigate the gap between the current vision and knowledge of future early career operations leaders (OL) and common strategic total quality management (TQM) frameworks such as Malcolm Baldrige National Quality Awards and competing value framework.

Design/methodology/approach

A survey questionnaire was developed for different groups of participants as current higher education students to identify the gap and analyse the significance of these groups on the factors in TQM framework. The Kruskal–Wallis test as the non-parametric quantitative analysis technique was adopted for this study.

Findings

A new set of TQM factors with necessity of more knowledge and understanding of future generation was identified, followed by highlighting clear differences amongst different groups of this generation in terms of their demographic measures, perceived leadership style and organisational culture.

Research limitations/implications

This research study contributed significantly to the existing study about common QM models and their integration with theories relevant to organisational culture and leadership. The data collection can be extended further in the higher education sector or beyond that.

Practical implications

A sustainable operations leadership practice needs managers and leaders with a sustainable knowledge development of quality management; and as a result of this study, the current vision of future young OL would not echo this.

Originality/value

This study has a systematic, non-parametric approach towards currently fragmented QM analysis, and is integrated with human resource and visionary elements of future young OL and universal QM models and theories.

The relationship between TQM and SMEs’ performance

Purpose

The purpose of this paper is to empirically test the association between total quality management (TQM) and small and medium enterprises’ (SMEs) performance. In particular, it examines whether organizational culture (OC) has a mediating effect on the TQM–SME performance relationship.

Design/methodology/approach

The conceptual model for this study was developed based on the literature review of TQM, OC and SME performance. As the research framework, a self-administered questionnaire was used to collect data from managers/owners of SMEs in the Riyadh, Mecca and Eastern regions of the Kingdom of Saudi Arabia. The instrument was evaluated for its validity and reliability. A structural equation model was designed to examine the relationships, using PLS 3.0.

Findings

Statistical outcomes add to the literature through displaying a positive direct effect of TQM and OC on SMEs’ performance, and a significant and positive indirect effect of TQM on SMEs’ performance through OC.

Research limitations/implications

The quantitative cross-sectional research design investigated a sample of manufacturing SMEs. Future research could use qualitative techniques or a case study approach for further information analysis.

Practical implications

The findings of this research provide insights into SMEs’ owners/managers in today’s dynamic manufacturing environment, focussing on TQM as a mechanism for improving their performance. The results can help SMEs by providing guidance on OC, because of its effect on the successful implementation of TQM, therefore improving the level of performance.

Originality/value

The research extends the literature of TQM with a comprehensive understanding of TQM from the perspective of SMEs in Saudi Arabia. It fills the gap in empirical studies that investigate the joint effect of TQM and OC on SMEs’ performance. This paper highlights the theoretical contribution and managerial implications as well as making recommendations for future research.

Cultural diversity and operational performance: entrepreneurial orientation as a mediator

Purpose

The purpose of this paper is to test the mediating role of entrepreneurial orientation in the nexus between cultural diversity (CD) and firm operational performance (OP).

Design/methodology/approach

The population of the current study is foreign industrial firms listed in the tax directorate of the Kurdistan region of Iraq (KRI). A stratified random sampling technique was applied to select 136 firms in KRI, with a response rate of 57 per cent. Smart-PLS was used to examine the hypothesised relationships in the proposed framework.

Findings

The results indicate that CD is significantly related to a firm’s OP. Entrepreneurial orientation (EO) is, in turn, significantly related to a firm’s OP. Furthermore, the results provide evidence that EO plays a mediating role in the nexus between CD and a firm’s OP.

Originality/value

The study highlights the importance of CD and EO in supporting a firm’s OP. In addition, the findings will provide scholars and managers a deeper understanding of the role of EO as a mediator through which CD enhances a firm’s OP.

