Lean practices and operational performance: the role of organizational culture

Sahoo, Saumyaranjan

doi:10.1108/ijqrm-03-2020-0067

Cited by 20 publications

(20 citation statements)

References 101 publications

(175 reference statements)

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“…7, No. 1;2022 within the suggested value of 0.50 (Hair et al, 2019). Therefore, all constructs have fulfilled the convergent validity satisfactorily.…”

Section: Assessment Of Measurement Modelmentioning

confidence: 60%

“…In Indonesia, a study was conducted on manufacturing SMEs to examine the impact of organizational culture and total quality management practices on implementation, revealing that organizational and customer relations management are critical predictors of SME performance (Aziz, Sumantoro, & Maria, 2019). A study carried out within Indian manufacturing SMEs aimed to examine the relationship between organizational culture and organizational performance; finds that organizational culture has a significant impact on SMEs ' performance (Sahoo, 2022).…”

Section: Organizational Culturementioning

confidence: 99%

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The Indirect Effect of Customer Relations on Lean Social Factors and Organizational Readiness for Change Amongst Manufacturing Smes in Nigeria: PLS-Sem Approach

2022

tmuj

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The paper aims to assess lean readiness within manufacturing SMEs in Nigeria by examining the role of lean social factors, i.e., leadership, organizational culture, and employee relations, on organizational readiness for change (change efficacy and change commitment) through the indirect effect of customer relations. Data was collected from Managers of manufacturing SMEs through questionnaire administration. Three hundred questionnaires were analyzed using Partial Least Square – Structural Equation Modelling 3.3 (PLS-SEM). The study's findings reveal that all social dimensions (organizational culture, leadership, and employee relations) positively and significantly affect customer relations. Also, a significant, positive relationship was found between social dimensions and organizational readiness for change dimensions (change efficacy and change commitment), except for leadership and employee relations on change efficacy. The indirect effect on customer relations was positive and significant in the relationship between social factors and organizational readiness for change dimensions.

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“…7, No. 1;2022 within the suggested value of 0.50 (Hair et al, 2019). Therefore, all constructs have fulfilled the convergent validity satisfactorily.…”

Section: Assessment Of Measurement Modelmentioning

confidence: 60%

Section: Organizational Culturementioning

confidence: 99%

The Indirect Effect of Customer Relations on Lean Social Factors and Organizational Readiness for Change Amongst Manufacturing Smes in Nigeria: PLS-Sem Approach

2022

tmuj

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“…Culture has been identified as a key factor in lean implementation (Sahoo, 2021). Hofstede (1984) defines culture as the mental programming a person acquires as a result of their national origin, which can obstruct or facilitate collaboration with persons who have a different or comparable mental programming.…”

Section: Personality Traitsmentioning

confidence: 99%

Lean implementation: analysis of individual-level factors in a biopharmaceutical organisation

Duggan

Cormican

McDermott

2022

IJLSS

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PurposeAn understanding of the motivation of individual employees to adopt lean practices is fundamental to successful lean implementation. This study aims to investigate the adoption of lean practices and provides an analysis of the individual-level factors necessary for lean implementation. This study presents a method for assessing the impact of individual-level factors in a company deploying lean within a biopharmaceutical manufacturing subsidiary.Design/methodology/approachThe case study explores the attitudes of individuals within a functionally structured organisation undergoing a lean implementation initiative. A quantitative data collection approach was used to capture data from employees in a medical device manufacturing organisation.FindingsThe study found that personality and affective organisational commitment positively affects an individual’s intention to adopt lean practices. Employees with greater levels of affective commitment are more likely to partake in lean-related practices. Individuals in functions that directly support the production process, as opposed to those in functions that indirectly support production, are more likely to participate in lean practices. Finally, individuals in supervisory roles are more likely to adopt lean practices than those in non-supervisory roles, and management should involve top performers in lean.Originality/valueThere is a paucity of case study research in the area of individual-level factors for lean practice adoption. The findings of this study offer practical guidance on individual-level factors for lean practice adoption and illuminate new avenues for future research. This analysis also makes a practical contribution to the literature. From a managerial perspective, understanding why certain employees are more willing to adopt lean practices contributes to an overall lean organisational readiness and implementation framework. This insight enables the development of carefully tailored communication and training programs for managing employee motivation for and receptivity to lean.