The impact of organizational culture on total quality management in SMEs in Nigeria

The goal of this exploration is to observationally test the connection between total quality management and SMEs' performance. Specifically, it looks at whether organizational culture (OC) has an interceding impact on the TQM-SMEs performance relationship. Established on the literature review of TQM, OC and SMEs performance, the theoretical model for this investigation was formed. A self-controlled survey was utilized to gather information from the SMEs owners-managers in the South-western region of Nigeria. In determining the relationship, SEM-PLS 3.0 was utilized. Measurable results add to the literature by showing a positive direct impact of TQM and OC on SMEs' performance, and a critical and positive aberrant impact of TQM on SMEs' performance through OC. The quantitative cross-sectional research configuration explored an example of assembling SMEs. Subjective methods or a contextual investigation approach for additional data examination could be utilized for subsequent research. The results of this exploration give awareness into SMEs' owners-managers in the present unique manufacturing setting, concentrating on TQM as an instrument for improving their performance. The outcomes can help SMEs by giving direction with regards to the OC, on account of its impact on the effective execution of TQM, in this way improving the dimension of performance. The examination expands the TQM literature with an extensive comprehension of TQM from the point of view of SMEs in Nigeria. It fills the void in observational examinations that research the joint impact of TQM and OC on SMEs' performance.

In pursuit of supply chain fit

Purpose

The purpose of this paper is to develop exploratory propositions and a conceptual framework on the interaction between organisational structure (decision-making centralisation and internal coordination) and the relationship between supply chain fit and firm performance.

Design/methodology/approach

Through a case study, two corporate groups with distinctive organisational structures were examined; both are undergoing a critical moment of changes to their top management and are reshaping their corporate and supply chain strategies. Data on decision-making centralisation, internal coordination mechanisms, supply, demand and innovation uncertainties, and supply chain strategies were collected from key respondents.

Findings

The analysis conducted suggests the need to consider the joint interaction between organisational structure and supply chain fit in offsetting the implications of a potential misfit on firm performance. Furthermore, the context sensitivity of a supply chain is often overlooked, hence simply modifying supply chain strategy does not necessarily lead to a variation in firm performance.

Practical implications

This research is of particular importance to most organisations in the testing times of uncertainty in the global landscape. It guides supply chain practitioners to better understand which elements of the organisational structure interact with the uncertainty of supply, demand and innovation.

Originality/value

This paper is one of the first to investigate the interaction between elements of organisational structure and supply chain fit and identify decision-making centralisation and coordination as the internal uncertainty factors that are most relevant to supply chain fit research. A conceptual framework has been built for future testing, in which the organisational structure moderates the relationship between supply chain fit and firm performance.

The interrelationships among organizational culture and service quality under different levels of competitive intensity

Purpose

This study aims to investigate the interrelationships among organizational culture and service quality by applying the SERVQUAL instrument under different levels of competitive intensity in the shipping industry context.

Design/methodology/approach

This study used the questionnaire investigation method to evaluate the hypothesized relationships. The authors utilized widely accepted and validated instruments as identified in the literature to measure the constructs under examination. The sample consisted of 684 shipping organizations located in Greece. The factorial structures of the constructs were identified through exploratory and confirmatory factor analyses, while the examined relationships were established through regression analyses.

Findings

The findings argue in favor of a parsimonious three-dimensional structure of the SERVQUAL instrument in the shipping industry context, illustrate the associations among the different types of organizational culture and the dimensions of service quality and explicate how the former impacts the latter. Moreover, the findings showed that the above-mentioned interrelationships are conditioned by the varying levels of competitive intensity.

Originality/value

Although much research and writing has occurred on the topics of service quality and organizational culture, relatively less is known about their interrelationships, that is how a company’s culture relates to the service quality offered especially under different levels of competitive intensity. Thus, the current study aims to fill in this gap in the literature and empirically address the need to look at the interrelationships among the theoretical constructs under examination.

Assessing the individual and synergistic effects of quality management practices on operations performance

Purpose

Quality management (QM) practices have long been suggested as a package to improve the quality performance of a company. Yet, empirical studies offered little support of this perspective as only a small set of QM practices were found to be conductive to quality improvement. By taking a new approach, the purpose of this paper is simultaneously evaluate the individual and synergistic effects of several key quality practices on operations performance.

Design/methodology/approach

Survey data were collected and used to test the proposed hypotheses. Hierarchical regression analyses were performed to assess the magnitude of synergistic effects and individual effects.

Findings

It is found in this study that the synergistic effects across QM practices are substantial in enhancing all operations performance dimensions whereas individual effect varies for different performance goals.

Originality/value

This study makes theoretical contributes to the field of QM by providing empirical support of the interdependence assumption of QM practices and resolving the inconsistent findings. Practically, the results suggest that in-depth implementation of various QM practices simultaneously can be highly effective to achieve performance improvement on all accounts. In addition, the positive additional individual effects also open up a firm’s strategic choices of where to focus the resource investment in the adoption process as long as the strategic focus can justify its contribution toward the desired performance goals.

Quality Culture of Manufacturing Enterprises: A Possible Way to Adaptation to Industry 4.0

The concept of Industry 4.0 means a new paradigm of modern manufacturing. This phenomenon requires continuous innovation processes and technological development from each enterprise. Traditional concepts of quality must absorb changes and prepare themselves for new challenges. The studies linked to successful adaptation to Industry 4.0 focus mostly on technical dimensions and forget the impact of organisational culture. One should, however, remember that quality culture plays a crucial role in the organisational culture of manufacturing enterprises with elements of quality management implemented. Developed quality cultures support the innovation environment, which is why it is necessary for the enterprises to identify the current level of their quality culture and detect significant factors that differentiate individual quality cultures and focus on them. Given this fact, the aim of the paper is to analyse the typical cultures and quality concepts and to detect the factors that differentiate individual quality cultures in Slovakia. We use data from our own survey; dependences were indicated by means of correspondence analysis and the test of proportion. The improvement and assurance of quality, the use of information and the overall effectiveness are significant factors detected by the discriminant analysis. The conclusions of the survey may be used by scientific researchers but especially by manufacturing enterprises interested in quality which are coming to terms with the era of Industry 4.0.

Assessing improvement capability in healthcare organisations: a qualitative study of healthcare regulatory agencies in the UK

Objectives

Healthcare regulatory agencies are increasingly concerned not just with assessing the current performance of the organisations they regulate, but with assessing their improvement capability to predict their future performance trajectory. This study examines how improvement capability is conceptualised and assessed by healthcare UK regulatory agencies.

Design

Qualitative analysis of data from six UK healthcare regulatory agencies was conducted. Three data sources were analysed using an a priori framework of eight dimensions of improvement capability identified from an extensive literature review.

Setting

The focus of the research study was the regulation of hospital-based care, which accounts for the majority of UK healthcare expenditure. Six UK regulatory agencies that review hospital care participated.

Participants

Data sources included interviews with regulatory staff (n = 48), policy documents (n = 90) and assessment reports (n = 30).

Intervention

None-this was a qualitative, observational study.

Results

This research study finds that of eight dimensions of improvement capability, process improvement and learning, and strategy and governance, dominate regulatory assessment practices. The dimension of service-user focus receives the least frequency of use. It may be that dimensions which are relatively easy to 'measure', such as documents for strategy and governance, dominate assessment processes, or there may be gaps in regulatory agencies' assessment instruments, deficits of expertise in improvement capability, or practical difficulties in operationalising regulatory agency intentions to reliably assess improvement capability.

Conclusions

The UK regulatory agencies seek to assess improvement capability to predict performance trajectories, but out of eight dimensions of improvement capability, two dominate assessment. Furthermore, the definition and meaning of assessment instruments requires development. This would strengthen the validity and reliability of agencies' assessment, diagnosis and prediction of performance trajectories, and support development of more appropriate regulatory performance interventions.

Quality management vision of future early career operations managers

Purpose

The purpose of this paper is to investigate the gap between the current vision and knowledge of future early career operations managers (OM) and a common strategic total quality management (TQM) framework.