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“…Hasil penelitian ini sesuai dengan hasil penelitian (Hendri, 2019) yang menyatakan bahwa OLC sebagai pendorong anggota organisasi untuk terus belajar sehingga berpengaruh positif dengan kepuasan kerja karyawan. Kemudian, hasil penelitian (Sahoo, 2021) yang mengemukakan bahwa budaya belajar organisasi berkaitan positif dengan kepuasan kerja. Terakhir, hasil penelitian dari (Soomro dan Shah, 2019) yang menyatakan bahwa terdapat pengaruh positif signifikan budaya belajar organisasi terhadap kepuasan kerja.…”

Section: Diskusiunclassified

“…Walaupun banyak faktor yang mempengaruhi kinerja karyawan namun dalam studi (Hendri, 2019) menemukan bahwa hasil analisis menunjukkan budaya belajar organisasi tidak berpengaruh signifikan terhadap kinerja karyawan, tidak seperti studi yang dilakukan Sahoo, S. (2021) yang menyatakan bahwa budaya belajar organisasi berpengaruh terhadap kinerja karyawan. Oleh karena itu, muncul pertanyaan kritis mengenai apa yang harus ada agar orientasi budaya belajar organisasi mampu meningkatkan kinerja karyawan.…”

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Pengaruh Organizational Learning Culture Terhadap Employee Performance Dengan Job Satisfaction Sebagai Mediasi

Angelina

Yanuar

2021

JMK

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This study aims to determine the role of job satisfaction in mediating the relationship between organizational learning culture and employee performance. The subjects studied were the employees at PT XYZ which is an import agent company as well as a complete supplier of factory doors and warehouse needs in Indonesia. The number of samples taken in this study were 85 employees and 15 supervisors who were obtained by distributing questionnaires through google form with Non-probability sampling technique. The collected data is processed using SmartPLS. The results of data processing indicate that organizational learning culture has a positive effect on job satisfaction, job satisfaction has a positive effect on employee performance. However, the function of job satisfaction as a mediating variable in this study was not achieved because the correlation value with mediation is smaller than the value of organizational learning culture which can directly have a positive effect on employee performance. So the employee performance in this study is a partial mediation. Penelitian ini bertujuan untuk mengetahui Peranan Kepuasan Kerja sebagai Mediasi Hubungan antara Budaya Belajar Organisasi dan Kinerja Karyawan. Subjek yang diteliti adalah karyawan pada PT XYZ yang merupakan perusahaan agen import serta penyedia pintu pabrik dan kebutuhan gudang secara lengkap di Indonesia. Jumlah sampel yang diambil pada penelitian ini adalah karyawan dengan jumlah 85 orang dan supervisor 15 orang yang diperoleh dengan menyebar kuesioner melalui google form dengan teknik pengambilan sampel jenuh/sensus. Data yang telah dikumpulkan diolah menggunakan SmartPLS. Hasil dari pengolahan data menunjukkan bahwa budaya belajar organisasi berpengaruh positif terhadap kepuasan kerja, kepuasan kerja berpengaruh positif terhadap kinerja karyawan. Namun, fungsi kepuasan kerja sebagai variabel mediasi pada penelitian ini tidak tercapai karena nilai kolerasi dengan adanya mediasi lebih kecil daripada nilai budaya belajar organisasi yang secara langsung dapat berpengaruh positif terhadap kinerja karyawan. Maka kinerja karyawan disini merupakan mediasi parsial.

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Lean practices and operational performance: the role of organizational culture

Cited by 20 publications

References 101 publications

The Indirect Effect of Customer Relations on Lean Social Factors and Organizational Readiness for Change Amongst Manufacturing Smes in Nigeria: PLS-Sem Approach

The Indirect Effect of Customer Relations on Lean Social Factors and Organizational Readiness for Change Amongst Manufacturing Smes in Nigeria: PLS-Sem Approach

Lean implementation: analysis of individual-level factors in a biopharmaceutical organisation

Pengaruh Organizational Learning Culture Terhadap Employee Performance Dengan Job Satisfaction Sebagai Mediasi

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