Design/methodology/approach

A survey questionnaire and a non-parametric test for different groups of participants were adopted to identify the gap and analyse the significance of these groups on the factors in the TQM framework.

Findings

A new set of TQM factors with the necessity of more knowledge and understanding of future generation were identified, followed by the identification of clear differences amongst different groups of this generation.

Practical implications

A sustainable OM practice needs managers and leaders with a sustainable knowledge development of quality management (QM); and as the result of this study, the current vision of future young OM would not echo this.

Originality/value

This study has a systematic, non-parametric approach towards currently fragmented QM analysis, and is integrated with human resource and visionary elements of future young OM and universal QM models and theories.

Assessing the impact of organizational culture on achieving business excellence with a moderating role of ICT

Purpose

The purpose of this paper is to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture and consistency culture) on business excellence results criteria (customer results, people results, society results and business results) in the United Arab Emirates (UAE) and explore the moderating role of information and communication technology (ICT) use in both service and manufacturing industries.

Design/methodology/approach

Data were collected by questionnaire from 448 managers in nine companies that have won the Sheikh Khalifa Excellence Award in the last three years. Structural equation modeling was used to examine the data.

Findings

Organizational culture is significantly related to business excellence. However, these effects varied for different business excellence criteria. Three organizational culture types had a significant positive role in achieving excellent customer-related results. All four types of organizational culture had a positive role in achieving excellent people-related results. Only two culture types had significant role in achieving excellent society-related results. Business results were positively related to a balance between the four types of organizational culture. ICT use moderated the relationship between organizational culture and results related to customers, people and business, but not society.

Research limitations/implications

This study had some conceptual limitations. In particular, it considered the organizational culture as four types in the research model, but without structuring the indices under each type. It also had some methodological limitations. It was cross-sectional and used a self-administered questionnaire, which means that no causal relationships can be implied, and there may have been some bias in responding.

Originality/value

This is one of the first studies that investigate the relationship between organizational culture and business excellence in UAE excellence award-winning companies.

Achieving better revenue and customers’ satisfaction with after-sales services

Purpose

Branded car dealerships with best revenue by serviced car also have the best after-sales customers’ satisfaction level. The purpose of this paper is to present the analysis of the after-sales quality management practices adopted by dealerships with the best performance in terms of customer’s satisfaction and revenue and how such practices contribute to these results.

Design/methodology/approach

A multiple case study was performed with nine leader branded car dealerships in an emerging country, considering the entrance car. The performance indicators to evaluate customers’ satisfaction, revenue and operational indicators related to product support, brand manifestation and relationship with customers were identified. Quality management practices that support the best results achievement were analyzed.

Findings

The three dealerships that represent Asiatic brands have best customers’ satisfaction and revenue performance. These dealerships typically have different processes comparing with dealerships that represent European and American brands concerning to: continuous improvement management; warranties and stock management; services scheduling; offer bonuses to customers; and customers service that emphasizes focus on technical and commercial expertise.

Originality/value

This research considered indicators performance and, based on that, analyzed the dealerships’ practices that support the best performance. Such aspect has room for academic literature since the quality management research related to car industry focuses mainly on manufacturer and generates managerial insights to the car industry and its dealerships.

Impact of organizational culture on quality management practices: an empirical investigation

Purpose

The purpose of this paper is to empirically examine the organizational culture (OC) of the competing values framework (CVF) on quality management (QM) practices. Specifically, it tests OC on two views, QM practices, i.e. the infrastructure quality and core QM practices.

Design/methodology/approach

The proposed hypotheses were tested using empirical data drawn from 262 manufacturing organizations in India. The research model developed was analyzed using structural equation modeling technique.

Findings

The findings of this study revealed that the hierarchical and rational cultures are the dominant types of culture, and top management commitment and Six Sigma structure are the most important aspects of the infrastructure and core QM practices in Indian manufacturing organizations. Further, the results of the study showed that group culture and development culture are the most supportive culture types for both infrastructure and core QM practices. On the contrary, hierarchical and rational culture types are the least supportive for infrastructure and core QM practices. The study proposes the need for the mixed culture approach that facilitates the adoption of business strategies

Practical implications

Before implementing infrastructure and core QM practices, managers must understand the importance of cultural values in their organization to facilitate effective implementation of QM.

Originality/value

This paper contributes to the existing literature by providing empirical evidence leading to the relationship between OC and QM practices. This is the first study that empirically examined the Indian cultural context using CVF, thus contributing to the scarce body of literature particularly in the developing countries.

The impact of strong and balanced organizational cultures on firm performance

Purpose

This study aims to investigate the relationship between organizational culture and performance. It concerns the aspects of culture related to culture strength and unbalance and its impact on introvert and extrovert firm performance, controlling for business environment and size.

Design/methodology/approach

Based on the competing values model (CVM), culture strength is measured as the intensity of the culture values driving the company. The cultural unbalance is measured by the sum of absolute deviations of organizational members’ culture perceptions across the four archetypes (adhocracy, clan, hierarchy and market) imposed by CVM from the individual “average” shared cultural value. Evidence is drawn upon a sample of 1,305 employees of 114 Greek firms.

Findings

The findings indicate a strong positive relationship between culture strength and internal performance (innovation competence and human relations) as well as firm outcomes (profitability, growth and reputational assets). On the contrary, culture unbalance exerts a negative influence to market position, growth and innovation competence.

Practical implications

Understanding the nature of the association between culture strength, unbalance and firm performance would enable academics and practitioners to reflect critically on the core culture values which shape employee involvement and formulate leaders’ quality improvement decisions and actions, so as to achieve sustainable competitive advantage at the organizational level.

Originality/value

This research provides supporting empirical evidence for the culture–performance link by identifying the principle culture value characteristics (strength and unbalance), which exert both direct and interaction effects on the introvert and extrovert aspects of firm performance.

Use balanced scorecard for measuring competitive advantage of infrastructure assets of state-owned ports in Indonesia

Purpose

The purpose of this paper is to analyze the balanced scorecard (BSC) for measuring the competitive advantage of infrastructure assets of state-owned port in Indonesia: Pelindo IV, Makassar, Indonesia.

Design/methodology/approach

This investigation adopts an explanatory and exploratory qualitative case study method to analyze the effectiveness of the BSC over the strategy management processes. For data collection, the researchers used semi-structured interviews, direct observation and document collection. Data collection was made for a six-month period, which allowed deep knowledge to be gained of the culture and management methods used in Pelindo IV Makassar Branch. Other data collected refer to the company’s documentation and reporting of online media publications. Detailed interview data were the main data sources, allowing the authors to obtain a detailed and holistic understanding of the experience, opinions, and attitudes of the interviewees. Interviews focus on asset management to determine the relationship between various factors. This study adopts an ideal BSC principle (four perspectives) in order to develop a strategic map for infrastructure assets of Pelindo IV.

Findings

The results showed that the management performance of Pelindo IV in the financial sector over the next five years was expected to increase by 3.5 times with the business profit reaching an amount of Rp.1.64 trillium in 2017. In the next five years, the target of the customer’s perspective set was zero complaints and zero claim with waiting time meeting the ideal standard, which is a maximum of one-hour service, and the number of containers were expected to witness an average growth of 30 percent per year; the growth ship traffic visit history showed that the flow of goods increased by 4 percent and the number of passengers was targeted to grow up to 30 percent. A historical growth rate of 6 percent was also expected both for the human resources and personnel scout.

Originality/value

In this paper, the Sobel test was used to test the significance of a mediation effect and balanced scorecard was used for measuring competitive advantage of infrastructure assets of state-owned ports in Indonesia. Previously, no research has been undertaken to examine the relationship between the location of the study and competitive advantage of infrastructure assets in the context of PELINDO IV, Makassar branch, Indonesia.

A quality system’s impact on the service experience

Purpose

The purpose of this paper is to examine the interplay between technical and social systems within an organization that potentially affect the service experience, as perceived by end customers.

Design/methodology/approach

The paper explores the potential impact of an integrated service quality system on the service experience. A conceptual model is presented, accompanied by a detailed development of the hypotheses. Two samples (Study 1: n=474, Study 2: n=225) of consumers are used to empirically test the proposed model.

Findings

The analysis reveals the impact a technical system has on employees’ inherent abilities (i.e. the social system), which, in turn, affect the overall assessment by customers. Additionally, the situation in which an employee works (i.e. operating environmental conditions) results in differences in the model.

Research limitations/implications

This paper’s main implication is this paper employs established theory to develop a model that is empirically tested to show that implementing and maintaining a quality-oriented service system can positively influence the overall customer experience. The limitations are based primarily on the methodology in which individual employees assessed all aspects of both the social and technical systems.

Practical implications

Managers should be diligent in their design and implementation of the quality components as these affect the work setting in which employees operate.

Originality/value

Prior research has neither explored an integrated service quality system’s impact on the service experience nor employed an established theoretical framework. This work accomplishes both with the results providing contributions to both theory and practice.

Executing strategy through comprehensive performance measurement systems

Purpose

The purpose of this paper is to investigate the mediating role of comprehensive performance measurement systems (PMS) – i.e. measurement systems that comprise financial and non-financial indicators, and which also consist of indicators related to different aspects of an organisation’s operations – in the relationship between strategy and company performance.

Design/methodology/approach

Survey data of top managers of large European companies were collected and analysed by means of exploratory factor analyses and hierarchical regressions in order to validate the proposed hypotheses.

Findings

This research shows that different strategies lead to the use of different types of performance indicators. Also, it finds that the utilisation of a comprehensive PMS enables the implementation of both differentiation and cost-leadership strategies. Specifically, a comprehensive PMS positively mediates the effect of differentiation strategy on organisational and innovative performance, and of cost-leadership strategy on organisational performance.

Research limitations/implications

Further research could be undertaken in other contexts and consider additional factors, such as the structure, maturity and different uses of PMS, and the cost of measuring performance. Qualitative studies could examine the role of PMS in dynamic environments, as well as the evolution of PMS during strategic transitions.

Practical implications

Greater consideration should be given to the utilisation of different types of performance indicators when implementing and re-formulating strategy.

Originality/value

This study clarifies the links between strategy and performance measurement, and it is the first to identify the mediating effect of comprehensive PMS between strategy and company performance.

The impact of shop floor culture and subculture on lean production practices

Purpose

The purpose of this paper to examine the impact of shop floor (SF) culture (organizational culture (OC) perceived by workers) and SF subcultures assessed by the competing values framework (CVF) on the perceived use of lean production (LP) practices.

Design/methodology/approach

The authors analyse questionnaires completed by workers at the single case company undergoing a commonplace lean transformation. The survey items cover both LP items and CVF statements. The propositions are analysed applying cluster analysis and regression.

Findings

At the case company, the multidimensionality of SF culture only partially exists, and the perceived use of LP practices shows little connection to OC. The considerable differences between SF culture and SF subcultures on the one hand and among SF subcultures on the other hand indicate the existence of a special multidimensional SF culture. Altogether, SF culture’s impact on LP is weak.

Practical implications

Managers should rethink the usual lean implementation pathways and understand how values pervade SF culture and how culture types impact the perceived use of LP practices at the SF. Managers could face a trade-off: smoother lean transition by engaging in SF subculture-specific transitions and reinforcing it or by developing a homogenous lean SF culture.

Originality/value

To the best of the authors’ knowledge, this is the first empirical attempt to understand the impact of SF culture on the perceived use of LP practices by adopting a validated OC measurement tool. Furthermore, the study provides insight into workers’ subcultures.